Tag Archive of: customer experience

Let's go back in time for a moment. I think it was sometime in 1999. I was working at AMEV as a Life inspector and I closed my mortgage. Because as an employee I got a nice discount on the mortgage interest and I was happy to take advantage of that. A few years later I started to renovate and again, AMEV was a great help.

Within AMEV, there was a special office for employees, where really everything was taken care of when taking out the mortgage. There was coffee ready for you, you could always walk in if you had questions, and communication about papers and the notary was also well taken care of. There was no red carpet just yet, but that's how it felt. As employees, we were well pampered.

As a Life Inspector, I was responsible for a large area, from the east of Utrecht to the German border, helping intermediaries choose AMEV for mortgages and pensions. There are probably some time zones mixed up now, but I do remember that my customers - the intermediaries - did not find our handling of mortgages too florid. Communication was unclear. Their customers didn't understand anything about our letters. It took a long time for official offers to arrive. Things went wrong when sending notary documents.

I understood little of that. After all, we had it so well taken care of, hadn't we? I really didn't know any better than that as AMEV, we gave the red-carpet feeling to customers. Because that was my own experience. In Customer Experience, we call that the "n=1 situation". My own experience, would also be the experience of our customers and their customers. Besides, I didn't realize then either, that I had an inside-out view and was quite infected with the 'curse of knowledge'. The what?! I had far more knowledge of mortgages, legislation, and processes than the client who was taking out a mortgage. That's called the "curse of knowledge". As a result, I couldn't empathize with the person without that knowledge. I missed the outside-in view.

With an intermediary I visited one of his clients and immediately saw where we were going wrong. That the red-carpet feeling only applied to employees. But immediately, I also saw the potential for improvement. 

This is exactly why I urge everyone to go on customer visits themselves. Step out of your own processes, systems and mindsets and look at the world through the eyes of the customer. There where the customer is. At the company or just at home. See what customers' needs are, what keeps them awake at night and where the real improvement potential lies. Who knows, you might also see where your organization can give that red-carpet feeling to customers.

 

This blog was written for CustomerFirst and published on July 4, 2023

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We start the CX inspiration day at Starbucks. Along with eight Customer Experience leaders in government, today we get a behind-the-scenes look at how they organize customer experience at three companies.

As everyone drops in, Robin and I stand in line for coffee at Starbucks. We slowly move up and then we can order coffee for five people.

'Two americanos, an oat latte and two cappuccinos please.' The male barista looks at me and asks "What name can I write on the cups?" Next to him is a female colleague with a marker at the ready. I ponder for a moment who had ordered which coffee, because how nice is it if everyone has their own name on the cup? I see a somewhat pleading look and realize that today is not at all about having different names on the cup.

In a split second I decide not to make a fuss about that. Because it's rush hour at Utrecht Central Station at this Starbucks and I don't think he's in the mood for it. No, this man wants us away from that counter as quickly as possible. So I look at Robin and realize that his name is easier, than having to write Nienke on every cup, so I say "Just do Robin."

He looks at his colleague with the marker in hand, sees the five cups, and in half a second has an even easier solution. "Can it be Rob, too?" I look at Robin, we give each other a quick wink - hopefully unseen by the barista - and with a sigh I say that's okay.

As he taps something on the cash register with relief, he sees that he has tapped cash instead of paying with a card and the order must be re-entered. I consider that this is his punishment by the universe, because Robin's name is Robin. Not Rob. And actually, these coffees are for Robert, Anke, Marieke, Nienke AND Robin. Not for five Robs.

At the checkout the second time, it's also over two euros cheaper. So now that we are all called Rob, life has immediately become cheaper. I have to laugh a little.

Still, I am balking at it, because I have organized a CX inspiration day and therefore I would like it to be personal for my guests. Well, inspiration comes from worst practices too, I think to myself.

We sit down, waiting for the coffees for Rob. About three minutes later, our coffees are ready. "I have the coffees here for Robin!" shouts the barista with the marker. Haha. She dissed her colleague, but it's not a good customer experience.

 

This blog was written for CustomerFirst and published on June 6, 2023

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For a customer experience workshop I am conducting, I designed materials and had them printed. When I receive the envelope of printed materials, 75% of the order is missing.

