Customer Experience

There’s nowt so queer as folk: dealing with complaints and difficult customers

There’s nowt so queer as folk: dealing with complaints and difficult customers

There’s nowt so queer as folk.

So said a Yorkshireman following a usability test where the participant was just plain awkward.  We wanted feedback on the flow through a check-out process, but this pernickety participant insisted in reading all the terms and conditions on the website. He then refused to continue because he wouldn’t abide by them.

“OK, so let’s assume that you were happy with the T&Cs, what would you do now?”

“But I wouldn’t be happy with the T&Cs so I would leave the site…”

“Leaving the T&C’s aside…”

“I wouldn’t” (and so came an end to this particular session).

There’s nowt so queer as folk is a Northern English expression that means there’s nothing as strange as people. When you are building a product or service that will be used by the general public, before long you’ll come across some strange people. How are you going to deal with them?

Your customer is lying

I once worked at a Pizza restaurant, owned by a fiery stuntman. A woman came in complaining that there was a fly in her half eaten pizza. She opened the pizza box and there on the cheese was a dead fly. She demanded a full refund and another Pizza. The owner listened patiently then told her in no uncertain terms that she was a bullshitter. He pointed to the fly. Look at it’s wings! He then pointed to the oven – “you are telling me that the fly was cooked in that oven and its wings didn’t burn. Madam, you put that fly on the Pizza!”.

Haven’t you got better things to be doing?

Call them outliers, random aberrations, freaks; there are some odd people out there and some of them are going to interact with you. Having customers should delight you but sometimes it is going to infuriate you, none more so when it comes to awkward or difficult types who are motivated to complain. Take a look at the Advertising Standards Authority (ASA) rulings.   Now many of the complaints are one company taking a pop at a competitor, for example price comparison websites complaining about claims made in ads.  But many of these complaints leave you wondering, haven’t these people got better things to do with their time?

Your customer is trying it on

You will get people “trying it on”. You run a promotion – there’ll be folk who bought immediately prior to the promotion complaining that they’ve been excluded and demand the promotion price be applied. Returns policies will be abused, and no matter how much you point to the terms and conditions there will be customers who will accuse and bad mouth you. Introduce any sort of product promise and you will find someone who finds fault with it.

Something goes wrong and not everyone will be like you (understanding and respectful). So what if it outside your control – it’s still your responsibility. You are going to get some pretty rude correspondence. Social media is only going to amplify this.

You #fail. You #suck.

Are you going to be like my Pizza boss and accuse your customer of lying? Or refuse to deal with the customer because you think she is rude as the supermarket checkout assistant did? Or  disbelieve and refuse to engage with as the Scottevest CEO did. Or be proud that customer service is irrelevant if you’re core product is differentiated by price alone, and call your customers idiots as O’Leary does with Ryanair?

Complaints? treat them fairly.

When you are working with people, remember that Yorkshire saying; there’s nowt so queer than folk. When you are building a product, you do all your customer development; you know that people are not like you, but when you launch, be prepared to discover quite how unlike you some people are. And in some cases how you really don’t care for some of your customers at all.

You don’t need to like every customer. You don’t have to be everybody’s friend. What you do need is consistency in your approach and to treat people fairly (if that is what you want your brand to stand for). Most importantly, be ready for the people who you’ll wonder “haven’t you got better things to be doing…”

Image credit: Alan Turkus

How the retail banks are addressing customer experience

A few weeks ago I attended the Customer Experience Management for Banking and Financial Services conference, presenting on driving agility into your customer experience.  There were some great presentations, it is great to see the banks taking customer experience seriously. From my notes, what follows are some of the presentations and ideas that resonated with me.

Anthony Thomson, Metrobank

Anthony Thomson, chairman of Metro Bank was inspiring. Everything they do is from the customer perspective.

For everything Metro Bank do, they ask ‘why are we doing this?’ Is it going to make our lives easier, or is it going to give our customers a better experience? The second trumps the first every time.

Metrobank see that they (like all banks) are essentially a money shop who sell the same products as their competitors. The only real differentiator is experience and service. With the Vickers Report recommending “the early introduction” of a system that makes it easier to move accounts and that is “free of risk and cost to customers”, this is going to become increasingly more important.

