Archive | June, 2010

Importance Of The Internal Customer Experience

by on June 28, 2010 in Customer Experience, Organizations

A couple days ago, Eric Jacques wrote a post called How to Listen to Your Customers which was an excellent complement to my Listening to What Isn’t Said. In the post, he made one recommendation that really struck home for me:

Everyone in your organization needs to learn how to honestly and completely listen to customers (and remember the internal customers).

In particular, it was his reminder about internal customers. How many times do we focus so intently outside the organization that we forget about the folks we serve inside? And if you don’t think you serve anyone inside your business, take some time to reconsider. We’re not talking about employees serving managers and the execs at the C-Level. We’re talking cross-functional, about departments like IT and HR. We’re also talking about the sales manager who counts on marketing to support his or her efforts. And we’re talking about the engineer who depends on product managers to relay crucial strategic info from and to customers. No matter which department you fall into or what level you’re situated within the organizational hierarchy, there’s a good bet you serve someone else inside your company at least once in a while.

Here’s the million dollar question: Does your organization have a customer experience design that includes both external and internal customers? If not, why not? Making sure your internal customers are not only satisfied but have a remarkable experience is the bedrock of smooth teamwork and operations. Here are a few suggestions for creating a better internal customer experience:

Listen intently for needs and expectations. You can’t underemphasize the importance of listening. Your objective is to listen for understanding which transforms the action into an active process. Ask for clarification when necessary. Listen for what’s not said.

Help them become even better customers. When in the act of listening, don’t be a drone content with just collecting information. You know you have needs and expectations, so reveal them. And you know you have limitations so be clear about your own workload. Constantly ask yourself, “What can I do to help this individual be a better customer?”

Keep the bigger picture firmly in view. This requires an understanding of how the organization operates and your place within it. It also means that your service objectives should be in tight step with those of the whole organizations. They should resemble a bit of the holographic that I discussed a while back.

If you’re thinking that each of these suggestions can easily apply to serving external customers, then you’d be right. Any examples of organizations getting it right in terms of creating remarkable internal customer experiences?

photo credit: wonderlane (via flickr)

Three Questions For Every PR Professional

by on June 23, 2010 in Communication

I don’t get them everyday, but today I received three emails from assorted PR agencies that kind of struck a nerve. I’m not technically in public relations, but I am heavily involved in communications so I know a thing or two about what works and what really sucks. Don’t worry…this isn’t going to be a “Bash PR” post. Well, at least not totally. Instead, I’m hoping I can offer some feedback to those in the PR profession who might listen and take heed.

Here we go.

First question you need to ask yourself is:
Does this contact actually want to be connected with our agency?
Email #1 was a very brief email from one agency’s Media Researcher (taking a guess that this is a “fresh out of college” type position) who asked:

Could you tell me if this e-mail is still valid as a contact for you at Alchemy of Soulful Work? It keeps bouncing.

chris@baileyworkplay.com

Thanks so much.

Regards,
xxxxx

If you find my email address is bouncing then go to the trouble to visit my site and send an email to my new address, why not invest a wee bit of time to building a relationship? This Media Researcher just missed a golden opportunity to understand what types of communications I’d like to receive. Or even ask if I’d like to continue to receive emails on behalf of their clients. (Ironic sidenote: I no longer use chris@baileyworkplay.com because of all of the PR blast spam I got at this address.)

Just like any other type of email communication (like newsletters), I don’t mind receiving them when the content is fascinating and important to my work. But don’t just assume because you have my email address, that I’m a captive audience who is automatically interested in whatever your client is doing. Apply some permission-based email marketing practices and you might discover better ROI because I’ll be a willing participant in your media outreach.

Relatedly, another question is:
How is my client going to make you look good?
It’s easy to get wrapped up in the awesomeness, amazingness, incredibleness, stupendousness of your client. He or she (or it, if we’re talking about a brand) is paying you to promote their greatness. But no matter how terrific your client is, no blogger or online influential cares if this marvelousness doesn’t rub off on them in some way. So your job is to connect the dots and make the case for why I should take time to read their book or schedule an interview. Deep down, I really don’t care about all the great things your client does if it doesn’t help me achieve my own goals.

