On Customer Satisfaction and Customer Experience: Part II

  

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Last week, we featured a blog post Mike Wittenstein, a leader in the area of customer experience design.  (You can read it by clicking on the top listing under "Latest Posts" at right.) This week, we continue Mike’s post, focusing on customer experience design implementation.

Best Practice

Working on just the customer-facing parts of the experience without working on the business processes that make the experience happen consistently better and more profitably isn’t sustainable. That’s why experience design should be used twice. Once to design the experience, then again to get the experience to ‘fit’ within the constraints of the company. These guidelines can help lead to the best approach.

The best customer experience designs find the right promises to make and the practical and profitable ways to keep them. Customer experience design achieves results that other methodologies can’t because it:

•   Successfully ties the brand to the business

•   Shows how front line staff, supported by operations, can profitably deliver a superior experience

•   Details what’s important in experience delivery without removing the magic of surprise and great service

Good Experience Design Begins And Ends WIth Story. The organizations that win at word of mouth, owe thanks to their customers. They translate great experiences into stories which, in turn, create the desire for others to have the same experience. This simple formula works well because it uses design as a bridge-building tool to connect the emotions of people with the rational delivery abilities of a business.

First, Listen To Customers. The focus needs to be on customers. Listen intently to learn what points of differentiation will be most meaningful from their point of view. A great variety of research tools from traditional interviews to modern techniques like anthropology-inspired observation and facial profiling help identify just which experience encounters have the potential to create raving fans. Often this step also involves examining the behavior and ‘hot buttons’ of competitors’ customers.

Then, Listen To Employees. Dig deeply into the attitudes and behaviors of employees, particularly those in customer-facing positions. The objective is to understand how clearly they recognize and respond to the little touches and clues that can truly differentiate the brand. Insights gained from this step help assure that the final experience design will be readily adopted.

Know The Business Goals And Constraints. Describe the company’s “Reason for Being” clearly and succinctly. It should describe what outcome of value the company produces, for whom, and how it delivers. Document the principles by which the company will operate. In other words, write down those unwritten rules of the road that keep things aligned and people on the same page. Depict the connections between roles and their accountabilities to each other. 

Make Your First Story An Experience. Bring the brand to life with a story. The story can be words, pictures, animation, live-action, or video—or any combination. It’s job is to give everyone in the business to see how their lives and the lives of customers will be affected by the change. It’s a dynamic, visual, and emotional look at the future. Such a story will connect with employees, help them believe in it, and focus their attention on the desired outcomes.

Sweat The Details. Capture the present design in enough detail to connect the customer touch points with the behind-the-scenes operations that support them. Together with leaders and customer-facing teams, consider which of these touch points are the most important (cause the greatest effect, are the most memorable, define the brand, are the most story-worthy, etc), while maintaining focus on what is operationally effective. From these discussions and additional research, evolve a design for future customer encounters and a detailed plan for achieving that design. (This is the magic and the value we offer. Of course, we’re not going to detail it here. Our ability to do this so well is why we get hired ;-)

Design for Adoption Not Just Implementation. Success at implementation is generally measured by checking to see if the physical aspects of a new customer experience are installed properly. Success at adoption, a much higher order goal of much greater value, is measured by throughput. In other words, is everyone, employees and customers alike, operating in the new experience happily and productively. Achieving adoption is important because achieving it sooner saves the business money, resources, and time. Hint: keep your existing resources intact. Do not displace key vendors such as architects, agencies, web/mobile developers, and others whose value comes from knowing you so well. Design for implementation is a crucial step. Don’t skip it.

The Truth

Nothing is more critical to your company’s success than the ability to deliver superior customer experiences—time after time.  Those experiences don’t just happen. They come about when enlightened companies, seeking a sustainable competitive advantage, decide that they will engineer every facet of their business to align with their customers’ reasons for buying.  When customers turn into enthusiastic advocates, the companies that serve them enter the ranks of some of the world’s most enviable brands.

Enhancing customers’ experiences at every touchpoint creates loyal, enthusiastic endorsers. Formulating a singular design for customers and employees ensures a natural alignment to deliver what brands promise. Learn how to define and tell the brand story in a way that makes a memorable, positive impression then earns a clear, sustainable, competitive advantage.

Please comment: how are you improving your customer experience?

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