Retail is detail is the old adage. Think about something as small as the pen on the counter. Chaining it down may suggest security, until you see a chain with no pen attached. Anthony questioned what is the cost of a pen? What is the value of having your branded pen in your customers’ kitchen? Talking of branding he showed a picture of a Metrobank van. Banks use vans all the time to transport the pens and stationary to the branches, but they are never branded. Is this security trumping marketing? A lack of joined up thinking? He commented on the press comments on Metrobank attitude towards dogs. Focussing upon the dog misses the point. Customers love their dogs, why shouldn’t they be allowed in the stores and be positively welcomed! By saying “no dogs” are you saying we care more about our carpets than our customers?

Another detail thing – how often have you waited outside a bank to open in the morning, or be hassled out because it’s the end of the day and is now closed. Metrobank have flexibility, they’ll open a little earlier if people are waiting outside and stay open till the last customer leaves.

A theme through Anthony’s presentation was of empowerment. Empowering staff, removing pedantic rules that get in the way of delivering a compelling customer experience. He told a story of how a customer had to wait longer for assistance than expected and incurred an £8 parking ticket. A member of staff wanted to refund the customer and suggested giving them £4. To which Anthony commented “and only half piss them off?”

Empowerment starts with recruiting good people. Only a fraction of the people who apply get to work for Metrobank. They understand that skills can be trained so they recruit for attitude. If someone whose job is to interact with customers on a daily basis doesn’t smile, they don’t get the job. When it comes to targets, they ‘measure what matters’. They incentivise on service not sales because with good service comes sales.

Rob Hawthorn, Barclays

Empowerment was a theme that ran through the presentation that Rob Hawthorne from Barclays gave. He’s taken a leaf out of the hospitality industry and borrowed from Ritz Carlton with their Credo Card, a single sided card that reminds their staff of the levels of service they should provide. Barclays corporate staff are empowered to fix the problem. Like Metrobank they strive for no stupid rules and put the customer first. For example a customer pays in £230.60 and only £230.20 is credited to the account. They now refund then investigate. By introducing this policy change they say a 65% reduction in customer complaints.

Everyday, in every Ritz Carlton hotel they have The Line-up. This is a fifteen minute meeting to review guest experiences, address issues and identify how they can improve service. It is an opportunity to tell stories, both top down (what’s going on in the company overall) and bottom up (what can we learn from individuals and their interactions with customers). Barclays corporate do this across the organisation. From the top down they have one version of the truth; what is happening in Barclays world, what is important and what are customers saying today?”

The fifteen minute meeting is a familiar concept within agile, known as the standup it’s a brief meeting where the team review what they did yesterday, what they are doing today and any issues or blockers they are facing.

“How often do you see your complaints data?” Asked Rob. What use is seeing it once a month? You should be seeing it every day. Better still (and this is something that I alluded to as well), walk in the shoes of your customer. Get out into the branches, into the call centre and see what is going on for yourself.

Richard Brimble, Veolia Water

Not FS, but Richard gave a view on customer experience from a different viewpoint.  He gave an engaging presentation that started by asking if you are a blue tit or a robin. Blank states from the audience, so he elaborated. After the first world war milk companies started sealing milk bottles with foil tops. Until then the bottles had open tops and both robins and blue tits would drink the cream from the top. With the foil tops the birds had to learn to peck through them. By the 1950s the entire blue tit population had learned this. Robins never did. Robins are territorial and solitary creatures, whilst blue tits are social. They may be scruffy compared to the elegance of the robin, but they are innate communicators. They share their learnings and copy each others successes. As an organisation are you a robin or a blue tit?!

Sean Gilchrist, Barclays

Is Barclays going all Lean Startup? Sean Gilchrist from Barclays told a story of their lean customer development approach to developing their mobile bank Barclays.mobi. The journey started in data; a significant minority of customers were accessing internet banking using mobile devices. A clunky experience at best. Rather than going the Big IT route they went lean and did some customer discovery. “What’s important to you?” they asked customers.  “Checking balance” they were told. “How about paying bills on your mobile?” they asked, “No, we just want to check balances” was the response. “How about a branch location finder?” to be told  “No, we just want to check balances”. In eight weeks and on a shoestring they built and launched their minimum viable product, Barclays.mobi. The product was instantly successful and gave the team leverage to continue development.