Fortunately, I was well in time to order and didn't need the materials right away. I can't call during opening hours because I'm participating in the annual scavenger hunt that day. To complete the picture for the visual thinkers: I am disguised as a Dutch supporter, fully dressed in orange clothes.

So I send a message to this printing giant. I provide exactly the information I suspect the service person will need. The order number, that which did get delivered - my document named Handout, exactly as it says in the confirmation email - and that the other three items are missing.

Dressed entirely in orange, I walk around town in the meantime. I check my mail and read:


'Dear,

How unpleasant that things went wrong with the delivery of your order. So you have the handout, but the loose-leaf article and stickers are missing? Once we have this clear, we can provide an appropriate solution.

Sincerely,

Madelon'

Uhm, yes. This is a case of copy-paste without reading properly. Because I have already indicated that only the handout was provided. And apparently it is too much trouble to write to me with my name. Not recognized and certainly not acknowledged. I quickly reply back that this is indeed true. To get the following email back:

'Dear,

All good, I put it it in the system for you.'

Huh! And now? What a sloppy nothing email, even with a typo. She must have put it in the system, but what does that mean for me? For the entrepreneur who needs these materials to teach CX classes?

So this is where it often goes wrong. For Madelon it is probably obvious, but for me - the customer - it is now unclear. Is my order sent to the printer? Will I get my materials? And when? I send a short message via chat after this, to which a colleague kindly replies that the materials will be printed.

The scavenger hunt was top-notch. Just stripped of orange face paint, we sit enjoying afterward over Friday afternoon drinks. Then, at 6:41 PM, I receive the icing-on-the-cake-email.

'Dear Sir/Madam,

Unfortunately, due to heavy workload, we were unable to ship your order today.

By: System'

What?! This system is broken! Like so many systems. As a customer, it's killing me. It reminds me of a video from Little Britain: 'System says NO.'

It's done: customer says NO. I'm going to look for another printing company.

 

This blog was written for CustomerFirst and published on May 2, 2023

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Yes! February, the month of love. Or to put it a little more precisely, the month when Valentine's Day takes place. That day when many people send a card. Buy a bar of chocolate that says "I love you" and then give it to a loved one. Or send someone a message. To our loved one, a friend, mother, neighbor or daughter.

Actually, the way does not matter much. Showing love can be done in many ways. Saying something sweet, sending something or doing something sweet. It works. It makes your own heart do a dance and therefore also that of the other person. Lovely, isn't it, a column about love. Unfortunately, the happy part ends here.

Because I want to switch to a different world. The one of love for the customer.

That's where my heart stops dancing. Unfortunately for many, that's also where the imagination stops. Because love for the customer. What does that look like? Should we call the customer and say we love her/him (I'll stick with her for now)? No, we are certainly not going to do that here in the Netherlands, that is too American for us. But that's not the point either.

The point is that we do want the customer to love us and gives a nine or ten in the survey. That she spends her money with us every year. Renews the contract tacitly. Buys more insurance policies. Silently accepts the price increase and please let's hope she doesn't call. That she doesn't disturb us in our work, but most of all makes her own way, digitally.

Love. That's exactly where things go wrong in organizations. We don't really love the customer. Of who she is. What she's about. We do want her to choose us. But also if she cannot choose as a customer (read citizen, participant or applicant), that she does not bother us too much.

That's what this is about. About whether you and your colleagues are in love, engaged, or married to the client. And whether you really feel anything about that. Or is it complicated after all? (Thanks Facebook, for allowing us to choose this wonderful addition within "types of relationships.") Because do we talk about the customer internally as if we love her? Or do we prefer to use her customer number anyway? Do we talk about customers in meetings, or do we still prefer to stick to the process?

Customer love is a topic that really should be talked about. Do you love your customer? Ask the question to yourself and your colleagues. I suggest you start having this conversation lovingly in your organization. I dare say Valentine's Day will then be a very different one next year.

