The customer is not always right…..BUT be careful how you respond when you think they are not!


47 king street west

It is very likely you have not heard of 47 King Street West – a French restaurant based in Manchester in the UK. Although you may not have heard of it, it is possible that the eatery will become infamous as an example of how NOT to respond to customer feedback. When an organisation considers its strategic approach to Customer Experience, it is important it accepts that ‘perfection’ is not realistic. All businesses will get things wrong – it is inevitable. Customers are now free and able to tell the world when they feel you have got it wrong. It is how you deal with things when they do go wrong that can often be the difference between the best exponents of customer centric behaviour….. and the worst!

So let me fill you in on the 47 King Street Story. In 2013, the restaurant was awarded a Certificate of Excellence by TripAdvisor. At the time of writing this blog post, it still has a ‘four star’ rating on the TripAdvisor site…… whether or not it will still have this rating by the time I finish writing this post is a different matter!! To all intense and purposes, 47 King Street appears to be a restaurant that could quite comfortably feature on your list of places to eat in the North West of England.

However, closer inspection of TripAdvisor reveals that all might not be as well as it seems. You only have to scroll down to the review posted on the 28th February 2015 – it does not make good reading (for the restaurant that is):

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If you were the owner of this establishment, you would quite rightly be horrified to read this brutally honest feedback from a customer – a customer who had no doubt spent a significant sum of money in your restaurant. You would also appreciate that it in 2015, any customer has the ability to share their experience with millions of others at the click of a mouse.

Anyone reading this review has a choice – a choice to believe everything contained within it, or to look at the balance of all reviews and form a rounded opinion of the restaurant. One would expect that when a negative review of this nature has been posted online that the company concerned would leave a suitable response to clarify the situation – whether the customer was right or wrong. At the end of the day, the internet is now as much of your shop window as your physical premises are.

In the case of 47 King Street West, the manager of the restaurant DID respond to this review……just not in the way you may expect. Although his comments have been removed from their social media streams, here is his unedited response posted on Facebook:

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Describing customers as ‘the chaviest worst most vile people ever to grace our restaurant’ is perhaps not the best response to their feedback. To dish out a tirade of abuse dismissing those customers as ‘trash’ is almost unbelievable. To  do it so publicly is remarkably naive. The problem with the way that 47 King Street responded is that other potential customers are now likely to base their opinion of the restaurant on his behaviour – even if his customers were wrong, you just cannot do what Mike Hymanson, the owner of 47 King Street has done.

The visibility of this story is only just picking up pace – how viral it will become is yet to be seen. Mr Hymanson has now described the incident as regrettable (not surprising really!) – it is not clear whether he has directly apologised to the poor customer concerned. You can read more about the incident here.

Learning how to deal with customers who you perceive to be wrong is vitally important in maintaining the credibility of your brand and the experience it is intending to deliver. In the same way that you do not want to do something to affect your personal credibility in the future, it is just as important to not ‘retaliate’ in a way that makes the situation worse.

Only yesterday, on an Easyjet flight from Athens to London Gatwick, I witnessed what I saw as completely unacceptable behaviour from a customer. There is no doubt in my mind that I was observing a scenario where the customer was undeniably wrong. The customer was not particularly pleasant from the moment she got on the plane. Carrying her baby daughter, she seemed to expect that the seat next to her should be vacant. The bemused passenger sat in the seat kept her cool remarkably well. The excellent cabin crew managed the situation brilliantly and were able to move the bemused passenger to another seat.

Sensing all was well, I sat back and prepared myself for a restful flight. Shortly after take off, with the fasten seat belt sign still lit, the ‘unpleasant’ passenger unbuckled her belt and vacated her seat to get something from the overhead luggage rack. A member of the cabin crew walked down the aisle and asked her very politely to remain seated until the ‘fasten seat belt sign’ was switched off. A perfectly reasonable request I am sure you will agree. The passenger responded with a torrent of very strong words including – ‘leave me alone’; ‘I am pregnant and you are going to make me miscarry’; ‘why do you treat passengers like this?’

