An internationally recognized program with proven track record delivered by been there and done it coaches more than 150 times, in 57 cities with delegates from 108 countries. The program, now in its tenth year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown – simultaneously reduce costs, grow revenues and enhance service. Producing Immediate and sustainable business results across any industry and sector.
Amazon are iconic. They set the bar very high with radical new ways of delivering successful customer outcomes, whether it is Prime, Prime Instant (deliveries in 2 hours) or the Dash buttons. Quite exceptional but at what cost?
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…
Join us to learn the Secrets of Apples, Googles, Zara, Zappos and Emirates success
Certified Process Professional Masters Champions (CPP-Master) Program
An internationally recognized program with proven track record delivered by been there and done it coaches more than 150 times, in 57 cities with delegates from 108 countries. The program, now in its tenth year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown – simultaneously reduce costs, grow revenues and enhance service. Producing Immediate and sustainable business results across any industry and sector.
An internationally recognized program with proven track record delivered by been there and done it coaches more than 130 times, in 52 cities with delegates from 105 countries. The program, now in its tenth year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown – simultaneously reduce costs, grow revenues and enhance service. Producing Immediate and sustainable business results across any industry and sector.
An internationally recognized program with proven track record delivered by been there and done it coaches more than 130 times, in 52 cities with delegates from 105 countries. The program, now in its tenth year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown – simultaneously reduce costs, grow revenues and enhance service. Producing Immediate and sustainable business results across any industry and sector.
This slide deck is a wonderful illustration of the hard work underway in the Customer Experience arena. Delivered by Pascal Spelier (www.finno.nl) – link with him here – it demonstrates how you connect customer journeys with process transformation.
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).
2. Make a list of all the Moments of Truth (MOT).For each MOT write a description, method of interaction, and customer expectation. 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.
3. Document the learning and produce a visual illustration(process activity maps).
4. Use the maps to identify areas working well and those that need improvement.Focus on the critical MOTs — those crucial interactions that determine whether the experience you are creating delivers the optimum encounter, expectation and emotion.
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:
Awareness When and How does the customer become aware of the process, product or service you offer?
Buy-In How and Where does the customer ‘get it’ and become an advocate for the experience?
Acquisition How is the purchase made. Not just a product buy but the actual commitment.
Care Why should the customer care? How do you ensure the trust and commitment is reciprocal and reinforced?
Use 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.
Share In our always-on world how does Share happen? Is that understood and optimized? Recall the fantastic tale from Canada – Westjet Christmas story[1] 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[2] story?
6. Engage the entire organization to undertake the journey to Customer Experience Management.We use the structured CEMMethod™, derived from the work of companies such as Virgin, Disney, Southwest Airlines, Emirate, BMW, Bentley, Zara and many more truly Outside-In enterprises. Whoever and where-ever you are it is directly and immediately useful.
If you are serious about engineering the Customer Experience then let us know (below). We will provide immediate links to videos, resources and an expert community doing this stuff as a way of life.
[1] Westjet Christmas – a terrific example of sharing your values and ethos – http://bit.ly/1habsP2
[2]United Breaks Guitars – how a bad experience turns into a corporate crisis – http://bit.ly/1dmOKaW
“I would hope people would say that Amazon is earth’s most customer-centric company, and that we work backwards from customers. Many companies sort of look at what their skills are and they work forward from their skills. They say this is what we’re good at, and this is what we’ll do. It’s a very different approach from saying here is what our customers need, and we will learn whatever skills we need.”
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
Back in the day (well 2002 to be precise) Jeff Bezos rallied Amazon with the following directive:
1) All teams will henceforth expose their data and functionality through service interfaces.
2) Teams must communicate with each other through these interfaces.
3) There will be no other form of
interprocess communication allowed: no direct linking, no direct reads of another team’s data store, no shared-memory model, no back-doors whatsoever
4) It doesn’t matter what technology they use 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.
I am frequently asked to summarise the difference between the inside-out industrial/information age mindset, and that of Outside-In (think Apple, Google, Zara, Zappos, Emirates etc.) thinking and practice. So here to answer that request (and from a section in my upcoming new book) is the overview.
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
People
Silo’s
Multi functional
Specialist
Multi skilled
Isolated
Relationships
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
Stocks
Flows
Products
Services
Left to Right, Top to Bottom
Customer Centric
IT
Algorithmic
Heuristic
Hierarchical
Hyperlinked
Analytical
Understanding
Ownership
Access
Strategy
Top Down
Inclusive
Structured and Rigid eg 5 yr plans
Agile and Adaptive
Tablets of stone
Continual Alignment to SCO’s
Market/product focus
Customer/expectation focus
Customers
Uninformed
Prosumer
Loyal
Promiscuous
Forgiving
Rebellious
Locked-In
Demand Flexibility
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