Sean told another story about the perils of just pushing something into production without thinking about how people behave on-line. To access account information on on-line banking the customer has to use a security device that displays digits that are then entered into the application. The digits were displayed in two blocks of four:

1234 5678

A decision was taken to replace the single field on the application where this number was entered into two fields that better represented the way the number was presented on the screen, i.e.

|1234| |5678|

The week they made this change they received over thirty thousand complaints about this change. When I’ve recounted this story to Barclays customers they can remember when this happened and what a pain it was. People who don’t touch type look at their keyboard, not the screen. They entered the number as one continuum, not in two blocks. Tabbing between fields is an ‘advanced’ technique. Suddenly the customer was unable to enter the number without having to use their mouse to move to the next field. A change that was suppose to reduce errors ended up causing more. The issue was fixed by have an auto-tab between the fields, but not before customer complaints. Usability testing (oe even having an experienced usability expert on the team) before going live would have picked this issue up.

Trent Fulcher, RBS

Finally Trent Fulcher from RBS presented on the customer experience and innovation work he has been doing at RBS. A key takeaway from his presentation was that at RBS they demonstrated a positive correlation between advocacy and revenue per customer. Not only are advocates more profitable, they also bring new customers to brand. RBS accepted that they will always have detractors to the brand and are happy to take a calculated decision not to focus upon changing their perceptions, rather focus on ‘passives’ and move them to advocates. He demonstrated how RBS modelled their customer journeys, understanding what customers value and expect from every touch point. What they discovered is that for some touchpoints they were overreaching on these expectations, enabling them to understand if they were focussing effort on the parts of the journey that Make A Difference.

Lean startup machine and the problem with parallel dating

Can you build a business in a weekend?  Can you take an idea, validate it through customer research and launch it to market in forty-eight hours?  Can you pivot in the process- realise that your proposition isn’t as compelling as you thought to your target market and either fail fast or change direction and build something even better?

Eric Reis has written about Lean Startup Machine in a blog that suggests you can.

Inspired, I travelled to NYC over the weekend to experience what Lean Startup machine is all about. I was blown away.

Here’s what happened.

The event kicked off at 6pm with networking then presentations on Lean startup and what it is all about.  Anyone who had an idea was given a minute to pitch to the group.  These were voted on and the best 12 ideas were selected.  People self selected the team they wanted to join – six per team.  The team I wanted to join had seven people, rather jet lagged I agreed to leave and move to an under-resourced team – at the time not my first choice of product to start up, but oh what fun it was to be.

First step was to document our hypothesis and assumptions. Our hypothesis was that men and woman who are active daters have problems with remembering / keeping track of their dates.  The customer value proposition was essentially a dating CRM system.  So I’m happily married so not the most obvious of product choices for me, but this is what the weekend was all about; coming up with a proposition and challenging it.  With a clear hypothesis, at midnight we hit the streets of New York to test it on our target market.  Interviewing people in the lines outside clubs and on the streets around we sought to understand whether there is in fact a problem.  We assumed that people date many partners at the same time and that they would be open to a system to help them manage their relationships.  Our hypothesis was partly proven, there’s clearly problem that is felt more by men than women.  Any solution would be targeted at men.   There are workarounds that men use, for example using fields in their phone address book to capture data such as place met, key features.  And the more ‘advanced’ parallel dater does indeed have a “little black book”.

To back up the qualitative data we built a surveymonkey questionnaire.  This would further validate the concept and capture insights into what data parallel daters need to remember their dates.  To drive traffic to the survey we planned on using Amazon Mechanical Turk to place ads on Craigslist personals through the night.  Unfortunately on Saturday morning both services had rejected us so the survey didn’t get as many responses as we’d have liked.

Our first Minimum Viable Product was a landing page using unbounce. A little more than twelve hours after the initial concept being pitched we had a product, live in the market.  BeBop was born (another variant was datingCRM was also launched to test the URLs and the effectiveness of the calls to action).

Landing page created using unbounce

At this stage the product was a landing page and a call to action “I’m interested”.  Clicking on that took the user to a form that included an email capture address and an option to sign up to the free version and to be notified of the paid-for ‘pro’ version when it comes available.  This way we could judge if the idea would easily generate revenue.  (All the people who completed the form indicated an interest in the $5 a month version).  The idea was to drive traffic to the landing page using Google adwords, but google didn’t like us and this was denied as well.