It was really quite unbelievable. The cabin crew members response was in my view the perfect example of how to respond. She replied in a steady, polite, and confident manner – ‘I understand madam’. ‘Please take your seat as quickly as you feel comfortable’. Although quite clearly shaken, the Easyjet employee did exactly the right thing. She did not retaliate. She did not quote policy or procedure that would most likely rile the passenger even more. She quietly left the customer to it.

Now imagine what COULD have happened if she had responded in a different way? What COULD have happened if she demanded that the passenger be seated (as I am sure she had every right to do)? It is perfectly feasible that this lady could have resorted to social media to say how a pregnant lady travelling with a baby was mistreated by Easyjet cabin crew.  It COULD have gone viral, and got in front of the eyes of journalists. Instead, a potentially damaging situation will never be heard of again. In fact the actions of this excellent ambassador for Easyjet almost certainly won her the admiration of other passengers on the plane, thus enhancing the reputation of her company.

Customers will not always be right. Customers who are not right are able to share their thoughts with the world. As the owner of a business, whether you think they are right or they are wrong, it is absolutely critical that you deal with their feedback in a way that does not detrimentally and potentially fatally damage your business. The end to end journey for many consumers now starts with the assessment of feedback found online – the last thing you want is for them to see the public face of your organisation publicly abusing customers who leave what appears to be honest feedback.

The phrase ‘feedback is a gift’ is often an overused term. I personally believe it is and always will be the perfect phrase for describing feedback. Like all gifts, handle it with care!

Falling out of love with John Lewis – even the best find it tough to deliver consistently good customer experiences


JL Falling

This is not the first time I have written about John Lewis. A British retailer recognised by many as the epitome of a people (customers and employees) focused brand, their challenge for a long time has been to maintain their position as a Customer Experience leader for others to look up to and admire.

Founded in 1864, the perception of John Lewis as a brand you can trust has been built over many years of hard work – hard work in adapting to the world around it and the ever changing needs of its customers. With its well know ‘Never Knowingly Undersold’ slogan, the retailer will still pay you the difference if you can find an item you purchased from them cheaper elsewhere.

If you have turned your customers into loyal fans of your brand – if they have ‘fallen in love’ with your Customer Experience, it takes a lot of hard work to maintain that love – to maintain their ‘fandom’ and loyal custom. Even if something goes wrong, it is unlikely that your customer will fall out of love with you – especially if you are able to put it right quickly, efficiently and without too much effort.

John Lewis are by no means perfect – like all organisations, it is impossible to get things right 100% of the time, but in general they are well known for dealing with issues in a professional and consistent manner. However, in January 2015, John Lewis’s challenge seems to be getting ever tougher. The challenge for all businesses to maintain our undivided loyalty is becoming extremely difficult as we become ever more demanding. When you are a John Lewis, the expectation is remarkably high.

So the big question in this post is this – is it possible that the British consumer could ‘fall out of love’ with John Lewis? Could a brand with such a strong heritage and reputation lose its differentiation as a Customer Experience leader? In April last year I wrote a post that suggested the ‘omni channel Customer Experience’ is John Lewis’s greatest challenge of the moment. The story I shared demonstrated the risks John Lewis face in failing to connect the different customer channels in its business. The story I would like to share today highlights the significance of this  problem once again. Will this be the experience that sees me personally falling out of love with John Lewis?

On the 5th January 2015, I ordered a  ‘Luxury Memory Foam Mattress Bed Topper’ from John Lewis.com. I immediately received an email confirmation advising me that the item would be delivered ‘within 5 working days’ of me placing my order. I was very happy with this as the item was intended as a birthday present for Mrs Golding whose birthday was on the 13th January! Unusually for me, I was working ahead of time with a little leeway!

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Two days later I received another email. Entitled ‘Back Order Details’, things did not bode well. In fact I was actually quite astonished to open an email from John Lewis advising me that the item ordered was NOT available for delivery. The ‘call to action’ was for me, the customer, to make all of the effort and contact John Lewis by email or telephone to ‘cancel the order’!! Alternatively I could just wait for it to arrive, or have my order cancelled in 4 weeks.

