It is now almost 5 years ago that the concept of the effortless experience got some management attention. Scanning Rick Delisli's deck recently, i dec It is now almost 5 years ago that the concept of the effortless experience got some management attention. Scanning Rick Delisli's deck recently, i decided the read the book, published in 2013.
Passing of time often is a fine measure whether concepts are to be considered hyper or should be considered as having high business potential.
For me, the book has such a potential.
In october 2013 Alex Baar wrote this fine summary. Thanks Alex for this and the fine pics of some relevant graphs!
What can I add?
For me, the relevant concept is the concept of experience engineering. The authors define this as "an approach to actively guide a customer through an interaction that is designed to anticipate the emotional response and preemptively offer solutions that create a mutually beneficially resolution. For those who are into design thinking, service design and so on the emotional connotation is known stuff.
Even more fascinating is the approach. The engineering is about to guide a customer through an interaction (indeed an interaction). Many approaches in the field of customer services are about relationships and the cumulation of interactions (e.g. Customer satisfaction, Net Promotor Score). The outlined approach focuses on one interaction and enables you to improve that interaction.
I did read about possible approaches in contact centers at the agent/contact interaction. But also about how to deal with training and coaching, as coaching is to be used. Even more important, living in a multichannel world, an approach is outlined how to assess how customers engage with your company's channels and where there is substantial room for improvement.
One more bit of discovery.
The authors claim that the impact of the service experience on loyalty is greater when either of the following two conditions are true:
The customer does not have an extremely strong attachment to the products or services the company provides, and/or There are lower perceived switching costs in your category. In this era after the Great Financial Depression and in an era of massive disruption this underlines the importance of a perfect customer experience at the transactional level.
I do not believe that achieving goals is that easy. It takes a lot of efforts and a fundamental understanding. This book may assist you in that experience....more
"We can’t believe it’s been 10 years since Jeanne Bliss’ first book on the Chief Customer Officer (CCOIt was Sarah Chambers' review that triggered me:
"We can’t believe it’s been 10 years since Jeanne Bliss’ first book on the Chief Customer Officer (CCO) was released. Chief Customer Officer : Getting Past Lip Service to Passionate Action revolutionized the representation of customer needs in the C-suite by breaking down silos and driving change in almost every industry.chief customer officer 2.0
However, times have changed! In the last 10 years, technology and big data have brought us more ways of knowing and helping our customers. Even more noticeably, social media has created a necessity for change. Customers are increasingly empowered to speak out about their needs and companies must be equipped to unify the customer experience across multiple channels – in a more public forum than ever before!"
Having worked in customer service during three decades, I have to acknowledge that things are changing (not fast enough but that can only boost one's motivation).
I read in Jeanne's book that "what i loved about the economic downturn (okay, hang in here with me) is that it made the best companies better. In both business-to-business companies and business-to-consumer companies, the most outside-in organizations took actions that said to customers: We know your life, we know what your are going through and here is what we are doing as a result". Be sure, these are hard and true words.
As stated elsewhere, having worked in customer service for three decades I make a distinction in these decades:
1985-1995: the rise of the importance of quality and knowledge
1995-2005: the rise of design (actually styling) and money and the fall of the importance of quality and knowledge
2005-2015: the rise of design thinking and social media and the fall of (bad) money and style.
Please do not misunderstand me. Quality, knowledge management, design, management, design thinking and social media are not fads. They are the layers needed for any business and organization to thrive and survive. But that is not enough.
Another way of working
Probably you are working in (or for) a bigger organization. These organizations still often rely on surveys (voice of the customers) programs to manage the customer experience. Often, the management approach is find a problem owner in a silo (yes, they still exist), allocate resources and report within a certain time frame. Oops, any chance of success? And the next survey results do not show any real progress. And that year after year.
You need a roadmap to transform your business, your organization, your institution and - do not forget - your own business model.
Jeanne outlines an approach that is imperative for startups and small business. Focus on the growth of your customer base.
What to do?
Competency Two: Align around Experience – Give leaders a framework for guiding the work of the organization. Unite accountability as customers experience you. Not down your silos.
Build a Customer Listening Path – Seek input and customer understanding, aligned to the customer journey. Tell the story of customers’ lives.
Proactive Experience Reliability & Innovation – Know before customers tell you, where experiences are unreliable. Deliver one-company consistent and desired experiences.
Competency Five: One-Company Leadership, Accountability, and Culture – Leadership behaviors required for embedding the five competencies. Enabling employees to deliver value.
What will come next in the next 10 years?
Probably we are heading for an era of economic growth as a result of the transformation of the way we do business and work. Agile, lean, startups, design-driven innovation will be dominant enablers.
And the groundwork, done by Jeanne in the book will assist you to deliver more value for your customers and your organization.
Please note that all images used in this post are subject to copyright. To re-produce ask for the express permission of Jeanne Bliss....more
I do not know where you live of what your profession is.
But probably you feel like that most of your knowledge and intuition you have built over your life has gone.
And - if so - what are the consequences for management of your career, your business, your business and the relationships with those who are dear to you?
This book outlines how the business and economic climate has changed in this age.
Not that new for some for us, but probably a mind shift for most of us.
The authors describe these four global forces breaking all the trends.
What are the forces and what are facts?
Disruption one: the age of urbanization
Disruption two: accelerating technological change
Disruption three: challenges of an aging world
Disruption four: greater global connections
Be sure any of these forces has major consequences of organizations - companies, non-profits, government - and the people who who work there,
But it not one force. There are four of them.
The impact might be immensive (with some optimism, I share with the authors).
Not acknowledging these forces will hamper us to adapt to a changing world economy.
A flaw in the book was for me that the analysis is limited mostly to the level of organizations. There is a chapter about government. However, what are the consequences for national states, political parties and so on. But maybe that is not in the scope of the book. As stated before, an imperative read for those who want to understand the fundamental trends in our world economy.
Not yet convinced?
Start with this quiz, get the answers and may be a free download.
Scanning across the 197 metrics, the 30+ authoritative metrics sources, 150 research studies and reports cited and 12 essays by industry experts, i haScanning across the 197 metrics, the 30+ authoritative metrics sources, 150 research studies and reports cited and 12 essays by industry experts, i had to evaluate what did i learn?
For me the eyeopener was the use of endometrics (measures that come from within the system being measured) to evaluate one's business strategy.
Have a strategy, create a framework and be selective in measuring and reporting. And even more important, be modest to contribute success to specific actions or departments.
Which all reminded me of the old COPC acronym: CUIKA Collected, Usable, Integrity, Knowledgeable, Actions
Action recommend for you: buy the book and use it in a CUIKA-approach...more