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Joseph's Blog

Wireless Charging at a Starbucks Near You! Partnering in the Removal of Pain/Drain Points

You have seen us. If you are honest you will admit to being one of us. We are the people trying to appear inconspicuous as we feverishly look for an available power outlet to recharge our laptops, tablets, or cellular phones. We are easily located in a wide number of locations including airports and Starbucks stores. Well, we used to be found in Starbucks stores…

In my most recent book, Leading the Starbucks Way, I noted:

“Other technology explorations at Starbucks look to enhance the quality of the coffeehouse experience. One such example is the wireless charging spots with Duracell Powermat…In an effort to decrease the power source search, Starbucks leaders have placed inductive charging technology into some of its tabletops in select Boston, Massachusetts locations. The purpose of this effort is to assess how customers respond to emerging charging technologies in the context of their overall utility in the café experience.”

I am now happy to announce, the assessment phase is over and the technology charging mat is being rolled out at 200 stores in the San Francisco area. Look for them in a Starbucks store near you soon.

So here’s the quick lesson. Starbucks is not a technology company but they are on the cutting edge working with technology companies to remove pain points for their customers. That begs the question, who can you partner with to smooth out the experiences of those you serve?

It’s Not Just Moments-Of-Truth: It’s the End-To-End Experience

The findings of a powerful research study emerged in the Harvard Business Review late last year and it’s clear from the behavior of some companies I’ve visited recently that word has not been disseminated widely.  The article was titled “The Truth About Customer Experience” and in it the authors Alex Rawson, Ewan Duncan, and Conor Jones noted that customer satisfaction at transactional touch points with your brand may positively distort how customers truly feel and more importantly how they behave toward your company.  Here is the lynchpin conclusion of their work:

“In our research and consulting on customer journeys, we’ve found that organizations able to skillfully manage the entire experience reap enormous rewards: enhanced customer satisfaction, reduced churn, increased revenue, and greater employee satisfaction. They also discover more-effective ways to collaborate across functions and levels, a process that delivers gains throughout the company.”

The power of those two sentences is so profound I need to unpack their content.  Customer experience is not about winning a few battles it is about winning the entire war.  A victory with a cut-over in one silo of the business may result in transactional satisfaction that has little to do with repeat business with that customer; particularly, if the customer is dissatisfied in another silo or is neglected in between what a company views as “moments-of-truth.”    Success at touch points does not necessarily translate to roll-up measures of emotional engagement or loyalty.  Doing well at key moments in a badly designed process or customer journey may get you a few positive satisfaction scores but also a customer ripe to churn to a competitor.

The big message here is measure both the overall experience with roll-up metrics and satisfaction at touch points.  Work to design, refine, and execute the end-to-end customer journey.  Don’t be content with transactional success…your customer’s aren’t.

Segment Your Service Experiences!

Customers aren’t always right and they certainly aren’t equal,  but…customers are always paying the bills!

I am stuck by two groups of business leaders – those who treat customers as an after thought to profits or products and those that treat every customer equally.  I have always ascribed to Peter Drucker’s adage that we are not in business to create a profit but rather to “create a customer.”  It is through customers that profits come!  That said, profits come differently from varied customer segments.

High volume customers keep a business afloat and it is wise to position your services and people to assure the loyalty of that customer segment.  While low volume customers should receive a positive and respectful service experience, segmented service delivery reflects good stewardship of your service delivery resources.

Let’s assume you could segment your customer base into low frequency/spend, medium frequency/spend, and high frequency/spend.  It is reasonable to offer service to the low group that is quality but more generic, to the medium group services that are more customized, and to the high group experiences that are more personalized.  Collecting data on your customers purchase relationship with your brand guides you in how much you can invest in augmented services and even service recovery.

While Thomas Jefferson wrote that all men are created equal in the context of the Declaration of Independence, when it comes to customer experience creation some customers are more equal than others…all, however, should be treated with respect and excellence.

Experience Delivery = Quality Products + Service Excellence + Empathy

I am blessed to be attending the gala Singapore Experience Awards as a guest of the Singapore Tourism Board.  I was asked earlier in the year to serve as a judge to help determine the best experience providers in Singapore.  As you likely know, I am a fan of this uniquely special city/state and truly enjoy the hospitality and fusion of eastern and western cultures that exude from this magical land.

That said, this trip has afforded me a couple of negative, aha moments related to my hotel stay. I have never been let down for inspiring service experience at the Ritz-Carlton Millenia but this visit found me in another high-end prominent Singaporean hotel.  The amenities are impeccable, the staff friendly and extremely efficient but…..empathy is missing.  Suffice it to say the operational excellence of this hotel may come at the expense of a heartfelt understanding and anticipation of guest needs – at least as it relates to a series of incidents I encountered.

Since Singapore is twelve hours ahead of my home time zone, I find myself sleeping at times during the day.  For the first two days of my visit, I had my electronic “do not disturb” sign on and had advised the front desk of a desired early evening wake up time.  Over those two days, I was awakened a total of 5 times for items the hotel staff wished to deliver to my room or over concerns that I needed my room refreshed.

