Ever wonder why most digital interactions fail to engage users? In part, it’s because users can’t easily decipher who they’re dealing with. Instead of actively developing unique experiences that support how they want their brands to be perceived, companies chase features and functions that others have implemented. At best, the result is bland cookie-cutter experiences that leave users uninspired. At worst, brands can seem downright schizophrenic to users who get unpredictable experiences as they move from channel to channel.

It’s not easy to create a strong emotional bond through an interface because it’s difficult for users to see the people behind digital interaction points. Instead, they see a mere screen or a system. But people are far more predisposed to creating connections with other people than they are with an interface. That’s why firms need to pay attention to the brand personality they’re trying to convey and make their digital experiences feel more human. Of course, the solution isn’t just to plaster your website with happy faces or buzzwords. Instead, firms can take a more systematic approach and follow the principles of Forrester’s Emotional Experience Design framework. Here are a couple of ways for firms to establish brand personality:

• Match visual designs across channels so that users can easily recognize the brand as they cross interaction points.
• Keep in sync with the brand attributes that they want people to associate with them by creating content that conveys brand messages and by crafting the right voice to further convey those messages. 
• Adopt a human tone that lands in the right place in between robotic, just-the-facts approaches and overdone marketing speak that comes off as fake.

Last weekend I used my AAdvantage miles on a plane ticket for my husband. I went to AA.com, it was easy to trade off options based on number of miles used and flight schedule. When I went to book, my name and AAdvantage number were pre-populated into the form. I changed the name and number to his but got an error: “The AAdvantage number for Passenger 1 does not match the name entered. Please verify and re-enter.”*

Problem #1: A design problem stopped me from booking the ticket myself on the site.

Problem #2: An unhelpful error message didn’t help me fix the first problem.

Without any other choice, I called for help. Before I could reach a person – or even a menu, I got this message:

“With the refreshed and redesigned AA.com it’s easy to book, explore, and plan all of your travel needs in one place because we’ve organized things better, made it more intuitive, smarter, simpler, cleaner, all to help bring your next trip closer to reality. This is the first step of more exciting changes we have planned for AA.com. Whether you are looking or booking, a better travel experience awaits with the new, easy to navigate AA.com. Book a trip now and see for yourself. To expedite your call, please have your Advantage number ready.”

Problem #3: I had to spend a full minute hearing about how American’s new site could help me — the same site that had already failed to help me.

When I finally reached an agent and explained my problem, she said: “Well, you just had to think on it harder. You needed to leave the Advantage number blank.”

Problem #4: The agent told me I’m stupid.  Who likes that?

Armed with new instructions, I tried to book the ticket. But instead I got an error message saying the site had timed out.

Call centers sit on the frontline of customer experience where they provide sales, support, and customer service functions. They’re often customers’ first — and sometimes their only — human interaction with a company.

Even with conservative estimates, it’s easy to make the case that large call centers have customer influence on par with, if not greater than, that of mass advertising campaigns. (Assuming a call center with 3,000 agents and an average of only 50 calls per agent per day, a company has the opportunity to make 1.05 million personal connections each week — and 54.6 million each year.) 

Call center interactions have the potential to build a company’s brand image, delight people so much that they recommend the brand to friends, and even generate incremental sales. 

But bad call center experiences spoil millions of daily opportunities to drive business value. 

Despite their reach and potential impact on the business, call centers go largely ignored. Instead, companies are making deeper investments in the Web and other sexy of-the-moment digital service interactions, like mobile and Social Computing. Consumers have noticed — they tell us that phone conversations with live agents just don’t stack up to online or in-store experiences. What's worse, Forrester has been tracking US consumer satisfaction with phone conversations across multiple industries since 2007 and 2008, and all but one industry saw their satisfaction rates sink during this time period. Only investment firms bucked the downward trend, and even there, the story isn’t a whole lot better: Satisfaction scores have been effectively flat since 2007.

We recently published the results of our annual survey of the members of our customer experience professionals peer research group. The group is interesting in that they’re pros: They all work to improve the customer experience delivered by their organizations.

This year, their responses are encouraging — but also very sobering.

Here are some of the encouraging data points. A whopping 86% said that customer experience is a top strategic priority at their company. More than half work at companies that already have a single set of customer experience metrics in place across the entire company, and another 20% said that their firms are considering this move. What’s more, almost as many respondents said that their companies have a voice of the customer program in place, and another 29% said that their firms are actively considering a voice of the customer (VoC) program.

At this point I’m thinking, “Fantastic! Their companies care about customer experience, and they are implementing mission-critical programs that will help them succeed!”

Plus they’re coming from a good place. When we asked our panelists how they’d describe their executive team’s goal for customer experience, 63% of respondents said that their senior executives want to be the best in their industry, while another 13% said that their execs shoot higher and want to be seen as a customer experience leader across all industries.