Categoria: Customer Experience

UX e Strategia

su da Gian Carlo Mocciin Customer Experience, Digital, Design, UXLascia un commento

 AICEX_Quadrato_Bianco

AICEX: Un post con temi ancora Super attuali

By Kyra Friedell

Recently I went to the UX Roles and Titles: What do they mean? panel hosted by IxDA TC (Interaction Design Association, Twin Cities). Panelists’ titles ranged from UX Designer to VP of Experience and Engagement. While some distinguished their role as largely visual by nature others described their position as research and strategy-heavy. I was intrigued by the unspoken interplay of User Experience versus Strategy.

Before I dive into the relationship between strategy and UX, an understanding and definition of how UX and Strategy fit together seems necessary.
I’ve spent an unreasonable amount of time engrossed in debates over the rhetoric used around UX and Strategy, however at the core I believe:

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Retail: la Customer Experience vista da chi lavora nel front office

su da Gian Carlo Mocciin CRM, Customer Service, Customer Experience, Customer NeuroscienceLascia un commento

The Customer & Leadership Blog

AICEX: Interessante punto di vista.

SOURCE: http://wp.me/p13YWP-2tu

Perspective. If we are to improve the performance of human worlds (couple, family, neighbourhood, team, department, business, nation…) perspective taking is essential. It occurs to me that the simplest form of perspective taking is attentive-receptive listening to those who find themselves embedded in the human world that one is interested in.  The deepest from of perspective taking is to enter into the lives, and live the lives, of those whose perspective one wishes to become intimately familiar with.

What did I learn when listened to the perspective (lived experience) of frontline retail employees who work for one of the big UK retailers?

On many days the store is short-staffed. Those who are present and ready for work find themselves stressed. The standards are high – for merchandising, store cleanliness, customer service…  There is a lot to get done. The pressure is on. This calls people to take short-cuts (including putting their health & safety at risk), bypass policies and practices to do that which needs to be done.

The folks dealing with customers on the frontline are not adequately trained – as in training that comes through apprenticeship.  Why are they not adequately trained? Because the stores are short-staffed. Due to the short-staffing, the pressure is on to throw new frontline employees into the deep end. This places the new employees under stress: these employees face demanding customers, they are aware that their colleagues are counting on them, they know that their manager is judging them, and they are intimately aware that they lack the contextual understanding and experimental know-how to do things well.  They do their best. And their best is not enough. They are aware that their best is enough.

Folks distant and cut-off from the reality of the world of the store (that particular store) make decisions for that store. These decisions whilst sound in theory are impractical given the reality of that store.  Yet the folks in that store – including the manager of that store – have no power to affect or challenge these decisions. So there are substantial and frequent store refreshes and not enough staff to merely do the day to day tasks. The product range is expanded and there is not enough shelf space. Customers complain of products not being in stock yet the replenishment decisions are made by computers and remote others in charge of store replenishment. New machinery is introduced that does not fit well into the store and makes lives harder for the folks in the store ….  All of this increases the level of stress experienced by the folks working in the stores.

Customers are demanding at best, rude at their worst. They demand perfection: a seamless experience. They are encouraged in this demanding-ness by the folks higher up in the business who designate and promote services (and service standards) which are impractical given the reality of that store. Folks serving these customers want to provide a good service and experience a certain kind of human encounter with customers. Yet, they find themselves in a reality in which providing merely an average customer experience is all that can be reasonably provided.  They experience the withering look of many customers. And some customers, more and more these days, who are condescending, critical, and rude. All of this increases the level of stress experienced by these front line employees.

Their employer and their manager does not care for them. The folks experience themselves as not appreciated, not valued, not loved.  It is not just that these folks are paid the minimum wage. It is not just that if they arrive five minutes late for work then fifteen minutes of pay is docked. It is not that they are expected to stay up to half an hour later than their shift and they do not get paid for this half an hour. It is not that they are not adequately trained. It is not just that they are rarely given their allotted lunch break. It is more. It is the gap that they experience (on a daily basis) between the way the company expects them to treat customers and the way they are treated by the company. Is it then any surprise that the stores are regularly and frequently short-staffed – in numbers and in terms of experience/cable employees?  Who wants to work in such an environment? And even those who do work in such an environment quit as soon as the can quit.

If you are working in an organisation and concerned about improving the customer experience,  I end by posing the following questions:

  • Are the folks that work for us and with us less worthy of care, consideration, and respect than folks upon whom we change the label Customer?
  • What is the likelihood that at a distance voice of the customer surveys unconceal the kind of reality that I have shared with you here – the reality of the folks interacting directly with customers?
  • Do your customer journey maps give you an adequate feel for the lives of customers and the lives of the people on the front lines who interact with your customers on a daily basis?

If you are a customer then ask you to be mindful of human worth and dignity in your dealings with the folks that serve you – especially when things are not going right. I ask you to consider that the person is not merely an employee. S/he is a human being who is doing the best s/he can given the circumstances s/he finds herself in.  If you were in h/er position you would most likely do that which s/he is doing.  A kind word can light up the world.

