Although the book won't be available to the general public until August 28th, attendees of our Customer Experience Forum at the end of June will get digital copies of the manuscript. They'll also hear keynote speeches from some of the people who appear in the book, like Kevin Peters, the president of Office Depot North America; Laura Evans, chief experience officer at The Washington Post; and Laurie Tucker, senior vice president of corporate marketing at FedEx.
If you'd like to get a preview of some of the concepts in the book, check out the video below — and then stay tuned for more announcements!
Those of us who work in the field of customer experience are especially hard hit by the passing of Steve Jobs. He symbolized the power of experience — how much a great experience can transform a product, a business, an industry, and even our daily lives.
Do you remember personal computers before the mouse, how you bought and listened to music before iTunes and the iPod, or how many animated films you watched in theaters — with or without the kids — before Pixar?
Steve Jobs even changed the way many of us think. If you own an iPhone or an iPad, you’ve probably found, as I have, that you don’t bother to memorize very much anymore. Why should you when you can dig up facts anytime, anywhere with just a few taps on a touchscreen?
Now please don’t get me wrong: I don’t idealize the man. For one thing, many people contributed to the success of everything I just mentioned. And not all Apple experiences are perfect, and Jobs didn’t succeed at everything he did (remember the NeXT Computer?).
But to go cynical is to miss the point, or more specifically, the point of view — the one that makes Jobs an icon for customer experience professionals. He put it out there when he famously said, “You've got to start with the customer experience and work back to the technology — not the other way around.”
Frankly, “the other way around” is how most companies still operate. Not just technology companies but firms in every industry. Someone has an idea (maybe great, maybe not), and that turns into a product or service in the marketplace. The customer experience that results is whatever it turns out to be.
My colleague Andrew McInnes recently wrote a post about the tunnel vision that results when companies rely solely on analytics for understanding customers. By neglecting qualitative research methods like ethnography and related tools like personas and customer journey maps, firms run the risk of thinking they know what customers want and need but in reality not having a clue. And that’s the root cause of some of the worst customer experience problems — issues that can drag down a business.
Take the case of Kevin Peters, Office Depot’s president, North America. Kevin recently spoke at our Customer Experience Forum where he described the biggest puzzle that confronted him when he got his job. Even as sales declined, store mystery-shopping scores compiled by a third-party research firm were going through the roof. How could this be? How could customers be having a great in-store experience but not actually buying?
As it turned out, the mystery shoppers had been asking the wrong questions. They were accurately reporting that the floors and bathrooms of Office Depot stores were clean and that the shelves were stocked with merchandise. But as Peters put it: “Who cares?” When he personally visited 70 stores incognito, walked the aisles, and talked to customers, he discovered his real problems. For example, the combination of very large stores, weak signage, and employees who weren’t all that helpful made it hard to find products. That resulted in customers who walked in determined to buy and walked out without a purchase.
Many of our clients work at companies that use Net Promoter. I recently had dinner with two of them at Forrester’s Customer Experience Forum, 2011. Both are senior people at companies that have been recognized as customer experience leaders in their respective industries.
When a third guest (Forrester’s CEO) asked them why and how they use Net Promoter Score (NPS), they gave remarkably consistent answers. In brief, they use it as a simple, easy-to-understand metric — one number — for aligning the business. Its main appeal is that busy executives don’t need to spend hours studying tables and spreadsheets to get a sense of how their firms are doing. Similarly, frontline employees down to the lowest levels of the organization find that NPS makes intuitive sense.
But there’s a next big (and obvious) question for people like our dinner guests who work to improve the customer experience at their companies: Does improving customer experience raise NPS? Because let’s face it, if your firm ties its overall health back to NPS, then you better be able to connect the dots for what you do, or you won’t seem to matter.
We’ve been wondering about this issue ourselves. So much so that late last year when we ran the big consumer survey that drives our Customer Experience Index, we included the Net Promoter question for two of the 13 industries in our study: banks and retailers. We were looking for a correlation between how people rate the customer experience at a company they do business with and how likely they are to recommend that company to a friend or colleague.
Over the past few weeks, Paul Hagen, Kerry Bodine, and I have been posting our takes on Forrester’s Customer Experience Forum, 2011. We’ve included video of moments we like from 10 out of the 11 main-stage sessions (sadly, we don’t have video of the Voice Of The Customer Awards, but at least we have a list of the winners!).
Late last year, I attended a workshop at a small but quite interesting conference in London. The two guys running the workshop separated the attendees into small groups where each of us took turns describing the worst customer experience we’d had, and then the best customer experience we’d had.
