Tag Archive of: customer experience

Group ticket

I will turn 50 this year. Then comes the question. How do you want to celebrate? I am walking 1000 kilometres to Rome this year and will celebrate on 17 May in St Peter's Square with my husband. But there was also a little voice in my head that I would really like to celebrate with my girlfriends. Something really crazy for once. Extravagant. So... I invited all my girlfriends, my daughter and my mother for a weekend in Italy. I rented a beautiful villa above Verona and arranged for good food, drink and a bike ride through the rolling hills.

Now I did not want to be a travel agent, so I asked all the ladies to pay (and arrange) the ticket themselves. However, it soon became clear that the prices were quite different. One friend was quoted 221 euros and the other 271. In order not to get any lopsided faces, I offered to arrange a group ticket.

So I went to the website on Saturday morning and went through a number of fields. Where do you want to go, what time, with how many people, etcetera etcetera. When I pressed 'Enter' after the last field, I was promised that I would receive an offer within a day.

You can feel it. I got nothing. And I felt the fear, that because of delays on this line, the tickets would only get more expensive. So I started calling, but I couldn't get through. So I waited.

After four days the offer came. And what a quotation it was. Four choices, while I had very clearly indicated what I wanted. 13 tickets and at very specific times to and from Bologna. Within 10 minutes I responded with what I wanted and then I got a kind of contract.

One for which you really have to have been at the Ticketacademie. I also suspect that this is from an AS400 system, when I look at the font. But anyway. A lot of attention to the cancellation conditions, terms and dates. All in text. Four pages full.

It also says when I have to provide a passenger list. Now that is nice, that clarity. But what should a passenger list contain? Only names, or also dates of birth? Or also identity card numbers? I have searched online for what this list should contain, but I cannot find it. What a lack of clarity... Especially because it is so different from how I book an individual ticket. Simply, nicely online, very clear and as it turns out. For a much better price too.

When I agree, I run into a contradiction. The contract says that I have to sign and email it. But the accompanying e-mail says that the payment confirms the reservation. So there is no need to e-mail it. Oh well, just to be sure I sign, scan and confirm. Better safe than sorry. And then I make the first payment. I have to mention "Tigre" and the contract number with the payment. But should I or should I not add the 'A' mentioned in the letter? Or also the '1/1' which is behind it. Oh help. I have paid and hope that this will go well.

So, I don't see the added value of this group booking option. Maybe if you are an event agency and have this kind of software yourself. But I really feel lost as an individual. I will soon have 13 tickets, but I am dependent on an e-mail address that you just have to hope will respond. And a department that I have not been able to reach by phone so far.

Fortunately, it is KLM and I trust that all will be well. It is the big blue bird after all. Which reminds me of the slogan of that other organisation that I associate with blue. We can't make it more fun, but we can make it easier. Well, they should take a look at that here too!

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

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Delivery experience - learned CX lessons

Buying a new car should be a little party. This car was not just any car, it was even a very expensive car. So as a customer, I expected even more than just a 'normal delivery'.

What to learn from this as a Customer Experience Professional? For me there are 4 major lessons to be learned.

  1. Communicate on the process
    I fully understood that the delivery of the car was under pressure, due to delivery issues. We all know of the chip deficits, the issues with transportation and the scarcity of materials. But once you know you won’t be able to deliver on the date that is promised, make sure you are honest and proactive. There must be guidelines within organizations, what to do and when. The sales rep should have given me a call and kept me in the loop on the delivery date. Besides he should have given me the feeling that my car and I (as a customer) were important to him.
  2. Align with expectations
    Whether you're in a premium business or a CX professional working in government. Your customers have certain expectations. Make sure you know them and that you at least meet them. Of course, if you're a real boss in CX, you try to exceed expectations ? This should be the starting point of your delivery. Train colleagues in expectations and make sure they understand how to meet them. If you are a premium company or brand, the bar is higher. With my new Volvo, I expected at least a bunch of flowers or a good bottle of wine. But the company got stuck in its own processes and lost sight of me (and my expectations) as a customer.
  3. No excuses
    The fact that during the whole delivery process the covid excuse was used more than 10 times, I kid you not, means that this has become an excuse. It was their excuse to take it easy. To not go the extra mile. If you hear excuses around you (whether it is Covid, management, or whatever), make sure you have red flags going up. Or, as Steven Covey would say, that you keep the saw sharp within the organization. Keep focusing on the desired customer experience. I know for sure, that the owner of the Volvo garage didn’t want this delivery. But somehow, due to business bustle and restrictions, they got lame and didn’t go the extra mile. Make sure you are regularly where the work is done and ‘catch’ those signals, or filter them out of the Voice of the Customer.
  4. Make it right
    When you make a mistake with your customer - like the Volvo garage did with my car delivery - make it right. You always have a second chance. As one of my former colleagues used to say: “First time right, second time perfect.” Which I like a lot. I had a call with the sales rep and told him about my disappointment. He was ashamed, apologized by phone and told me he would make it up to me. The only thing is, that we are four weeks later, and I have heard nothing. Make sure that when this happens in your organization, that you have checks and balances that these actions are taken. That you make sure that people live up to their promises.