I thank you for your listening it is that which continues to call me to share my speaking with you.  I leave you to grapple with what I have shared and make it mean that which you make it mean

SOURCE: http://wp.me/p13YWP-2tu

Patient Experience: 3 fattori chiave

su da Gian Carlo Mocciin Customer Experience, Customer Journey

Now, more than ever, patients can choose their plans and providers. As the healthcare industry evolves, so must the marketplace. Providers are feeling pressure to come up with new and innovative ways to offer personalized experiences that don't end in the examination room. Patients and members are 4x as likely to switch if they can find their “ideal experience”

AICEX: Utenti, Clienti, Pazienti … sono tutte Persone 🙂 

Empowered consumers have increasing access to experiences that put them at the center of an ecosystem of connections and interactions that anticipate and evolve with them.

Guests of the W hotel can book a stay on the website, get notified by SMS when their room is ready, and walk into their room using the beacon in their phone to unlock the door. In healthcare, members and patients are already expecting a similar experience. The last few years have removed barriers to changing providers, and consumers are taking advantage. A recent study found, consumers are four-times as likely to choose a new provider if they find one that offers their “ideal experience”—and that ideal experience is bigger than the clinical elements. It includes supporting the patient through easy, engaging interactions, and a contextual understanding of the patient’s needs.

Digital health startups are racing to provide this experience. In 2015, they attracted $4.5 billion in venture funding, accounting for 7% of venture funding. Fitbit attracted attention in 2015 when it became one of the first consumer-focused health startups to IPO. Its devices turn users into a “quantified self.” Companies can connect this information with additional data sources and use big data tools to monitor wellness trends. While 2016 has been off to a rough start for the wearables maker, CEO of FitBit, James Park, feels two new products, the Blaze and the Alta, will put them back on the path of building shareholder value.

Overall, healthcare is still in the early stages of digital transformation. While there is much activity in the burgeoning digital healthcare start-up space, enterprises have been slow to adapt. Large payers and providers still lag behind in designing experiences that meet consumer expectations.

The patient experience offers an opportunity to take some of difficulty out of the often stressful experience of receiving healthcare. More importantly, it can help patients become more engaged with their health and help doctors become more engaged with their patients—supporting better outcomes, and helping patients lead happier lives. But what is it that customers are expecting in terms of experience? Here’s what our research shows:

1. “SUPPORT ME”

Personalization is of particular importance in health care, emphasizing the human dimension of the patient-provider relationship. Enterprise platforms like Adobe Experience Manager can deliver many of the capabilities required for large organizations, but connecting internal systems may be the real challenge. Organizations must demonstrate (across channels) that they know who the patient is, what they have done in the past, and what is happening to them now—and this is no easy task. Legacy systems and organizational barriers need to be examined and reimagined.

The goals are to:

  • Provide the right information at the right time instead of generic content.
  • Save the patient from repeatedly providing the same information again and again.
  • Create omni-channels that never lose track of who the member is and what their needs are when they jump between on- and off-line.

2. “SUPPORT ME WITH (THE RIGHT LEVEL OF) INFORMATION”

In our always connected world, more and more patients want information as soon as it’s available, so systems and operations must be aligned to this imperative. But the type of information—clinical or administrative, routine or life-altering—should primarily drive the delivery. Context plays a key role. Messages to mobile devices may be received and viewed in a wide range of circumstances Overall, it’s important to:

  • Match the level of detail to the channel, content, and experience.
  • Provide the ability to drill down into more details or information on how to get them.
  • Consider providing links to educational material to help patients decipher technical information.

Delivering the wrong level of detail to patients can drive high-cost interactions such as emailing a doctor, an unnecessary phone call, or worse.

3. “SUPPORT ME BY MAKING THINGS EASY”

Make it easy to engage. Ease-of-use has long been a driver of adoption and subsequent brand loyalty, regardless of industry. An easy transaction can make a big and lasting impression on customers—as can a difficult one. Get the basics done well. For routine care, it will encourage more frequent touch-points, and for patients with chronic conditions as it will allow them to focus on treatment. Patients want to easily communicate with their doctor, make appointments, refill prescriptions view test results, and discuss and pay their bill.

Providers also need to make it easy for patients to move from the digital world to the offline world and vice-versa. Health care is moving beyond the hospital and medical office. Consumers are expecting providers to connect the experience of an office visit with services they access on the move.

The clinical experience will remain the leading driver of satisfaction, but it’s important to mind additional drivers as well. All three of these customer experience factors have one major thing in common: they can all be addressed with a strong digital strategy. Providing customers and patients with a seamless digital experience across websites and devices, both in and out of the examine room, from the moment they book an appointment to the time they get a clean bill of health, will encourage adoption, word-of-mouth recommendations, fierce loyalty, and most importantly, improve lives during some of their most difficult times.

SOURCE: 3 Customer Experience Factors Affecting Healthcare and How to Improve Them

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