 

This blog was written for CustomerFirst and published on March 7, 2023

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We are at my favorite hotel. The receptionist is waiting for us with a big smile. 'Good afternoon and welcome to...' I tell her we have a room reserved in Bloem's name. She delves into her computer screen and looks up our reservation.

"May I see your ID?" she asks. This surprises me, because it's about the tenth time I've been here. Still, why the legitimacy every time? It must be policy. I don't feel like being difficult, so I take my driver's license out of my wallet.

In the meantime, I also grabbed my credit card. Because I was scammed online last year and so I have new credit card information. 'Can I have yours too?' she asks my husband. He looks at my credit card and she adds "I mean your ID." Huh?! Does the guest also have to provide identification? A small sigh escapes me.

"Then the room will cost X euros. To this we then add 50 euros per person, for if you go for breakfast, use the room service or bar, if you break something and other things. You will get this refunded if you don't use it. Agreed?" I roll my eyes at my husband. If we break something! I guess it's also policy and I know she's probably an intern. But this really does feel like the first time we've been here AND like we're going to get drunk, stoned and then trash the room. Just a little warning for us. Anyway, we are in Amsterdam...

Five minutes later, the procedure is complete. We get our room keys and she explains us how the elevator works. She also tells us that we have a beautiful room (yes I know, because I specifically asked for it). I briefly ask how things are going with the loyalty system because it went wrong last time. "Yes ma'am, that does go wrong sometimes, but you can fix that yourself afterwards." Still no sign of recognition that we are regular visitors. She wishes us a nice stay.

How can this be? Especially in this hotel where we come so often! Where, for the umpteenth time, they do not manage to recognize and greet us at the welcome as returning guests. As a loyal customer, this really makes you feel left out in the cold.

When we enter our hotel room, there is a little bear with a handwritten card on the bed. Written by the person with whom I booked the room. Now we do feel welcome. But if I were the director of this hotel, I would immediately do something about the check-in procedure.

 

This blog was written for CustomerFirst and published on February 7, 2023

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The newspaper got delivered later and later. As a morning person, I was fed up with that. Meanwhile, I saw the call for new deliverers. With a bonus of no less than 1,000 euros for those who want to get on their bikes early in the morning with my newspaper. The newspaper has too few delivery people and in my case that causes inconsistent delivery times.

Because of this irritation with the delivery time, I also asked myself some critical questions. I could no longer explain, why I took away a huge pile of old paper every week. You can read a newspaper digitally, can't you, just like that?

I switched to a digital subscription during the week with a paper newspaper on Saturday. That way I hit two targets with one shot: one less delivery address for the newspaper in the morning, and my choice also had an environmental impact: less tree felling and no more contribution to the paper shortage.

But here's the thing. Since I have this digital subscription, I hardly read the newspaper during the week. It's weird to read the news through a newspaper app on my screen. In fact, I was already doing that through nu.nl. Of course, that does miss the nuanced opinion. But then again, what do I miss about that?

The ritual of taking the newspaper out of the mailbox, having a cup of coffee and then reading the paper. Now that only happens on Saturdays. So when the newspaper is physically there.

What does this have to do with the fine field of customer experience? Everything. Because in that, too, sometimes you get to take people through a change. And what happens here with my newspaper app, is exactly what also happens with strategy plans. With customer promises. With work instructions. They are somewhere on the web. But where again? Employees have to find for themselves where the information is and what the content was again. It is not top of mind and it never will be this way. And then, as management, we find it strange that people don't know, understand or support the company's strategy.

Therefore - if you are going to change - think very carefully about your message, the timing and the means. Check regularly whether your message has made an impact. Don't refer to that message somewhere on the intranet. Or that one 15-minute presentation in the digital kickoff. Indeed: communication is a profession. Every change requires a solid introduction, repetition and a visible message. Otherwise, out of sight, perhaps out of mind. Or the heart won't even ever be found. Just like that newspaper app doesn't interest me. And we all know how that ends: goodbye newspaper.

 

This blog was written for CustomerFirst and published on November 1, 2020

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My cucumber is twenty-five percent more expensive than last year. And not only my cucumber has gone up mega in price, but almost all the products in my favorite supermarket. I even read that one supermarket reported that cheese was so much more expensive because the farmer had made the milk more expensive. Which just wasn't true. It turned out to be a blah-blah story.