Enough said about this experience. It’s sad that they missed the mark and there’s much to be improved! Go fix these elements in your organization. Hope to see you back next month, when I share my new Customer Experience, including CX lessons to be learned.

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Delivery experience

I bought a new car. Yes, I did. My very first brand new car. Earned the money myself. After much thinking, I took the plunge. I chose an electric car. A beautiful Volvo XC40. I ordered it at the end of October, and they promised me it would be delivered by the end of December. There was a lot of waiting, and as I was looking forward to the 27th of December, I heard the delivery would be postponed. No worries, but the communication was poor. Functional and very reactive. I had to call three times myself and found out the delivery date would be January 5th.

I was looking forward to the first meetup with my new car. Unfortunately, there was nothing fun in terms of delivery due to corona, I was told by phone. So, on the 5th of January, I took the train and waited behind the station in the parking lot for the sales rep to show up with my Volvo. In the pouring rain. Then I saw my car coming. So many thoughts went through my mind: what a cool car, what a machine, what a good decision I made.

The salesman got out, I walked up to him, and he handed me the key. My heart danced; this was my car from now on. He asked me if I wanted to sign the delivery form. Was it okay if I did that in the car, given the pouring rain? Sure, only he couldn't sit next to it. Corona, you know?! Of course. I signed, gave him the form and he wanted to walk away.

Hey, hey, wait! Would you like to explain me a few things about the car? Because I was suddenly in some kind of cockpit with a big screen and had no clue. Yes, that was possible, but he had to stay outside of the car. Corona, you know?!

He pointed at the large touch screen. Showed me some functions in high speed and five minutes later he got into his colleague's car and drove out of the parking lot.

There I sat, for the first time in an electric car. Totally overwhelmed by all bells and whistles. The first half hour, I researched functionalities via the board computer. Suddenly I realized: this is not how I had expected the delivery. Of course, I didn't expect an exciting unveiling with a large sheet (because of corona and rain). But just a hand over of the key and then a runaway by the guy?! Perhaps there was a present in the trunk; I must have overlooked something.

But how to open the trunk? I found out, pushed the button and in a smooth way, the trunk opened. I quickly ran to the back of the car, through the rain, to find… a charging cord and danger triangle.

Everything in the delivery was functional. No fun to be found.

Of course: due to corona, little was allowed. But there was nothing festive about the delivery at all. So, I put the car in Drive and took off from this sad wet parking lot.

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

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Professional bias

We're on a campsite, in a cottage. And that's not just any campsite, but one that's hip and therefore quickly sold out. The booking already took place last November, bearing in mind that I would be abroad the whole month of June for wonderful speaking assignments and CX master classes. But yes... Suddenly there was corona. And like everyone else, I have been permanently in our beautiful Netherlands since mid-March.

The good news was that we had found a great holiday address. This campground was recommended by many: maybe a bit big, but great. Close to the beach, against the dunes. Lots of opportunities for children to play with sand and water. The reviews were almost too laudatory. I have to be honest: it makes me sceptical. I first want to see with my own eyes if the promises are kept. And what about the customer experience? I also want to experience that for myself.

So... There we went. The first week of construction. The busiest week of the high season in 2020. First I had to see how this campsite was going to live up to that great customer experience.

We were received perfectly. Quick, friendly and clear. We arrived at the cottage, so beautiful that it exceeded our expectations. With good beds and a perfect location: between the dunes, with its own verandah and such a beautiful tent canvas as a roof. We were perplexed.

