With all due deference to Matt Dixon, sometimes “effort” is a tricky thing to define. I worked with one team that ran around and around about it constantly it seemed. Matt’s Customer Effort Score (CES) metric basically asks the Customer to rank his or her satisfaction with the amount of effort expended to solve an issue or otherwise accomplish something.
Now, right away you can see the question begged: How do we even know the issue has been solved in the first place? This, of course, goes to an age-old conundrum of how we can ensure a Customer’s issue has been solved before we send out a survey for feedback, regardless of the survey type. After all, it’s insult added to injury if we ask, “hey, how’d we do?” while the Customer is still waiting for a solution. But let’s put that issue aside for now as it’s a common concern (NPS, C-SAT, and all the others have the same limitation). […]
This spring and summer have been rough on travel. My partner and I actually had a hotel cancel our reservation after the world ended. It was complicated by the fact that we’d used a combination of credit card points and cash to make the reservation for two different rooms, one for us and one for my partner’s mother.
It was probably the somewhat complicated nature of the way we originally placed the reservation that made getting our refund such a mess. Over the course of two months and four separate interactions, we spent upwards of six hours on the phone or in a chat with agents; some credit card people, some ‘points’ people (a lot of folks don’t know that in many instances, the loyalty program isn’t run by the same company with whom you have loyalty).
It was a comedy of errors each time we reached out and tried to reconcile the issue, and the refunds and return of points actually dribbled in over time with some points for one room here, the credit on the card back for the other room there, and so forth. We couldn’t figure out what was so complicated, even given that we were dealing with two different entities, especially considering the cancellation was initiated by them in the first place.
While my partner was frustrated, I was embarrassed. Embarrassed for our industry. […]
There’s plenty of bad CX out there. But I had an experience not long ago with a company that was so good it’s inspired me to start a new feature in my writing (and new category on the blog) today called “Getting CX Right” to celebrate those organizations (naming names!) that knock it out of the park. Here’s the first installation: […]
We’re now up to the last of the Five Principles of CX (you can find an introduction to this series here, and parts one, two, three, and four at these links), Every Customer Elite. This may sound like the usual boilerplate feel-goodery that comes with CX leaders and writers all the time: Put the Customers first! Make every Customer experience perfect! Always and everywhere at every time and in every instance do whatever it takes to completely and totally amaze the Customer! Put your Customers at the center of your operations! (Wait, what is it? Put them first? Or put them at the center?) It goes on and on…
But this principle applies mostly to those of us in the Customer service or Customer support arena. There are applications along the entire Customer journey, but mainly this principle is reserved for those Customers we’ve already failed. Now, it may not be a huge fail…like a true recovery event. It may simply be that they tried to accomplish something online and need assistance. Their widget needn’t have broken and they’re looking for a neck to wring for this principle to apply either. […]
We’re up now to the fourth of the Five Principles of CX: No Near Misses. We’ve covered already how it’s our responsibility to avoid issues in the first place (Principle 1, Get It Right) and how important it is to keep the lines of communication open and take on the stress of our own internal processes so our Customers don’t have to (Principles 2 and 3). This principle has as much to do with impressions as it does with the actual experiences we deliver for our Customers.
We’re all familiar with the joke about the window of time to expect service for utilities at your home being huge compared to the time it may take to do the work: “We’ll be there between 8am and noon or 1pm and 5pm.” As maddening as that may be (and as inconvenient as it may be to block out your whole morning for an appointment), at least you know when they’ll be there. These days a lot of service providers have gotten the memo and broken the code and figured out how to do a better job of accommodating their Customers with smaller windows and even a heads-up when they’re on the way.
With this improved specificity, however, comes another lurking danger: Not meeting those expectations when set. In fact, that better more narrow window becomes something Customers will rely on more and many will build their day around that more specific time period as if it were any other appointment they have to keep. […]
I’ve previously mentioned the tongue-in-cheek observation that our jobs would all be a lot easier without the Customers, right? (Forget that our jobs would not exist without Customers, of course, but that’s part of the joke.) One reason some of our front-line team members feel that way is because they’re usually trying to help Customers navigate our own internal processes when they need help. Forget that, well, it’s our job to do that, and let’s concentrate on what it means from our Customers’ perspective. The reason it may seem like drudgery at times to hand-hold a Customer as they try to wend their way through our online interface or manage a return event is that we’re so used to it. We know how things work, and from that perspective, it makes the work of explaining it over and over again all day long a bit of a grind. I’m sympathetic, believe me.
But if we walk in our Customers’ shoes we’ll find that our processes aren’t as straightforward or simple as we think they are. After all, that’s why they had to contact us for help in the first place. And frankly, they don’t have the time or inclination to concern themselves with our internal processes. This is the heart of the third of the Five Principles of CX: Take on the Stress. […]