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Sadly this type of ‘broken promise’ event is pretty common with online retailers – the problem is that I have higher expectations of John Lewis than I do of other retailers. I was NOT impressed. As I did not want to have to email or telephone, I reached out to Twitter to vent my frustration:

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A broken promise of delivery of a birthday present and the first suggestion from John Lewis on Twitter was for me, the customer, to contact my local store. I was starting to get a little hot under the collar now. This is really not what I expect from John Lewis. There was no other option but to pick up the phone and speak to them.

On the 9th January I called the John Lewis.com contact centre – more of my time, effort and cost in telephone calls. For the first time during the transaction, I spoke to someone who gave me faith that I was really dealing with John Lewis and not a bogus website! Zain, the contact centre agent, was excellent. Very apologetic, he did everything he could to understand what had happened and what he could do about it. I was impressed. Zain confirmed the weakness in John Lewis’s operating model. The online business did indeed not have any more of the item I had ordered in stock. The item was due into their warehouse on the 5th January but had not arrived yet. The online warehouse is NOT shared by the stores – they have their own separate stock pool. Zain had to put me on hold while he contacted the stores contact centre to see if they had any of the item available. Still with me?!

If you are confused, I will just clarify that John Lewis is not a joined up, connected, omni channel business. Its stores and online propositions might look the same, but they are separate and disparate. I was suffering as a result. The only solution Zain could come up with was to cancel my online order and reserve the item at my local John Lewis store in Chester. I then had to telephone my local Chester store to confirm my reservation. The whole experience was long winded and ridiculous. I had got to the point of almost no return!

The following day (10th January) I received a message from the Chester store advising that the item had come in to stock again – hurrah – three days before Naomi’s birthday – I could get them to send the item by next day delivery and still have it in time…………or NOT! When I called the store and suggested that they send it by next day delivery, I was advised that this was not an option. I could either have it delivered to home in five working days, or collect it from the store on the 13th January. The back story of the order was irrelevant – the fact that John Lewis were affecting my ability to get my wife her birthday present on time was not important – the computer said no (albeit very politely).

So 7 working days after I placed my online order; three phone calls and one drive to a store later, I arrived at John Lewis Chester to collect Naomi’s birthday present. Amazingly, no apology for the debacle was given by anyone I interacted with. Naomi was with me when we collected it – no-one even had the courtesy to wish her a happy birthday. To say I am unimpressed by the whole experience is an understatement.

The problem with bad experiences is that it only takes one for a customer to choose to fall out of love with a brand. There were so many failings in this experience from a retailer I once trusted implicitly that I have made the conscious decision NOT to use John Lewis online in the future. I will still visit their stores. I still believe that they have an excellent proposition and wonderful people. Yet until they join their channels together, I will shop elsewhere via the internet – this experience has left a sour taste in my mouth.

So is it possible for the consumer to fall out of love with John Lewis? You bet your life it is – they can and must not ever rest on their laurels.

Update – 15th January

Having read this post, I was contacted by John Lewis on Facebook and twitter. This morning I had a telephone conversation with a very nice lady from the customer service team. Not only did the lady acknowledge all of the issues in the experience (without excusing them), she confirmed that they would be addressing the issues with the relevant teams to mitigate the issues in the future. This is further demonstration as to why it is important for organisations to readily accept feedback like this and seize on the opportunity that comes from bad experiences. If good comes out of bad, I am always very happy with the outcome.


If you have two minutes, please take the time to complete my 2 question survey to find out your personal #1 brand for delivering consistently good customer experiences. I also want to know what makes the brand your #1! The research will be used for an upcoming blog post – many thanks for your time!

You can complete the survey by clicking here

 

The big ‘Wi-Fi’ conundrum: a way to make money or a way to give customers what they need?


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Maslow’s Hierarchy of needs  is a psychological theory proposed by Abraham Maslow in his 1943 paper “A Theory of Human Motivation”. The theory is most commonly portrayed in the shape of a pyramid with the largest, most fundamental levels of human needs at the bottom and with the ultimate need for self-actualization at the top.