The first bottle of wine opened, the little one left for the play area with lots of sand and we were regally in the relax mode. First we went through the booklet, with a map and tips, including activity planning.

The following days we had the best conversations with staff members of the campsite. They regularly drove by in electric carts. We were greeted cheerfully, we knew their names were Luuk, Gerard or Daan and little wishes were granted. So I forgot my yoga mat and within half a day I had one in our house. Every morning we received a newspaper, accompanied by a cheerful 'Good morning!'. In such a case I don't manage to be just a 'guest' anymore. Immediately my professional bias pop up as well. How is this arranged? What processes and agreements are made with the staff? I could not control my curiosity and asked Daan. He immediately explained their concept. How they, together with all the staff, colour the last page of the brochure. The page you can't describe, but you have to experience.

How wow is that? Not just thinking about it, but realizing it in the middle of the high season. With processes, agreements and above all: in concrete behaviour. They have me wrapped up as a customer. Spoiled with a very nice holiday customer experience. Chapeau camping. Chapeau staff. We have already booked for 2021.

 

This blog was written for CustomerFirst and published on 22 September 2020

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Nothing festive

I'm getting married. Yeah, it's quite something. For some people this is the best day of their lives, but we see it - and that may be due to our age and Dutch background - a bit more practical. We don't live together, so for us it's a day of love. A moment when we take care of everything for each other. And arranging that, that's what this blog is about. Because it takes a lot of arranging to get it done.

It started with the online reconnaissance. You can get married for free on Monday morning. By the way, did you know there's quite a queue for that? Nine months at least. When I see this waiting time I think more about the duration of an average pregnancy, but maybe these two are related. This is what they call "easy marriage. This can be on Mondays, Tuesdays, Wednesdays and Fridays. On Thursdays, I think someone is free. Haha. Sorry, I'm freaking out. And this is only possible in the morning. Apparently, cheap, free and easy marriage is also something you do in the morning.

Of course you can 'just' get married. This may be at the price, but then you can get married for example in the old council chamber of the town hall. A lot more atmosphere than at the modern city office in Utrecht Central Station. But apart from the location, of course it's all about love.

And you have to really feel that love for each other when you go into this process. It starts with registering your intended marriage. This is a new word for marriage. Personally, I'm very sorry about that. Marriage sounds a lot cozier, but yeah, all the fun is gone. Because you fill in everything online, it's a process. You enter your details and those of all the witnesses and hopsa: you press send. After a few days, the congregation came on the air. The two of us and all identifications had to come to the city office, to finalize our intended marriage.

Now I'm like, "Just give me a moment. So we planned a day off and together we went romantically towards the city office. There we got a number from a machine in the main hall. We were allowed to go to department C, up the escalator and turn right. We were summoned. All documents were checked again, we paid € 627 (you read it right, getting married isn't cheap) and after five minutes we were outside again. Nothing festive. No congratulations yet. Just a procedure. Is it just me, or is this a missed opportunity? May 15th, they can make it up to you.

 

This blog was written for CustomerFirst and published on 15 April 2020

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Crash course in human emotions

Emotions you really need to recognize when interacting with customers and employees. For all in in customer experience, marketing, sales and operations.

The last couple of days my feelings are deeper than a month ago. I feel sad when I see awful images on ICU's and when I hear stories of loss. I feel disgust of companies that just keep sending their stupid sales newsletters through email, like nothing is going on. I experienced fear while my fiance had corona. I experienced anger seeing people that were just out in the streets, pretending the world was still normal and they could go to the beach or the park, putting lives in danger. But also, I experience joy while watching funny videos, that I receive through WhatsApp. I felt relieved my fiance recovered from corona. I felt surprised when receiving a thoughtful handwritten card with caring words in my mailbox.

Somehow, my emotions are deeper. Are more on the surface and are more intense. Which actually not only happens in my emotional world. It also happens also in yours, your family, community, actually in the world of most humans that are now affected by corona. This requires that we, Customer Experience Professionals, people working in marketing, sales and operations, need to be aware of the intensity of emotions of our employees and customers.

We definitely need to recognize and learn how to deal with emotions to help our customers and employees in the best way.

To help you out to understand emotions and the range of emotions, I share the knowledge by Professor Robert Plutchick and his wheel of emotions. If you understand this, please use it in scripts, customer journeys, emails, campaigns, conversations, and probably many more situations. So, here we go....