And again, remember its not just me you’re pitching. You’re asking me to connect you with my friends, colleagues, readers…in other words, my own social network. Clearly demonstrate what’s in it for me and I’ll be more likely to want to help you.

Finally, the big question you have to ask is:
Why should you want a relationship with me, my agency, and my client?
For the love of all things holy, stop thinking short-term, small ball. That game played out fine ten or twenty years ago but its all changed now. If you’re trying to drive results through cold, impersonal email blasts that don’t address me by name (email works different than fax), include other email addesses in the To: line (yes, unbelievably I know the other email addresses that received the blast), and offer no opt-out provision (which is kind of breaking the law), then have fun on the ride down. I guess that means your client is riding shotgun.

Time to wake up and realize the PR game is now played through relationships.

And it’s not as if these questions are just for PR folks. They’re applicable to customer experience, marketing, and sales folks as well. Just focusing on your side of the action without considering the relationship with the folks on the other side squanders the potential connection. And in this case, everyone suffers.

photo credit: tashland (via Flickr)

Sensemaking and the Customer Experience

by on June 22, 2010 in Customer Experience

How much do you know about your customers…I mean really know? Get beyond the demographics, beyond the statistics, beyond the purchasing numbers. How much do you know about how your customers interact with their everyday world? And more importantly for you, how do your customers interact with their world using your product or service? It’s in understanding this interaction where your brand can go from ordinary to extraordinary.

Enter anthropology and the expertise we anthropologists offer. The way we humans behave is deeply rooted in our everyday culture. It influences how we make sense of our reality. It also explains why we consume what we do and what we’re ultimately trying to communicate to others around us. Because sense-making is largely a symbolic process at a cultural level, anthropology is ideally positioned to help explain the relationships customers have to a brand. In other words, if you want to know more about what your customers really think and actually do, bring in an anthropologist.

As humans, we interact with things in order to make sense of our world (if you’re unsure about this, watch a young child for a few minutes). We’re also trying to make sense of ourselves and our identity in relation to others around us. I’ll even argue that most of us want the businesses and brands we interact with to understand us better and help us in our sensemaking process.

So here’s my question for you: what is your business doing to understand your customers and help them make sense of their world through their interactions with you?

photo credit: courtneybolton (via Flickr)

We’re All In-between Swims

by on June 8, 2010 in Life

This one’s subtitled: An essay on learning (and trying not to drown).

Once upon a time, I decided I wanted to experience the excitement and anxiety of learning something new – the art of whitewater kayaking. Ever since my first rafting trip as a teenager, I knew I wanted to paddle my own boat. The kayakers looked like they were enjoying the river in ways that we on the large raft were unable. I told my buddy next to me that someday I wanted to do that. Someday. So, a few years ago, I decided to stop letting life get in the way of something I yearned to do. I signed up with a local kayaking school and set out to pursue a goal that I had put aside for too long.

However, the first course did not go quite the way I envisioned. I naïvely thought kayaking would be much easier than it actually was and that I would pick up the instruction much faster that I actually did. In reality, I felt awkward in the unstable boat and unnerved by my inability to master something that on dry land looked so easy.

Yet I walked away from that experience with three powerful lessons that offered insights into my own sense of learning and living.

Lesson #1: Just because you’ve been on a river before does not mean you already know what you’re doing. I’ve been rafting before in whitewater and even done some flatwater kayaking and I thought those experiences would give me an edge in quickly learning how to paddle a kayak. One mistake I made was that I didn’t approach this new experience from a place of “not knowing,” but instead tried to filter it through past experiences that may have gotten in the way of actually learning. Recognize each experience, regardless of how familiar it may be to you, as an opportunity to learn something new.