Of course, prices are higher because there are higher costs: rising gas prices, more expensive gasoline and diesel for logistics. Those are passed on in the price. But is there also a reason behind it, that organizations want to make as much profit as they did last year? Hellooo, hellooo.

This can't be possible, can it? When I read the missions and visions of organizations and the beautiful purposes, nowhere do I read anything about profit maximization. No, there are much nobler words there. We want to be the best, the fastest, the nicest, the most reliable and, of course, the most customer-oriented. Anything for a smile and more. But quite honestly. Often in the boardroom it is vulgar about profit maximization. I have nothing against profit (I am also an entrepreneur), but maximization in these times, is contrary to what you stand for. Indeed, in my opinion, these are not times for profit maximization. It is a time to help customers who are out in the cold.

Did that cucumber really go up twenty-five percent in price because of the costs? Or was that just an ordinary dime and the supermarket and intermediary added those fifteen cents?

Organizations are there for customers. For the world we live in. For employees. And yes, of course, for shareholders. But they don't come first. Empathy is needed now, for the customer and the inflation situation. And the situation that knocks at the front door of many: the one of the empty wallet. The situation of poverty and lack of money. That is the new reality for many Dutch people.

Higher profits and mega profits from previous years should not be the benchmark. Fortunately, this greed is being named in the media and I think we need to make our voices heard as customers, influencers, thought leaders and employees. Just raising prices and then seeing organizations' profits grow is called bad profits.

The only remedy is the naming and shaming of organizations. Put organizations that are doing super in the limelight and severely slam organizations where profit maximization is the highest priority.

Unfortunately, I don't know if the supermarket where I buy my cucumbers goes for profit maximization. However, I do keep a sharp eye on the annual figures and am willing to take a detour on my bike for a cheaper cucumber.

 

This blog was written for CustomerFirst and published on October 4, 2022

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Seven lessons from this not-so-good customer experience...

This is an interesting topic: how to personalize occasions such as birthdays, wedding days and anniversaries? It all starts with understanding your customer. What are their expectations?

I had a good conversation with my friend Raymond Brunyanszki, the business owner of Camden Harbor Inn in the US. A Relais & Chateaux hotel and restaurant, where luxury and personal attention are key to keeping guests coming back. He told me that they ask their customers for special days. They found a way to systematize expectations and then translate these into solutions in operations.

This is what I would suggest the CX leader of the Waldorf Astoria:

  1. Determine in the CX strategy how important special moments and tailoring to guest needs actually are. In my opinion, in luxury, it is extremely important. Because good food or a great spa, can only be topped by personal attention. So clarity in strategy is key.
  2. Ask guests when booking if there are any special days or wishes. So that the staff knows this in advance. This way, they can anticipate these moments and organise some memorable experiences at these moments.
  3. Make sure the CRM system recognises these special days. I am a Hilton Honors member and they know my date of birth. So on the day itself, the system could have given a certain mention, that at least during check out, the employee would have seen it was my birthday and could have congratulated me.
  4. Make sure you have some branded gifts and a manuscript ready, detailing what to do when. Enable gifting! This way, staff members can easily grab a gift and a notecard from the shelf and present it to the customer. Branded, because if the customer shares a photo on social media, it is also great marketing for you as an organisation.
  5. Train your staff in picking up on signs, when special moments occur. Make them alert.
  6. In the morning, add special moments in the start up huddles at the operation teams. Do we have guests with special moments, who need a little extra attention today? If there is attention in the team and maybe even some gamification is added, it becomes a sport to exceed the guests' expectations.
  7. What if you missed the mark? It happens. Don't just ask at check-out, "Did you have a pleasant stay?" Almost everyone says yes, and you won't get valuable information that way. Instead, ask "What could we have done better, that would have made your stay even more enjoyable?" That is genuine curiosity and helps you truly learn where to improve as an organization.

So, enough to be learned here. And... maybe you see even more CX pro suggestions. Please share!