The basics:

Plutchik considers there are eight primary emotions; anger, fear, sadness, disgust, surprise, anticipaation, trust and joy. Plutchik argues for the primacy of these emotions by showing each to be the trigger of behaviour with high survival value, such as the way fear inspires the fight or flight response(info wikipedia).

How are the eight emotions related:

As you can see in the emotion wheel, each primary emotion has an opposite; joy is the opposite of sadness, trust is the opposite of distrust, fear the opposite of anger, surprise is the opposite of anticipation

The emotions in between the eight basic emotions, are the combined emotions. So disgust plus anger, gives the emotion contempt. Or fear plus surprise, gives awe. As emotions are complex, this way of looking at emotions helps to understand where these emotions come from.

The intensity of emotions:

The emotions I feel in these times of corona, feel deeper, like they are more intense. That is what Plutchik visualizes by the brightness of the colors in the wheel. The deeper the color, the more intense the motion is felt. When looking in the yellow column, the lightest emotion is serenity, more deeper is joy and the emotion in the most intense way is ecstasy.

Plutchik's wheel of emotions provides a perfect framework for understanding emotions

Now what?

It is important for all of us, to dive deeper in emotions of our customers and employees. To understand what the emotions are they are experiencing. Because these emotions need to be taken seriously. As I learned on a mindfulness course, you can compare not taking your emotions seriously, like pushing a cork underwater deeper and deeper. In the end it will pop out faster than ever before. Remember my example of the company that just keeps sending me sales-oriented newsletters, that are in my view, not appropriate right now. I canceled their newsletter. As I explained the reason for my un-subscription, they reacted; "thank you so much. We value your opinion" Which I know for certain is a standardized email, so they are not listening at all. Now I am really done with them, since I will remember this for a long time.

Three suggestions how to apply the knowledge of emotions:

1. In customer contact - Acknowledge emotions when you have conversations with customers. Or train your staff to acknowledge emotions. It is proven, that the more you ignore the more red/purple emotions, the more they will intensify. This also means that in these uncertain times, customer contact with regards to health, money and other uncertain topics, will take more time. So take that into account in average handle times.

2. In customer / employee communication - Examine what your customer or employee is feeling and experiencing right know. Describe and acknowledge these situations and emotions, so people will read/watch on. Make sure that when you show videos, that the person in the video, is honest and also shows emotion. A best practice, is the video of Arne Sorenson CEO of Marriott, who explains the impact of covid-19 on Marriott for the associates.

3. In Customer journey mapping sessions - Too often I see that Happy, Neutral and Unhappy are used to map emotions. You just read there are many more emotions and it will help you to diversify the emotions of customers. What are they really feeling right now and also, how do you want them to feel in the To-Be journey. Use the wheel in your design thinking processes. This more detailed wheel with described emotions might come in handy. It shows the diversity of emotions. Praise given to Danny Peters that uses this wheel in his customer journey mapping teaching sessions.

I hope this knowledge helps you to understand your customers and employees emotions better. Maybe even the emotions of yourself and the people close to you. Our emotions have deepened, maybe we even feel different emotions. So it is now even more important to be aware and pay the right attention.

Let's get active; share your thoughts in the comments.

Was this article useful? Please let me know. And even more important, how could you apply or have your applied this knowledge? Please share in the comments. Let's grow our understanding of emotions and the impact on our CX work even more. Thank you and since it is important for all of us, a little personal note; stay safe.

 

Nienke Bloem CCXP CSP is an expert in Customer Experience, both as Keynote Speaker, teacher of the 2 day CX Masterclass to prepare you for the CCXP exam and she is co-founder of The Customer Experience Game. Do you want to read her blogs or learn more about her? Visit her website or subscribe to her monthly CX Greetz.

Feel free to comment on this blog and share it in your community!

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Nine elements of successful CX Ambassador programs

The latest years I have seen many organizations that worked with CX Ambassadors. So many roles, and so many variations of domain of impact. For example, to implement customer improvements, or to be NPS ambassadors from all teams to make sure the metric and the thought behind it stays alive, or to build a culture of customer centric behavior, or to translate the brand values into daily work. As I have seen so many and some were a success and some just died a silent death (yes, that is a risk), I decided to deduct the nine elements of success.