Those experiences punctuate a truth – great products and task oriented albeit efficient service can still go bad when the emotional need state and empathy for the plight of your customer is missing.  Bleary eyed but enthusiastically, I challenge you to think of opportunities to “step into your customer’s shoes” and not simply dazzle them with what you want to achieve on their behalf or possibly at their expense.

Becoming Known For Service Excellence – Aligning Who You Are With Who You Say You Are

I have often suggested that a measure of a person and of a brand is what people say about you when you are not around. Many customer voices are included throughout my book The Zappos Experience but it seems only fitting, given the innovative use of Twitter at Zappos, to share how some customers “tweet” their take on the Zappos Experience in 140 characters or less. For instance:

@ptubach
“Went to an Indian restaurant that gave me a free beer for
showing up too early to get my food. This place is like the
Zappos of Indian food!”

From my perspective, the Zappos Experience reflects a culture committed to impassioned service delivery, transparent communication, acceptance of differences and weirdness, a highly playful/highly productive and innovative business where staff and customers become fully engaged and emotionally connected. Micah Solomon, contributor to Forbes.com, posed the question – “What would it mean if your business could become: the Zappos of muffler shops? the Ritz-Carlton of hardware stores? the Starbucks of hospitals?” He goes on to say “To become the Ritz-Carlton of screwdriver distributors, or whatever your particular situation may be, is going to be a lofty, time-consuming, and somewhat expensive undertaking. It’s not going to happen overnight. Even if you learn to deliver Ritz-level service once, that is far, far different from building your systems, your hiring processes, and your cultural mindset to allow such service to occur as the norm in your organization.”

Becoming known for service means that expectation-exceeding service delivery must be something that happens more often than it doesn’t. It means being creative, present, kind, and patient in finding ways to meet your customers’ needs because that’s what you do…not because someone from corporate is visiting or because secret shoppers are rumored to be about. It is simply how you operate. If your business has pieces of the puzzle in place but needs help aligning all its systems around this thinking, brainstorm the following:

  • Do you have explicit corporate values? If so, do they reflect a blend of founding principles and the evolving demands of the marketplace? Or are those values static and immutable?
  • How prominent are your values in the prospective applicant’s journey to your job posting?
  • Does your on-boarding process immerse participants in your culture or does it simply preview it?
  • How effectively does your orientation process build empathy for the customer experience and create interdepartmental connections?
  • What do your customers value? How do your corporate values match up with the wants, needs, and desires of your customers?
  • Since values can be both explicit (stated) and implicit (unstated), do your corporate actions align with stated values? If not, what do the major decisions of your business suggest about your company’s real values?

If this exercise reveals your real values differ from your stated values, how willing are you to consider revising stated values to match your demonstrated actions or revising actions to match your stated values?

Blessed are the Peacemakers. They will Experience Business Success!

Leadership guru Brian Tracy has been kind enough to endorse a number of my books and I have looked to him for wisdom throughout the years. One of my favorite quotes of Brian’s is “Set peace of mind as your highest goal, and organize your life around it.”

The older I get the more value I see in creating “peace of mind” for oneself and for others. In fact. consumer trend data in the and research on “emotional value” make a case for being in the “peace of mind business.”

The rise in consumer skepticism is a direct result of many companies selling a promise that they frequently fail. You know the ads that make you think a product or service will make you smarter, taller, thinner, more attractive and rich – when in truth the only person getting rich is the company that lured you in.

I have been asking my team and individuals in the businesses with which I work how can you assure your customers “peace of mind?” How can you guarantee that customers will get what they ask for and not have to worry about or follow-up with you to get there needs met? How will customers know that you care about them at a level where they don’t need to constantly monitor your deliverables?

The world is complex, the demands on all of us are high and extraordinary customer experience companies make life easier and more peaceful for those they serve.

It’s time to see “peace of mind” as a value-add that distinguishes ordinary from extraordinary customer experience businesses. So, how would you rate on a 1-10 peace of mind scale?

Exploiting Breast Cancer Awareness Month – Think Authenticity When Doing Cause Marketing

As a person, who lost his wife to a six-year battle with breast cancer the month of October is bitter sweet. I am heartened by so many organizations championing the cause of breast cancer awareness, research, and treatment – the month is awash with television ads, corporate buildings bedecked with large pink ribbons, and businesses sharing the stories of employees who have “survived” the disease. On the flip side I think about the more than 220,000 women who will be diagnosed with breast cancer this year and the approximately 20 percent of those who will lose their lives to the disease.

My personal feelings aside, I caution business leaders from trying to ingratiate themselves to customers by putting their finger to the air of public opinion and selecting a popular cause to enhance their “marketing effectiveness.” Cause marketing (linking a for-profit business to a nonprofit) is a powerful tool for both business and the communities they serve but with so many organizations in need the key ingredients to partnership are authenticity and sustained commitment. Just as networking experts often advise that seeking network connections is pointless whereas building friendships is meaningful, committing to a cause like breast cancer awareness is transformational but giving out pink t-shirts with your corporate logo is not.