With our learnings from the previous evening’s customer research we did some design thinking.  The team sketched up ideas of how we could solve the problem.  This exercise was repeated six times – people are precious of their first design, by the sixth they are clutching at straws and this is when left-field ideas can brew up.  And it did.  Why did the product have to be an application?  We’d seen some non-smart phones the night before; an iPhone on Android app would be of little utility to some of target market.  What about an SMS texting service.

Pivot.

The afternoon was spent building a texting service based upon the Twillio platform.  Customers could text their name to a number and they were signed up.  All they they need do is text the contact details of their date to the service and it would be stored.  They could retrieve it by sending a message “info: name” to get that contact texted back to them.  We included some gamification to encourage usage.

The phone texting interface

Saturday night and we hit the clubs and bars again.  This time putting the concept into the hands of potential customers as well as handing out cards with the telephone number.  More customer research.  More often than not our target market was with women, so it was hard to gauge interest.  One guy pretended to throw away the card when the girl he was with expressed shock at the concept – with a slight of hand he tucked it into his shirt pocket as he brought his hand back.

Sunday morning and we reviewed the results.  Some vanity metrics – 150 cards handed out, around 50 meaningful conversations with more customer validation, 15 sign-ups and 7 messages sent.  Was this success?  Hard to tell.  We’d also built a basic MVP android app that we launched Sunday morning and the next step is to test this MVP with customers (the issue we had is that our target market is best found at night so customer testing in the daytime would be hard).  We talked about pivoting again and exploring taking the product to a wider market – do people with non-smart phones have problems managing richer contact details other than just a name and number?  One girl who’d seen the datingCRM product said that she’d use it for that.  But by now time had run out to test this new idea.

Three thirty on Sunday afternoon and each team had six minutes to present with three minutes of questions.  We were first.  It went well.  But how did we do?  We came third overall and joint best MVP.  But it wasn’t the competition it was about, it was more the experience.  It was a real privilege to work with such talented and smart people.  David Young-Chan Kay, Yan Tsirklin, James Washington and Mikhail A. Naumov were an awesome team to work with.  More than that, the whole NYC startup movement is infectious and inspiring.

It didn’t end with our presentation.  There were some other, awesome startups with even better stories that were hatched over the weekend.

One team started with a hypothesis around supporting people hook up with mentors to help them choose the right career path when they were starting out or unsure of the path they are on.  The concept bombed with both the target market and mentors.  In an hour of desperation they realised there was a common theme they were hearing.  People love to bitch and moan.  And thus on Saturday night jobstipation was born, an anonymous place to vent fury and angry about your workplace.  When they presented, ideas of monetisation and tying the concept back to their original ideas were suggested.

Screen shot of jobstipation

The team that won the weekend worked on the hypothesis that teachers spend a lot of time prepping classes, that they spend a lot of time searching for decent materials on the web and that they’d pay for a service that would provide them with quality teaching materials.  Research with teachers validated the assumption that teachers spend a lot of time (thirty hours a week) preparing for lessons.  But the idea that they display economically rationale behaviour was refuted.  Teachers would not pay for the service.  But their principals might.  Pivot.  The team asked the teachers for examples of lessons they have hassle preparing for – geometry was one example.  So they built an MVP that demonstrated searching for quality geometry resources.  They trawled the web to find the information and on sunday morning called the teachers again and showed them the website they’d built.  It may have been ‘smoke and mirrors’ but it worked.  The teachers loved it sufficiently to recommend the concept to their principals – the people with money who would pay for it.  All this in a weekend.

Rout me a parcel

Graham Charlton wrote a great blog on eConsultancy a couple of days ago on how on-line retailers are managing customer expectations. (Or not as the case may be). He takes it as far as the check out, but what happens next?

The ability for customers to track parcels and delivery is becoming increasingly common.

The requirement is simple. Take the package tracking status (that we have already) and display it to our customers.

The execution of this separates the customer led from the IT led. The former will take the internal codes and language, ditch the codes that mean nothing to the customer and translate the status into words the customer understands. The latter just display the internal codes and status verbatim.  Both deliver the same functional requirements, one delights, one confuses.