1. Have common goals that link to the strategy of the organization

When people join an ambassador program, they want to understand how they contribute and what is the WHY of the program. It is the role from the CX team to give clarity on this element of belonging and contribution. Especially the strategy element is important, as people will be asked in their teams and their surroundings what their role as an ambassador is. Also make sure they can translate their work into the strategy and the goals of the Ambassador program. As a CX team you have to be able to answer the question: "When is our CX Ambassador program a success and how does it contribute to the success of the organization? Because if you can't, your ambassadors most definitely can't either.

2. Make sure the ambassadors have time to act

It depends whether Ambassadors are chosen by management or whether they can volunteer to join your CX Ambassador program. One of the hurdles I often see, is that of time. People get their ambassador role on top of their daily work. Especially when working in the frontline, with operational roles, you need to be aware that chances are they promise a lot but are more likely to be scheduled to be doing their regular job. I have seen programs where people got 20 percent of their time to work in the ambassador program; make sure this is planned in the WFM and help your ambassadors to own this new role. Enable them to have conversations with their team members and management. But also, you have to have conversations with the leadership, to emphasize the importance of the Ambassador program and the time people need.

3. Choose ambassadors wisely

Who should be the ambassadors? A very interesting question. Should they be picked by management, is that the modus operandi in your organization? Or could you have a kind of an audition program, where employees get to do interviews and really show why they are a good match? I hope you get to have a say in the selection process and have a diverse group of ambassadors. Especially at the start, make sure you get colleagues that have belief in Customer Experience, that have the right energy, that are curious and that are at crucial positions in the company. Later in time, you can choose to also engage the opponents. Especially when you have the first results in, this will convince them, and it gives you the authority that you can engage all. And of course, make the Ambassador team a diverse one, both on background, gender, roles and global footprint (when applicable).

4. Give guidance and build a system of support and clear governance

Ambassadors need support to fulfill their role. Often their roles have an evangelist and activist element which has impact on the organizational status quo. This means they have to work on customer change and different behavior. That isn't easy, so help your ambassadors with the resistance they will encounter. Create FAQ's with the most asked questions and answers they might give. Help them with tools and interventions so they can really act on their role. It is also important that you help them telling the story, especially when the evangelist element is fundamental. Practice the change story together. Give them customer stories, video clips, customer verbatims, that they can use in their change roles. I often see communities with a shared platform, where all resources can be found. Make sure you are the activator and stimulator of this platform.

5. Share and reward success

Some ambassadors hit the jackpot and some won't. It is very important to deep dive the elements that enhance success. What really works is to put the people in the spotlight that are nailing it. That are really creating customer impact, that raise metrics, that change the customer status quo. I have seen Awards for the CX Ambassador of the year, which is kind of formal. But I have also seen stories highlighted on the intranet and Yammer communities where CX heroes were celebrated. Make sure you put the spotlight on their success, but also on the journey towards success. Share the honest truth and give them the praise they deserve. And... if your ambassador program is a true success, give yourself the right platform and go for a CX award yourself or with the team. Whether at the Global Insights Exchange of the CXPA or the International CX Awards. This can give you the internal authority, praise of colleagues and often an internal leadership boost.

6. Get together in real life

This might be difficult in global programs, but it is of true importance that Ambassadors know each other. So they know their peers, so they can have conversations when stuck, or to build on capabilities. I often see Zoom calls, Skype meetings and yes, these are practical. But when you really want success, claim budget for real life get togethers. Enhance learning, networking and a real foundation of CX belief when you see each other. What I have also seen, is that when Ambassadors have to make a real effort to travel, they are even more connected to the program later. When you finish a person to person event, make sure you give the colleagues shiny certificates or other status symbols they can take to their offices. To show off and have a physical reminder of their ambassador status.

7. Involve leaders

Somehow, I have seen most CX Ambassador programs that only have team members from operational roles. Where are the leaders, where is the management? It can't be that they are too busy... So, when you start and choose the ambassador team, make sure you have the option to also pick leaders. If that is not the case, make sure you engage leaders in a different way. Communicate regularly about the Ambassador program and mention their teams when they deliver results. But also have conversations when the Ambassadors fall short and they indicate they don't get the time they need. These conversations might be tricky, but this is the only road to go. Especially when you feel some leaders don't support the program. If I can give you one most important suggestion it is: include the CEO. Make sure he/she expresses the importance, shows up in a real life meetup, or in a Zoom. That he/she asks questions in meetings how the participation of the Ambassador program is going.