For my 50th birthday, I booked a room for two nights at the Waldorf Astoria in Rome. Because I wanted to treat myself, but also because I wanted to make my 50th birthday a special experience. It is a very large hotel, so I had even given myself an upgrade to the Imperial Floor. Bigger rooms, a special lounge with drinks and snacks, but also - I thought - more personal attention.

Was it a fancy hotel? YES.

Did it have a great spa? YES.

Did it have a great outdoor swimming pool with fluffy towels? YES.

Did it have an outstanding breakfast? YES.

Product wise, it was all very good.

But did the hotel pay any personal attention to my 50th birthday? NO.

It was a disappointment. One of my friends from the Netherlands had arranged for a bottle of prosecco, a box of chocolates and a personal note to be delivered to my room on my last night as a 49-year-old. I also mentioned my birthday in the lounge (because I know that most CRM systems fail). But on the morning of my 50th birthday, there was nothing from the hotel to congratulate me. Not in my room, not at breakfast, not in the lounge, not at check-out. Nothing at all. Even though they could have known....

I started wondering. Did five-star luxury hotels become commodity? I don't know, but I do know that if you are a luxury brand that promises a certain level of personal service, this is a big failure. I also shared this story on Linkedin, where many agreed that the hotel missed the mark. But also, some mentioned a possible culture gap. Probably true for Italian birthdays, but the guests at the Waldorf (that I saw) were mostly Americans or English-speaking guests. And I know how important birthdays are for American guests! Even more than for me as a Dutchy.

The interesting thing was that when I checked out, the employee asked if my stay had been pleasant. And it had been, so I indicated that too. This is also where they fell short in asking for feedback. (Be sure to read the CX lens blog where I share my suggestion for them!) And... I didn't receive a survey. So the Waldorf staff can only read about my experience on LinkedIn now (or in this blog).

Why did I post this on LinkedIn? Not because I wanted to get this solved. Because if I had wanted to, I would have called the hotel, or sent a 'complaint'. No, it's more a question for us as CX professionals. What do you do with these special days? Especially in leisure industry. Or was I, as a guest, expecting too much? I posted this message to share, to learn and to get the conversation going.

So, go over to the next blog, to see the point of view from a CX professional lens!

This blog is about an old customer experience. It is more than 2 years old, and I remember it like it was yesterday. So, here we go.

As my mom lives on the island of Texel, we take the ferry to the island often. I am even a ferry shareholder. One of the shareholder benefits, is a special pass with five credits every year to take your car for free. On the 1st of January, the credits are automatically transferred to the pass, so easy peasy.

It is the 5th of January and me and my car are at the ferry’s check in. I give my shareholder pass to the clerk and she says “Sorry, no credits left.” I am a little bewildered and start the conversation that something must have gone wrong. It is the 5th of January, so it is almost impossible to have used up all my credits. There is no willingness to help, no empathy. I should go to the Teso office, which is only open during weekdays. And that is exactly when I am not on the island of Texel. But that was my problem. Not hers. She makes me buy a ticket and I am not happy. To say the least.

I cannot remember exactly how I got in touch with TESO. Maybe I sent an e-mail. But I received a survey from the ferry services and I gave them my feedback. Expecting nothing from it to be honest, since 99% of companies don’t handle on feedback. In CX terminology: they don’t closing the loop.

The next day the phone rings. It is a number from Texel, since I recognize the area code. A colleague of the TESO Ferry Services asks me for my experience. What happened, how did it make me feel, what do I see as a solution?

She apologized for what had happened. What I really loved, is that she didn’t blackguard her colleague, but she said it wasn’t the right reaction. She was going to solve the matter. Of course, I didn’t have to come into the office. If I could send a recent photo of myself (there is picture on the shareholder pass) by email, she would arrange a new pass. Which would be sent to my house with the credits on it.

Two days later my pass arrives in the mail. With a sincere apology and with a little present. Four tokens for free coffee and apple pie for me and my family when we take the next ferry. What a way to create a perfect moment for me. I can show off to my family with a treat and TESO is put in the spotlight because they are rockstars when it comes to closing the loop. Problem solved, bad emotions taken away and a sweet reminder that this company understands how to make customers happy.

From this blog, I have distilled a number of CX lessons. Curious? Read them here!