71 years later, it could be argued that Maslow’s perception of what constituted basic physical needs has been surpassed by something even more fundamental. Those of you who have ever seen the reaction of teenagers who have experienced a failing Wi-Fi connection will know exactly what I am talking about.  Fellow Customer Experience specialist, Dr Nicola Millard, once said that the best way to reprimand your misbehaving children is not to send them to their room – it is to remove their Wi-Fi!!

In 2014, Wi-Fi has become such a critical part of our day to day lives that it is difficult to imagine how we might exist without it. We need W-Fi for work; at school; to order our shopping; to control our heating; to stream our entertainment – it literally is an essential part of day to day living. We have become so dependant on Wi-Fi, it is becoming increasingly frustrating when we are unable to access it – a problem that is still very common. What is even worse is when we are lured in to thinking we can access it, only for our hopes to be dashed!

I travel regularly with Virgin trains – their Wi-Fi has not worked properly for the last couple of years – it is Soooooo frustrating!!! Our need for Wi-Fi has become so critical that most consumers see it as a basic requirement when interacting with organisations – unfortunately, many businesses do not quite see it that way. As we approach the end of 2014, I am amazed at the number of companies who fall into one of the following three categories:

  • We have Wi-Fi but if you want to use it you must pay for it
  • We will let you use our Wi-Fi for a short period of time for free before you must start paying for it
  • We do not have Wi-Fi available for our customers

There are a growing number of companies who fall into this category

  • We provide free unlimited Wi-Fi to all of our customers

However, how many companies could/should be in this category?

  • We provide free unlimited Wi-Fi to all of our customers whilst collecting hugely valuable data and insight about them to help us serve them better

The provision of Wi-Fi has led to the creation of a Customer Experience Conundrum – should my company look at it as a way of making money out of customers (revenue stream), or should I offer it completely free to my customers as they consider it a basic requirement (customer experience advocacy driver).

Companies that see Wi-Fi as a revenue stream will ultimately have to change their perspective. The key driver of customer dissatisfaction with Premier Inn, one of the UKs biggest hotel chains is that fact that their wi-fi is not free – it is for 30 minutes, but that is not good enough. The hotel industry is one that needs to recognise the importance of Wi-Fi as a driver of customer dissatisfaction. You may not know that there is a website that enables consumers to check the wi-fi provision at hotels all around the world – the fact this website exists suggests how important wi-fi is.

Companies that have incorporated free wi-fi into their experience are reaping the benefits. It is not often you will see an empty McDonald’s – at any time of the day or night. Last year I wrote about the influence free Wi-Fi has had on their proposition – you can read it here. Free Wi-Fi will give your customers a reason to keep coming back to you. If you are faced with a decision of visiting two cafés – one has Wi-Fi and one does not – which one are you more likely to enter?

What to do about Wi-Fi is a similar conundrum to the subject of ‘free delivery’ faced by retailers four to five years ago. Reluctant to give up a ‘revenue stream’, would failure to offer a free delivery option ultimately lead to losing customers altogether? In 2014, the vast majority of retailers now offer a free delivery option – free delivery became a basic…… in the same way free Wi-Fi is today.

The wonderful thing about Wi-Fi is that it is becoming easier and easier for companies to make it accessible for free to customers whilst at the same time maximising the benefits of doing so. Last year I met a lovely lady called Lisa Rhodes. Lisa works for a company called Express Data who is helping thousands of organisations in the UK understand how free Wi-Fi can benefit both customers and the businesses that offer it to them. Essentially, Lisa helps to put in place a Social W-Fi and Analytics solution. The principal of Airtight Wi-Fi is to combine Social Media with Wi-Fi and Analytics – all with the objective of driving better engagement with customers. To achieve the ultimate goal of more loyal customers, giving them free Wi-Fi is now imperative!!

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It is really quite clever stuff – that gives customers what they NEED, whilst at the same time delivering a wealth of insight and knowledge to help you maximise your relationship with them. This is why the answer to the conundrum is a simple one for me. Offering free Wi-Fi to customers is a no brainer – fail to do so and your customers will eventually go to someone else who offers it for nothing. Offering free Wi-Fi without utilising any information it can give you is a huge missed opportunity. In 2014, it is not only our basic needs as humans that have changed. If you can use technology better to help you understand how to engage more closely with customers, your future will look even rosier.