8. Have 'who takes over' conversations and an on-boarding program

People will leave teams, get new roles, get sick or might even leave the company. To have continuity, you need to think of this at the beginning. Especially when people are selected and start: be honest and ask what will happen when they eventually are not there. For whatever reason. Do they have somebody that can replace them, do they have a next in line idea? It is a good conversation to have, since this also shows your sincerity and serious approach to the Ambassador program. When they stop, give them a fond farewell, a big thank you. Also give the new ambassadors a warm welcome. Make sure you have a welcome/onboarding procedure. That is crystal clear on expectations. That helps you and the ambassador to start of in the best way.

9. When the vibe is down, stop or show stamina and refresh

The good thing at the start of a CX Ambassador program is that everybody is fully energized. Starting new things just has a good vibe. The lights are all green, the program has power, maybe even an own logo. You have somebody who is responsible for the selection, communication and the meetups. And then... after a year the vibe might be down. The participation is less. Other priorities might come up. What to do? This should already have been taken care of in the startup. To raise the 'what if questions' and the mitigating actions. But it will happen. This is the moment where you have two choices. Either you stop the program. With a real celebration of the success, a big thank you to all participants. Or this is the moment your endurance comes in. Where you show stamina. Continuity is key and you have to stick to the rhythm of communication. Make time in your agenda to prepare meetings, to tape videos, to share stories. And when the vibe is really down: refresh. Give the program a boost with a new logo. With a new story line, maybe even a new face of the CX team.

When to start an CX Ambassador program

Ambassador programs are just tha bomb. Yes, I am an enthusiast and I have seen some great examples where the organization was engaged by the success of the program. You don't start an Ambassador program when you just started the CX team. It is something to start when you have grown a little more mature. When the fundamentals are there: a CX team, a clear CX Strategy and of course the budget.

Your learnings

I am so curious for your learnings. I have two questions:

  1. What are fundamentals that you have encountered in your CX Ambassador program that really created success, that are your success factors?
  2. Please be in contact when you have a great Ambassador story. As I am writing the CX Travel Guide in English, I am looking for international stories and I would love to learn from you and share your story.

So, please share your insights and comments and of course, feel free to like, love and share this post.

 

>>> Nienke Bloem CCXP is an expert in Customer Experience, both as Keynote Speaker, teacher of the 2 day CX Masterclass to prepare you for the CCXP exam and she is co-founder of the customer experience game. Do you want to read her blogs or learn more about her? Visit her website or subscribe to her monthly CX Greetz. **

 

>>> Feel free to comment on this blog and share it in your community! **

 

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It IS possible

My new couch would be delivered. Over seven weeks later than planned. There was something about fabrics (or lack thereof), delivery issues and hassle at the factory in Italy. The communication did not go very well, but there was good news. The bank was in the Netherlands and was at the transport company.

I got a call from a friendly lady, who asked when it was convenient to deliver the couch. Now I already had a lunch appointment on the day the delivery guys would be in Utrecht. So yes, they could come between 11.30 and 12.00 hours, but I really had to leave at 12.30 hours. Kindly she told me: "I guarantee that the men will be on time. I promise you that." Hmmm, very clear. But still, would this go well? A day in advance I would receive an e-mail with the confirmation and the time of delivery. "And if you receive that e-mail, don't worry. Because it will say that we deliver between 11 and 12 hours. For you, that means we'll be there around 11:30. Really, I promise you just one more time."

Sure. In the meantime, I hadn't completely reassured my lunch appointment that I'd probably be a little late. Yeah, well, you never know with traffic, delivery guys and appointments. The e-mail arrived in my mailbox with exactly the sentence about the times in it, as the nice lady had announced. They also gave me a tip in that same e-mail: if I wanted to pay with pin, I had to check what my daily limit was, because things sometimes went wrong there. The suggestion was to contact my bank about this, as this was easy to adjust. Ha! That's thinking along with me as a customer. Because indeed, I had no idea what my daily limit was. I logged into my bank and within a poop and a sigh my daily limit was suitable for the transaction tomorrow.

Friday morning, 11:00. The phone's ringing. A 06 number unknown to me. A bad hunch creeps up on me. Wouldn't they be late? "Hello, madam. Here's your delivery boy. We're leaving Woerden now. And we'll be in Utrecht in good time, so you can go to your lunch appointment at 12:30."