Compare the following:

1. BPost: what does “parcel is routed” mean?

status from bPost

2. Royal Mail: “We received item xxxxxxx at [Placename] DO on the 2010-12-22. The item is now ready for delivery.”

3 For exactly the same package at the same time, Amazon track its status as “Latest event: Out for delivery – Dec 22, 2010 4:34:51 AM”

As you’d expect, the eCommerce website does eCommerce the best.

How can I trust you if I don’t understand what you are saying?

Innocent are a great brand.  They’ve got a great product, but they also know how to connect with their customers.  From the packaging and beyond they come across as natural and friendly.  Watching this video by the founders of Innocent is five minutes well spent on how they do this; how they use natural language.

“A lot of businesses don’t speak the way they talk.  They speak the way they think a business should speak.  They start using language that isn’t real language, that isn’t language you’d talk to your friends or your family.  So our thing is don’t use any claptrap that you wouldn’t use to explain to your grandma what Innocent is as a business.  If she doesn’t get it, then why should somebody else get it?  Why should someone else have to wade through your layers of jargon and corporate waffle.  Just use the words that you are comfortable with…”

Friendships exist within companies, they exist outside companies.  Friendships are about speaking a shared language with a simple vocabulary.

Organisations strive to be friendly; they try to be social, open, transparent and service driven with employees and customers (look at your average mission statement to see how companies crave to be those things).  Yet beyond this vaneer they hide behind a language that your friends (who are not part of that corporate vacuum), your family, your granny would be clueless about. Innocent prove that you can build a successful business thinking and acting as friends rather than as the faceless corporate-speak bureaucrat.

IT chalta hai

“Hearing the words ‘I LOVE this…’ from a client is a magical thing”  So tweeted Graham Smith.

Now how often does “the business” say that that to IT?  Rarely I guess.  Why is that?  Why doesn’t “business” love IT?

I think the Indians have got a phrase for this: Chalta hai.

I’ve recently come back from India.  As always it was a pleasure to read the Indian newspapers and weekly news magazines.  In discussing the Commonwealth Games, several columnists in their English language columns made reference to the hindi ‘Chalta Hai‘.  There is no direct translation (hence the columnists use of Hindi) but “it’s all right” or “it’ll do” comes closest.

Chalta Hai is an attitude.  It is mediocrity.  The columnists applied Chalta Hai to service culture and getting things done (or rather the lack of it).  Whilst Chalta Hai may be an Indian affliction, India is not alone.  I’m going to suggest that corporate IT suffers from Chalta Hai.  There’s an industry mindset that success is just getting stuff delivered.  Success is  “it’ll do”.  Mediocrity is a sufficient goal.  To hell with the experience; who cares what the users think, it’s all about delivering functionality and features.  We’re happy if “it’s all right”.  No-one has the desire to hear the business say “I love this!”

Let’s bring some magic into the enterprise.  Let’s introduce a new acceptance criteria to our requirements; that the stakeholder who signs it off says “I love this”.

The tyranny of nice

My first English lesson with Mrs Sullivan aged nine. She was one of those teachers you remember. An awesome teacher.

Nice” she told the class, “nice is a word you will not use”.

The word “nice” was forbidden in her classes. And woe betide anyone who described their weekend as nice, or their birthday present as nice (probably an Action Man or Scalextrix or if you were really lucky a Raleigh Chopper or Grifter).

It is a lesson I learned and kept close to my heart today:  Nice is mediocre, saccharine, inoffensive, meaningless, ordinary, without passion, expression or meaning. “Nice” is a faceless word. “Nice” is something that the left brain aspires to and the right brain shuns. Nice is an anathema to the artist, to the designer. Nice doesn’t provoke, it doesn’t inspire. Nice is instantly forgettable.

“Have a nice day”.

Shit NO! (this deserves swearing – see the passion that Mrs Sullivan infected in me; what a teacher!) That’s “have an ordinary day”. It’s not a differentiated day. I don’t want to just have a nice day. I want to have an awesome day, a magical day, a memorable day!!

And the same with experiences and products.

Disneyland isn’t nice; it’s memorable and magical (despite the fact that you spend most of your day there queuing). Do you think that Steve Jobs would be happy if someone called the iPhone ‘nice’?

Nice is for Microsoft. It is for engineers to aspire to. Nice is not art, nice is not design, elegance, simplicity or beauty. Nice is dull mediocrity.