If you want to know more about Airtight Wi-Fi, you can contact Lisa on +447762 887716 or email her at Lisa.Rhodes@expressdata.co.uk

Customer Empathy – ignore it at your peril!


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Have you ever looked up the definition of the word Empathy? I would suspect that you have not! It is not often that we take the time to read dictionaries!! If you read the definition above, it is also likely that you will find it difficult to correlate many of the words used with organisations that you interact with on a daily basis. I often tell people how rare I think it is for companies to demonstrate ‘customer empathy’ on a consistent basis. There are many reasons why this is the case – organisational culture being the predominant one.

Customer empathy is a critical element that will have a significant effect on the experience customers have with a business. The EMOTIONAL component of all experiences (how the experience made us feel) is the one that we are most likely to remember (rather than the FUNCTIONAL or ACCESSIBLE components). We will often forgive an experience that is not as slick as it might be if it is delivered by engaging, empathetic people. Failure to display customer empathy (which can often be seen as the application of common sense!) can have significant detrimental effects on a business.

To bring this to life, I am going to share a story that was shared with me on Facebook yesterday. Brian Ward’s story is one that in principle we should be able to be empathetic towards – what you are about to read is likely to shock you…..or maybe not. I must point out that I do not know Brian, but feel that the story is so compelling, that many should read it to understand the consequences of failing to be empathetic towards customers. These words were posted on Irish airline Aer Lingus’s Facebook page on the 17th September (2 days ago):

It unfortunately has had to come to this. After many years of loyal custom from my parents William & Marie Ward, your actions and absolute disregard of their wellbeing is quite upsetting. My parents book their flights specifically with Aer Lingus twice yearly and up to now your service has never made them question this.

Unfortunately their plans this year were completely thrown off course when in July after a series of tests my dad, William, was diagnosed with cancer. Like any family, this is the news we never wanted to hear. My Dad is currently undergoing his treatment with a rigorous course of Radiotherapy and Chemotherapy.

Albeit not top of the list of to-do’s when anyone is dealt a blow like this, we set about making arrangements to cancel their eagerly anticipated 40th Wedding Anniversary trip. As you would expect their hotel, transfer company and tour agent all were extremely compassionate and assisted in any way possible. They recognised my parents’ loyal custom and they saw them as more than just a number. They completely refunded my parents trip and wished my Dad all the best with his treatment.

This could not be said for Aer Lingus, a company which seemingly prides itself on being customer focused. My dad contacted your reservations team to discuss his options and as you have probably guessed – this was worthless. Apart from claiming back the flight taxes, or swapping flights for a shorter flight option; Aer Lingus have been happy to wash their hands of the reservation and my parents’ custom. My sister has also communicated with your team who were less than friendly on three specific occasions. We have sent an email detailing our parents request on the 26th of August and to date there is still no response.

The way you have treated our parents, proves that Aer Lingus customers are just numbers, your mission statements aren’t worth the paper they’re written on and your powers that be have seem to have never encountered cancer and everything that it entails.

For a company who are on course to match your last year’s profits of €60 million, it’s sickening to think that our parents reservation costing just less than €500.00 is non-refundable. We have been more than willing to furnish a consultant’s letter to confirm the above and his inability to travel.

I would ask you to review the above and to contact me directly to obtain a resolution.

P.S….It might also be beneficial to check out last Friday (12th September) Irish independent letter section, whereby the low cost airline Ryanair dealt quite respectfully with a similar situation.

At the time of writing (00:30 on the 19th September), the post has been ‘Liked’ on Facebook over 8,000 times – is has been ‘shared’ over 1,100 times. I suspect these numbers will continue to rise rapidly. The backlash against Aer Lingus is huge – comment after comment laments the airline. The incident is incredibly damaging – the question is how damaging? Have a look at the Facebook post if you are interested in reading the comments.