I thought it was a remarkably effective exercise, and I would have liked to try something like it at Forrester’s Customer Experience Forum, 2011. Of course with roughly 1,200 attendees, we couldn’t do that so instead we did the next best thing. A few weeks before our event we took a camera crew out to Harvard Square and asked some people on the street to tell us about their experiences.
Let me tell you a little bit about Harvard Square. It’s right in the heart of the Harvard University campus, which is right in the heart of Cambridge, Mass. — a town that Amazon.com recently ranked as the country's most well-read city.
The day we were there, it was graduation week. So in addition to the usual students and tourists from around the world, we met parents there for their kids’ graduation and alumni there for reunions.
We heard some fascinating stories, which led us to a few conclusions. For example, it’s very hard to satisfy every customer, every time — even for a customer experience icon like Apple.
Hopefully that first segment scared you just a little because when companies get the customer experience wrong, it makes a big impact.
But of course, there’s good news, too. When companies get the customer experience right, that also makes a big impact.
Although he just turned 10, my son is very serious about his finances. And his entire life savings (such as it is — he only gets $3 per week for his allowance) is at Citizens Bank.
Personally I'm more interested in how my kid gets treated by his bank than I am about his account balance. So I was quite keen to hear from Nick Primola from Citizens Financial Group, one of the speakers at Forrester's Customer Experience Forum, 2011.
Nick is senior vice president of direct marketing at Citizens Financial Group, where he’s responsible for enterprisewide direct marketing efforts supporting all of the bank’s business lines. As a self-confessed "data guy," that could have put us at odds. Was he going to be the driving force behind a spam attack on my kid? But as it turns out, Nick has a very enlightened view of how data gets used.
You all know Nikon, which has more than $8 billion in annual revenue and 26,000 employees worldwide. At Forrester’s Customer Experience Forum, 2011, we also got to know David Dentry, general manager of customer relations for Nikon.
David’s a lucky guy. He’s been interested in photography since he was a small child, so working at Nikon is a dream job for him. He was a photographer and photo teacher in the US Navy for eight years, which had him shooting (in a way that’s different from the way most military personnel shoot) everything from aerial reconnaissance photos to cake-cutting events. In fact, he joined the Navy based on his recruiter’s assurance that if he signed up he’d get to be a photographer.
Today David’s responsible for all aspects of customer support for Nikon in the Americas. His team manages Nikon’s call center operations and the nikonusa.com website. That’s quite an interesting challenge because he gets the customer service experience challenge in stereo from two very different types of channels. Not to worry, though, because he has a technique he uses to suss out the lowest common denominator when it comes to customer experience challenges: ask Grandma.
There’s a personal story behind why we invited one of our speakers to be on the main stage at Forrester’s Customer Experience Forum, 2011.
A few months back, I had to take a trip from Boston to Toronto. My colleague Jeff Thurston said, “You’ve got to fly Porter.” I asked why, and he just said “trust me.” Well, I do trust Jeff so I went ahead and booked a flight on Porter Airlines.
When I got back to Boston I concluded two things. First, the only way I was going to fly to Toronto from now on was via Porter. Second, I needed to get someone from Porter on stage to talk about the butt-kicking customer experience I’d just had.
What’s so great about Porter? Let me give you my take. It starts with flying into Billy Bishop airport, which is basically in the city of Toronto — as opposed to Toronto Pearson International airport, which is a long cab ride outside of Toronto. So when you get off the plane at Billy Bishop, you just saved yourself about 15 miles worth of traffic.
That’s the convenient part. Now for the cool part. The flight experience is retro 1960s (maybe earlier, I wasn’t flying in the 60s). The seats are wide and comfortable. The crew treats you like they want your business. You get snacks that are basically meals plus wine or beer — and it’s complimentary! I almost fell out of my leather seat when the flight attendant told me that.
Last year we published not just one but two reports that featured the outstanding customer experience transformation process that took place in the American Express call centers. The first report described the winning entry submitted by American Express for a 2010 Voice Of The Customer Award — the data from that VoC program drove many of their call center improvements. The second report was a profile of the transformation itself based on a talk by Reena Panikar, vice president and business leader of American Express' Customer Service Center in Fort Lauderdale, Florida.
We were so impressed by this story that we invited Jim Bush, executive vice president of world service at American Express to speak at Forrester’s Customer Experience Forum 2011.
Jim is responsible for leading the company’s global customer servicing operation — which includes 25 proprietary locations across the globe and a team of tens of thousands of customer care professionals who provide service to more than 63 million customers. He was the driving force behind the American Express call center transformation.