Speechless. With a big smile. Not only had the plan lady put my wishes into the system, the deliverers had also read them and taken them into account. Chapeau TS Furniture Transport. The deliverers also turned out to be perfect mechanics. The couch is standing, they took all the packing and I was well on time for my lunch. So it is possible!

 

This blog was written for CustomerFirst and published on 5 June 2019

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Tired of Coolblue

"Nienke, shall we just not talk about Coolblue for once? Aren't there other cool examples when it comes to customer experience?" A comment from a recent Customer Experience Masterclass.

It could be that there is Coolblue fatigue in the world of customer experience. And yes, I get that. Always that brand promise, that "All for a smile. Always that Pieter Zwart, boss to the max. Almost irritating. But I have to be honest: they are also good. Not a bit, but in the category 'Good, Better' they are the very best.

An example from practice and so there are probably many. My laptop crashed. Well worthless, for gone lifeline with the world. So there had to be a replacement right away. But which one? For some, picking a new one is a pleasure. But I'm more of the category 'hard curse, shit, reinstall everything later' and 'oh oh what am I glad I have everything in the cloud'. Because that's how smart I am.

So who are you calling? Right, Coolblue. I had a look at the website, but I needed a helpline. Aron answered the phone in no time. In just a few questions, he led me to the right selection. An HDMI connection (really, they still make laptops without, how is it possible?!), at least two USB connections, a graphics card and a 13 inch screen. That was it and I wanted the device fast. "How fast?", Aron asked. He asked his question at 6.45 pm. I could pick up my laptop the next morning at 8.30 am at the post office on the corner. And so it happened: I typed this column on my still shiny laptop I picked up this morning.

I'm far from Coolblue tired. I'm a fan for five reasons. First of all they excel in Friendliness; the tone of voice is like having a good friend on the phone. Number two is Reliability - I know when I ask them something, they're there for me. The third reason is Cleverness. Aron knew how to ask the right questions. Then comes Speed. How well have you got your process in order, so you'll have the laptop on the spot in 14 hours? Heroes. And last but not least, number five, the Cuteness. Coolblue is a great company with great people. They always get that smile from me.

So yeah, maybe the example is chewed out. It's time for a new CX star on the firmament. That's why I challenge all of you to make me as happy as Coolblue does every time. Eggs, right?

 

This blog was written for CustomerFirst and published on 8 May 2019

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The fair price?

It has been a while since I completed the HEAO (international marketing). I lost a lot of what I was taught there. But what still stands on my mind are Kotler's 4 P's: Price, Place, Product and Promotion. They have been rammed in and I know them as the marketing mix.

While browsing LinkedIn I was recently drawn to a message that started with the sentence: 'At the right price'! With two exclamation marks. This wasn't just a message, the writer wanted to reinforce it. The picture accompanying the message gave further colouring with the text: 'We are honest about the price'. This company gives the right price and they are honest about the price. Isn't that crazy?!

The Price. A P from the marketing mix. Most companies that distinguish themselves with this P go for a positioning as cheapest. I remember learning on the same HEAO how to calculate price elasticity. What price are consumers willing to pay and how do you optimize your turnover? What is the fair price? A good question. Is that the price you as a consumer are willing to pay? Or is that the price a product or service is worth? A very difficult discussion. When the new iPhone X came out, it had a - in my opinion - ridiculously high price. Until a connoisseur explained to me what this device can do. Surely it was worth it?

The relevant message on LinkedIn came from a kitchen farmer. I remember buying my kitchens well. The hassle with negotiating. That half the price went off in no time. "No, ma'am, we can't go any lower. That I'd run away and get another 30% off. I never got a good feeling about that. Beautiful kitchens, but always that doubt. Did I pay the right price?

What I find honest in the LinkedIn message is that everyone has to get used to 'Equally the right price'. The staff, who were used to giving a lot away, now have room for a real conversation. But also the customer, who actually walked into the kitchen shop 'with the knife between his teeth' to immediately negotiate that too high price, can now put his wishes on the table and start a conversation.

This specific kitchen company is taking a nice course. In my opinion it is distinctive in this industry, with the focus on the P of Price. Not as cheap, but as fair. Anyway, now that I'm looking for a new kitchen. I'm also curious what the fair price of such a kitchen is.

 

This blog was written for CustomerFirst and published on 26 September 2018

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