I buy stuff every week, and once a month order ‘magic paper’, usually 10 rolls at a time. For the last three months I have also received a mountain of cardboard, plastic fuller and some very tired drivers. Why?
Something has gone very wrong at the Scotland Amazon depot who see fit to send every order separately packaged.
Let me walk you through the waste tip that has become our hall…
|Item ordered – one legamaster roll x 10|
|Delivery as it arrived|
|And then all the resulting open boxes|
|With finally the pile of trash for the disposal|
|Legamaster rolls packed nicely in original packaging (ten rolls)|
Now unpacking and bursting all that fancy bubble wrap took 40 minutes of mess. Please please Mr. Bezos I do not know what is happening at the Scottish distribution centre but please get it fixed quick – otherwise you will have the world and his brother of environmentalists screaming wasteful capitalists! And you and your loyal customers do not need that.
Do you want to get in the picture? Join us soon at a session in a city near you…
and James Dodkins (@jdodkins) then pointed me at this 17 minute Jeff Bezos keynote talk – equally enlightening:-
Of course some people may say it is just stuff and nonsense. Not so, I would argue – look at their impressive performance and consistent results.
Keep up the good disruptive work Amazon, you are setting a fine example for others.
1. Start by identifying the Moments of Truth (customer interactions)that exist across all of your customer experiences (you can create more specific experience maps later).
We use the Diagnostics dashboard to make sure we turn the MOTs into 15 quantifiable and actionable metrics.
There are three ways to collect and collate this information:
- Workshops of all interested people.
That includes customers, advisors, employees and management.
- Recording of actual experiences.
Yes, record the experiences and evaluate afterwards. We use a video technique that identified Moments of Truth with red flashes, Internal Interactions with blue and decision points as green.
- Analysis of customer feedback.
Review the letters, calls and social network commentary and capture the experiences to gain insights and a better understanding.
5. Build a Action Plan to engineer the ABACUS of the customer experience.
At each stage identify the relevant MOTs that cover off these elements:
When and How does the customer become aware of the process, product or service you offer?
How and Where does the customer ‘get it’ and become an advocate for the experience?
How is the purchase made. Not just a product buy but the actual commitment.
Why should the customer care? How do you ensure the trust and commitment is reciprocal and reinforced?
How does the product, service work. Has it been designed from the customers perspective (Outside-In)? Ease of use goes beyond efficiency and focuses directly on the actual customer experience.
In our always-on world how does Share happen? Is that understood and optimized? Recall the fantastic tale from Canada – Westjet Christmas story with more than 35 million hits on youtube in 3 months. By the way that is more than the population of Canada! That’s good news, but what about capturing the bad news before it becomes a crisis – recall the United Breaks guitar story?
The genius that is Jeff Bezos (see the previous article here) sees a great future for publishing in all its forms.
While some are bailing from (news)papers Bezos sees considerable opportunity. What is he seeing that others aren’t? http://bit.ly/17UVk0w
That really describes the difference between inside-out thinking (examine your capabilities and figure out how to optimize them) to Outside-In – (figure out the Customer needs and align everything to deliver the Successful Customer Outcome) http://bit.ly/AmazonOutsideIn
2) Teams must communicate with each other through these interfaces.
3) There will be no other form ofinterprocess communication allowed: no direct linking, no direct reads of another team’s data store, no shared-memory model, no back-doors whatsoever
5) All service interfaces, without exception, must be designed from the ground up to be externalizable. That is to say, the team must plan and design to be able to expose the interface to developers in the outside world. No exceptions.
6) Anyone who doesn’t do this will be fired.
Over the following weeks we will delve into each area and I will provide examples and case studies of each aspect of this Copernican shift.
|The Focus has shifted from Inside-Out to Outside-In|
|Industrial/Information Age||Customer Age|
|Awards – Time served||Awards – Value Created|
|Autocratic||Dynamic (to suit the needs)|
|Processes||Doing things right||Doing the right things and doing things right|
|Manufacturing mindset||Customer Experience|
|Tasks/Activities and Outputs||Outcomes and SCO’s|
|Left to Right, Top to Bottom||Customer Centric|
|Structured and Rigid eg 5 yr plans||Agile and Adaptive|
|Tablets of stone||Continual Alignment to SCO’s|
|Market/product focus||Customer/expectation focus|
|Compliant and managed||High Expectations and fickle|
|Single channel||Multi channel|
|(c) 2012 Steve Towers|
Next week we’ll start by reviewing the Customer Aspect
Join us at the CPP Master Class London http://londonmasters2012-estw.eventbrite.com