I was struck by an op-ed piece in the Huffington Post by Danielle Ripley Burgess highlighting cases where companies do little more than provide lip-service to cancer causes while making great profits selling cancer pins, buttons, and other commemorative items. In that piece Danielle suggests, “We should demand to see how the profits from sales of these materials actually go toward raising awareness. I’ll even go as far as hoping it’s a significant percentage since technically products like these compete with nonprofits across the country who sell similar gear in online stores, yet send 100% of the proceeds to support awareness efforts. If companies really want to raise awareness and support survivors, they need to invest in the cause. Until brands disclose exactly where the money goes, it will appear as though they’re more concerned with boosting sales than raising awareness to save lives.”

With all this pink around, it begs the question, how authentic and committed are your social cause efforts?

More Freedom Considered for Virgins: Empower Through Trust

Okay, the title may be somewhat misleading, but Richard Branson has announced a policy for a small number of employees at the Virgin Group. Essentially he is copying something that is occurring quite frequently among tech companies in the Silicon Valley and just so happens to be practiced in my company as well. Okay, get to the point, Joseph. That practice is allowing select employees to take as much vacation time as they choose. On the face of this, it sounds like a disastrous human resource strategy. Once you open up the hen-house, all the chickens will be gone. In truth, at my company, for example, the most committed and dedicated staff need to be encouraged to take personal time. Moreover the freedom and autonomy granted to them produces incalculable levels of engagement and productivity. Borrowing from the work of Daniel Pink and his breakthrough book, Drive, most human beings are motivated by purpose, mastery, and autonomy. While I do not encourage this as a business practice for every individual and every organization, in my company and as it’s being considered at Virgin and Netflix, select individuals who already demonstrate a powerful work ethic should be managed based on projects, not time. In a world where the boundary between personal and work life has been seriously blurred by smart phones and technology, why wouldn’t you wish to give the respect, authority, and autonomy of scheduling work time and vacation time to your highest producers? If you’re worried about people abusing the policy, they are probably the wrong people to whom the policy should be applied. By contrast, people who take a true ownership stake in your business will likely under utilize time off, even if its provided on a buffet.

To Tattoo or Not to Tattoo? – Starbucks, Ink, & Customer Experience

“Cover your tattoos!” That’s the current policy at Starbucks (and for that matter many other businesses).

Partners (the Starbucks term for employees – more on that in my recent book Leading the Starbucks Way) are hired without prejudice for tattoos; they just can’t be visible to customers. Now the company is reconsidering its policy and if Starbucks makes the change, it is logical to conclude many other employers will follow suit.

So how did this reconsideration process begin at Starbucks? It started with a question from Starbucks CEO, Howard Schultz, asking partners how their careers could be improved. One of the risks of asking such a question is that you have to seriously consider and respond to the input you receive and in Starbucks case that input included a sizable response concerning the freedom to bare ink.

While I personally have not sought to express my individuality through tattoos, my hunch is Starbucks will and should change its policy. I know the leadership at Starbucks and they know the importance of partner engagement to the delivery the experience they seek. Their employee and customer base will not be aghast with visible tattoos on baristas and few, if any, customers will turn away from the brand for a reversal on this policy.

Companies who select and hire people only to tell them to hide a part of themselves at work might think about changing their selection criteria as opposed to developing policies to quell the spirit and individuality of those hired. That’s my two cents…what do you think?

A Lesson Your Business Could Learn from the Ray Rice Video

I will leave it for others to opine about Ray Rice, his wife, and the NFL. But as a customer experience consultant there are two important business lessons to take from this horrific situation. Assume every customer interaction is being videotaped and appreciate the power of viral video.

When I was a kid my dad was quick to say, “never do anything that you wouldn’t want to read about in the newspaper.” That “dadism,” while dated, applies more than ever in a world fueled by stories secured with the ease of pushing a button on a phone. One doesn’t have to look far to find a bevvy of YouTube videos where customers capture images of their telephone screen depicting a 2 and 1/2 hour hold time on call. The audio you hear is often the repetitious “someone will be with you shortly.” I recently shared the stage with Dave Carroll who has literally launched a speaking career and even written a customer service book based on his YouTube video/song titled United Breaks Guitars (sharing how United Airlines broke and did not replace his Taylor guitar).

Treating a customer badly doesn’t necessarily end with them grumbling to a few friends and family members. This week we all experienced the impact of video evidence. Moving images shaped and changed perceptions and fueled outrage.

I have never been one to advocate striving for exceptional customer service delivery to avert consequences such as negative customer services videos. We should serve one another well because it is the right thing to do.

Thanks to the technology of today, we must assume that whatever we do (good or bad) will be seen, captured and shared!