Lesson #2: Don’t be afraid to do something new because you might look like you don’t know what you’re doing. Guess what? More than likely, you don’t know what you’re doing! This means you might notice some uncomfortable feelings like incompetence and helplessness. About half-way through the lesson, I committed a typical newbie mistake of panicking when I accidentally capsized my kayak. Trapped underwater in my kayak, I thrashed and flailed trying to get my boat upright. Two instructors came to try to rescue me before I remembered that I could rescue myself by ejecting from the boat. When I surfaced and caught my breath, I realized that my classmates had witnessed the whole episode with a mixture of fear and thankfulness that it wasn’t them. Yet regardless of how I must have looked, I learned very quickly how to remain calm while underwater and how to get myself out of a capsized kayak. Remember that embarrassment only lasts for a few minutes, while the lessons you gain through trying something new last much longer.

Lesson #3: We’re all in-between swims. After I managed to get back in my kayak, one of the instructors said, “Even the best paddlers get themselves into jams. Dude, we’re all in-between swims.” As I rejoined my fellow kayakers, the full force of that statement hit me. Individuals who choose to fully experience life inevitably encounter challenging situations that are bigger than themselves. Sometimes we can paddle through the situation and sometimes we have to eject. It’s about not letting our fears get in the way of fully learning and living. Be open to not getting it right all the time and understand that failing can often lead to the greatest learnings of all.

So, are you taking tentative action in order to always remain upright in your boat or are you pushing yourself and allowing for the possibility of tipping over? The first option is one of safety, the second is risky, but one of true growth. If you’re playing it safe now because you’re afraid of capsizing, ask what it’s costing you. Maybe it’s a life of significance, meaning, and fun. Start paddling in your life and see where it takes you.

photo credit: davichi (via Flickr)

Listening To What Isn’t Said

by on June 3, 2010 in Communication, Customer Experience

Peter Drucker once said, “The most important thing in communication is hearing what isn’t said.” Exactly…and I’d also suggest hearing what isn’t said is just as important in building a remarkable customer experience.

But instead, how many times do businesses listen for what they want to hear from their customers? Or maybe get defensive about what is said? Or take what is said at full face value and miss out on so much of the subtext and subtle (but far more powerful) meanings behind the customer’s experience? If you’re only paying attention to what sits at the surface, your business is missing important data that could mean the success or failure of your product, service, or full brand proposition.

We anthropologists are trained to uncover these clues. When we listen, we don’t just use our ears – we use our full set of senses. We detect behaviors that might otherwise pass unnoticed. And we ask questions that attempt to understand how customers interact with their world and give their it meaning.

That may seem like a huge undertaking, but at the heart of our anthropological work is simplicity. Here are five simple ways to listen like an anthropologist:

Shut up.
The hardest thing for a marketer, executive, or consultant is to put away the agenda and stop talking. But do it. It is near impossible to talk and listen at the same time. Even if we don’t come at a customer issue with an agenda, we may still find it difficult to keep quiet. However, if we’re going to understand how to meet the needs of our customers, we’ve got to shut up.

Be naive.
This is the first of two steps toward having a child-like mind. As adults, we think our expertise is built on always knowing the answer (or thinking we probably know the answer). But its this very temptation to appear all-knowing that keeps us from actually knowing anything. Kids learn instinctively because they really don’t know things and they ask a lot of “Why?” questions. Here’s a truth: when it comes to understanding the world our customer lives in, we REALLY don’t know anything.

Get curious.
Step two toward a child-like mind is getting curious. When we approach a customer from a place of UNknowing, we ask better questions. And we don’t make the killer mistake of allowing assumptions to guide us.

Show me.
Having problems understanding what your customer is trying to express? Respond with, “Show me what you mean.” Get creative and help them show you what they’re seeing, hearing, feeling, experiencing. Look for the symbolism and meaning behind what they show you.

Record it.
As anthropologists, we’re trained to record every single detail we possibly can. We don’t edit, we simply record because we never know what will turn out to be vitally important while sharing an experience with a customer. Don’t just rely on electronic monitoring. Practice observing subtleties, seeking meaning behind the surface language and really listening for what’s not being said.

photo credit: niclindh (via Flickr)