This story should act as a lesson to all organisations. If you stick to the ‘rules’, fail to empower your people to do the ‘right thing’ and fail to recognise the importance of customer empathy, in the connected world we now live in, the consumer will bite back. Please share this post and ensure that this does not happen to your business.

Just to conclude the story, Aer Lingus have since been in contact with Brian to resolve the issue – see below:

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I join many others in sending my best wishes to Brian and his parents.

 

Book Review – Delivering Effective Social Customer Service: How to Redefine the Way You Manage Customer Experience and Your Corporate Reputation


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It is impossible to ignore the fact that customer service has gone all social on us. Our obsession with Facebook, Twitter, Google+, Instagram and more has led to the humble consumer actively seeking to interact with companies via social networks. Although this is a fact, there are still many organisations who are yet to understand how to manage this new ‘channel’ particularly well. Part of the problem is that customers do not recognise channels – they recognise the company they are interacting with. Customers just expect you to be able to deal as effectively with their problems communicated through Twitter as they do over the phone.

So why are companies still not dealing with ‘social customer service’ very well? Why do we often find the customer service received via Twitter and Facebook to be less than satisfactory? Clearly some businesses have adapted better to the social phenomenon than others – yet the majority have yet to understand their ‘ecosystem’ or develop a suitable ‘framework’ for delivering social customer service. Fortunately, help is at hand.

‘Delivering Effective Social Customer Service’ is a fantastic resource for all customer service professionals looking for help and knowledge in understanding how to best deal with customer service in the social world. The book is written by Carolyn Blunt (Managing Director of Real Results) and Martin Hill-Wilson (Founder of Brainfood Consulting). I first met Martin at a customer service conference in 2009 – his knowledge, passion and expertise is infectious – his collaboration with Carolyn has produced a resource that is a ‘must-read’ in my opinion.

The book follows a logical flow – from how everything changed, to understanding the behaviour of the ‘social customer’, to ‘how to’ guides of delivering social customer service via Facebook and Twitter. There is also valuable advice provided on reputation and crisis management as well as the legalities of social interaction.

The two chapters that I would like to draw your attention to and potentially whet your appetite are as follows:

1. The Ecosystem for Social Customer Service

I am a big fan of models and frameworks. This chapter leads to the painting of a picture that looks at the demand for service that is being generated in the social space and how your business intends to serve it. The suggested visual map allows you to understand where demand is coming from and thus what you may need to do to influence the variety of ‘inputs’ that comprise your social ecosystem. When you see the example in the book, it makes you realise just how many ‘inputs’ there are – from self help forums, to corporate blogs, to ecommerce reviews. It is quite frightening!

Carolyn and Martin suggest that most organisations fail to visualise the ecosystem – they strongly recommend that you do not fall in to the same trap. Understanding your ecosystem means that you will be better able to design your approach to influencing all elements of it. Like every chapter in the book, a helpful ‘summary action list’ is provided as well as an interesting interview with the CEO of Conversocial, Joshua March.

2. The Roadmap for Social Customer Service

This excellent chapter provides readers with a framework for producing a roadmap for social customer service. The framework suggests that the best way to start is by conducting a self-assessment of the key competencies in delivering effective Social Customer Service. The assessment contains 15 competencies that are scored on three criteria – current capability; importance of the competency for your next generation strategy; and urgency of operationalizing the competency on your roadmap. Here is an example of 2 of the 15 competencies:

  • We know how to recruit, train and manage Social Customer Service Teams
  • We are ready for unexpected volumes of ‘social’ traffic: resourcing, escalation, house style

Every competency is walked through in detail looking at its importance, consequences, issues, quick wins, follow up actions and tips. The chapter serves as a comprehensive examination of what it takes to effectively manage your customer experience on social media.

As a Customer Experience Specialist, I am constantly looking to refresh my knowledge and expertise. Learning from others is as important as learning from my own experiences. I am not an expert in social customer service and have found this book to be an excellent summary of not just what ‘social customer service’ is, but more importantly what to do about it. I have no hesitation in recommending it to others, and strongly encourage you to have a read.