And yet nice is something that corporate software doesn’t even begins to strive for. There’s no place for nice in software methodology. Think Scrum; nice is rarely even a nice to have (it’s gold plating). Tell me Scrum Masters, in your zeal to deliver “business value”, ship the “minimal viable product”, I bet you’d be happy with what you deliver being considered nice.  F@@k that. Your projects fester in a world of mediocrity,  in a quagmire of backlog; picking off stuff to do, focussed on features and functions rather than customers goals and a desire to delight.

Bring it on Mrs Sullivan. Nice has no place in the English Language. Bring it on, Agile + Experience Design. Nice has no place in software development.

Can you banish nice from your lexicon; go beyond nice and seek delight?

I don’t want to have a nice day, I want to have a memorable day.

I don’t want to have a nice product, I want to have an awesome product.

I don’t want to have a nice experience. I want to have a memorable experience.

…And if I’ve designed an experience and the only word you can use to describe it is ‘nice’ then I consider myself a failure.

The Dumbo ride at Disneyland; it delights, people will queue up for it, even though there is nothing special about the ride itself.  Carousel rides are nice enough but forgettable, the Dumbo ride is memorable and an experience to enjoy

Buck the trend

“Mary Queen of Shops”.  Mary Portas gets rave reviews, helping small, struggling retailers find their feet again.  She is very successful and her formula makes for good TV.  I’ve only seen the one programme, a couple of weeks ago where she was invited to help a bakery in Raynes Park; a place I know well having gone to school just round the corner.  The owner, Angela, was stuck in the past, selling white bread and iced cakes from the seventies.  It seemed she beleived that Mary would revamp the interior design of her shop not overhaul her whole product set.  The editing didn’t help her, she came accross as a rude and throroughly unpleasent woman.  If her business goes up the wall, serves her right.

Yet reading reviews in the run up to the programme made me reflect on this judgement.  What was being proscribed was formulaic and too be expected.  Focus upon specialty breads go for the chattering middle class market, bring Borough Market and its bread stalls to the Raynes Park suburban semis.  The reviews reveal that actually the bakery is well thought of in the community.

Maher bakery is simply one of the great family establishments in South West London. It’s run by the delightful Angela,who is an example to all of us. Long may it be serve and entertain its happy customers for another 36 years!!…….

There is a market for something other than what the current trend dictates.  There is clearly a demand for the experience that the Maher bakery offers.  Speciality breads are the easy answer, not necessarily the right answer.

The fact that it is old fashioned, the egg and bacon baps are the best in SW anywhere and the friendly atmosphere are exactly the reasons why it is so popular and always busy on Saturday mornings…says we who have been coming for more than 15 years.

It reminds me of the working with retail banks in the dot com era, predictions of the death of branch banking and the closure of the high street banks.  My colleagues poured scorn on me when I tried to defend the branch bank (something I had direct experience of, having spent time working in them); other than the poor and elderly (who  were not profitable to the bank), why maintain a costly, dated branch network?  Times change and branch banking is becoming fashionable again.   Nat West have just launched a new campaign with 14 committments to “becoming Britains most helpful bank”.  Commitment Number one is to “open more branches on Saturdays and extend the opening hours in [their] busiest branches” and they aim to “support the communities in which [they] live and work”.  That is what high street banks used to do.  Until someone like Mary Queen of Shops persuaded them to get on board the new cargo cult.  And now the new banking innovation is to throw all that cargo cult thinking away and take inspiration from the past.

Sometimes innovation is bucking the trend.  Like the Raynes Park bakery that does what it has always done; do it well, and continuously exceed your customer expectations.

Magic moment at the Waldorf hotel

ThoughtWorks had its party on Friday night at the Waldorf Hotel in London.  Seventy or so years ago when my grandparents were married they stayed there on their first night.  Fifty years later my Grandfather was going through some old paperwork and dug out the original receipt from their stay.  To celebrate their fiftieth wedding anniversary he wrote to the Waldorf, booking a room and enclosed a copy of the recept for their interest and ammusement.  He thought nothing more of it until they arrived.  They were given the same room that stayed in 50 years before.  The following day when they checked out and my Gradfather was settling the bill, something was wrong.  ‘This can’t be right’ he said, ‘surely you’ve left a nought off’.  But it was right.  The Waldorf were charging him the same price that he paid fifty years previously.  That was a real magic moment.

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