Social Customer Service is only going to become more and more significant over time. Do not be fooled into thinking that you already know what to do. Pick up a copy of Delivering Effective Customer Service to either re-assure yourself that you are doing the right thing, or to learn what you can do to develop an even more robust social customer service strategy. You can buy the book online here.

Out of interest, Martin runs a number of workshops on the subject of social customer service – if you like the book, you can find information about his workshops here.

 

Breaking News! – Tottenham Hotspur impress Arsenal Fan with impressive use of social media


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This week I am delighted to feature a new guest blogger. Matt Beaumont is one of the most connected men in the UK when it comes to all things customer experience. Having spent the last few years arranging world class customer experience events, he has had to make it his business to know who has done what and when in the constant attempt to do what is right for the customer. His post is a personal story that brings to life the power of social media – I am sure you will very much enjoy reading it….


Okay, now before I start this I want to make sure people know that I am a Football fan. For as long as I can remember I have been a fan of the mightyish Arsenal FC, a club I have supported ever since I saw the letters ARS on a TV screen, I honestly thought it was funny and decided that they were the club for me.

This would suggest to anyone who knows anything about football that I am not too keen when it comes to our arch rivals across the road Tottenham Hotspur, it is fair to say that both Arsenal and Tottenham fans have recognised each other as one of their biggest rivals and the derby is one of the fiercest in English football.

However, I must respect awesome when I see it and recently Tottenham have been guilty of some real good awesome involving my step brother.

My step brother is (as fate would have it), a mad Spurs fan, if there is something about that club he doesn’t know then for all intents and purposes it probably isn’t a fact worth caring about. He would do anything to be the clubs next star goalkeeper and although I would never tell him, is actually pretty good.

Long story short, but towards the end of the football season, he unfortunately injured himself in a training exercise saving a shot and did some really bad damage to his arm, it will be a while before he steps onto a pitch again, however he is making a really good recovery and has every reason to be optimistic about pulling off some top saves before too long.

This is where Tottenham Hotspur come in. Now in the interests of transparency I am connected to quite a few people in the corporate football world from research I have been carrying out for an event next year. However, it turns out that the Tottenham Hotspur social media team had picked up on tweets between family members about step brothers arm, cross checked these tweets against information that the club already had from various sources and were able to work out that my step brother and I were related.

Spooky, or really cool, you decide. However, this is where the club really win kudos, from knowing who we were and the fact that step brother has attended games at White Hart Lane, from a twitter conversation about an arm injury, they were able to obtain the fact that he was a fan and sent him the letter as seen below.

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Now whether this letter was really the words of then Head Coach Tim Sherwood or not I do not know, and I am not sure I really care. For me, I love the fact that here is an organisation who through effectively using social media have learnt that one of their customers is injured (or upset), and have sent a wonderful letter thanking him for being a customer and wishing him a quick recovery.

They did not have to do this, they chose to do this based on a choice of whether to proactively communicate with their customers and not being afraid to take risks with social media.

What was the result? One delighted fan who is now even more loyal to the Tottenham brand, a fan for life some may say.

What did it cost Spurs? Not much, just a positive attitude to social media.

How simple was this to implement? Very.

Could you win customers for life too? Is it really that scary to talk to your customers?

Lots of food for thought there, but Tottenham, well done guys, nicely done!

Matt Beaumont (An Arsenal fan)


Matt is busy arranging some unique Customer Experience events later in 2014 and through to 2015. If you are interested in speaking at a Customer Experience event, or would like to know more, you can either follow Matt on Twitter (@mattb_cx) or email him at mrmatthewbeaumont@googlemail.com.

Facebook is not even 10 years old! How technology and innovation is influencing the customer experience


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My eldest daughter Ciara is 10. When she came into the world, Facebook did not exist. It was still just an innovative idea being developed in the mind of its founder, Mark Zuckerberg. A little over three years ago, the iPad did not exist. First launched in April 2010, it is hard to remember what life was like without tablet devices. If we look further back in advancements in technology, it was only in 1993 that Mosaic became the web browser credited with popularising the World Wide Web.

Technology is advancing so quickly, it is almost as though it has created a time dimension of its own. I am constantly in awe of the genius minds that are able to create things that continually make our lives easier. Every time new technology is introduced into our lives, the majority of the time it is simplifying or speeding up our ability to do things that we need to do on a daily basis. That is why technology has become such a fundamental and vital ingredient in an organisations ability to deliver better customer experiences.

A few months ago, I came across an amazing ‘infographic’ created by Intel (see below). It is astonishing how the evolution of technology is transforming our lives – at work and at home. 204 million emails are sent every minute of every day. 20 million photos are viewed online – every single minute. By 2015, the number of connected devices will be twice the number of the global population!!! Hands up if you have more than three devices that can connect to the internet?!

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Technology, both physical (i.e. products), and online is changing our culture. It is changing the way we behave, and what we expect when we interact with organisations. According to Forrester, it is estimated that by 2015, 48% of consumers will access the internet every day on their phone, 74% by 2020. Forrester, like many research experts point to the advance in mobile technology as the most significant of all innovation in the next few years:

  • 37% of mobile users browse product information and check prices and offers, while 17% have buy products/services on their phones
  • 8% of Tesco.com grocery orders involve the iPhone app at some stage
  • 4% of Ocado.com sales come through their iPhone app
  • eBay saw mobile users to generate approx $2 billion in transactions in 2010

Yesterday, I spotted an article whilst travelling down to London in Metro newspaper. According to them, 1 minute in every 12 is spent online. The numbers are staggering. Apparently, on average, we touch our phones at least 150 times a day! I am sure Mrs Golding would argue that I am on my phone far more often than that!

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This calendar year, consumers are expected to spend $2.1 trillion (I am not sure how many zeros that constitutes!) on mobile phones, computing and entertainment, media and other smart devices, the services that are required to make these devices connected to the appropriate network, and software and media content that are consumed via these devices. It is not hard to see why this is happening.

I think that all of this makes it clear that it is therefore vital for all organisations to consider whether or not the technology that powers their customer journeys is in line with the quickly changing expectations of customers. I recently conducted some independent research on the ‘things that are important to customers’ when interacting with organisations. Although I have not yet concluded my analysis of the results, the following are looking like being the top three most important requirements:

  • Competitiveness – you must be!
  • Reliability – you must do what you say you will and keep your promises
  • Ease – you must be easy to do business with

These three expectations are driven by a number of factors. Societal and economic issues are obviously at play. Yet it is technology that is best placed to positively effect all three of these needs. Technology is making it more economical for companies to provide services to customers. Technology is having a huge affect on our ability to transact with businesses. We can do almost everything and anything we want with a smart phone – from shopping, to watching a movie, to paying for goods or services to name but three. Reliability is a greater challenge, that although aided by more sophisticated technology, is reliant on business processes being designed and managed appropriately to deliver the required expectation. There is also the problem that in many cases, customer technology is more advanced than the business they are transacting with.

This is one of the greatest challenges that businesses must address – and now. If your employees do not have access to the same technology your customer does, it is likely that they will be unable to deliver the customer journey your customer expects. If your customer is researching information online, but your contact centre is unable to access the internet, your customer is one step ahead of you. Sustaining and growing a business in today’s economy is tougher than ever before. We live in a world of the ‘connected customer’ who has changed the rules of business engagement. Competition is therefore bigger than ever before.

Last week I had the pleasure of delivering a presentation on this subject to a technology company and their clients. I was asked if ‘technology can change culture?’ My reply was as follows:

For us, the consumer, it already has……..

For our businesses………’no change’ is no longer an option

As a closing thought, when talking about change in culture and consumer behaviour, I am always reminded of something the brilliant Dr Nicola Millard, BT’s Customer Experience Futurologist, said at a conference last year. It used to be that when your children were naughty, you could send them to their bedroom as a punishment. Today, they WANT to be sent to their room – that is where their technology lives. What we must do today to discipline our children is ‘disconnect them’!

As always, your thoughts on this or any of my blog posts are encouraged and very welcome.