Starting an occasional series in which I report back from the front line of customer experience. As well as an obsession with the minutiae of customer experience I have an obsession with keeping things as simple as possible (but no simpler as Einstein once put it) and so a recent experience with M&S Food reminded me, once again, how introducing even a small amount of complexity into a transaction can result in a poor customer experience, despite the heroic efforts of front line staff… Continue reading “Tales from the sharp end #1: M&S Food”
In last month’s post I identified The One Rule for strategy in a customer-driven organisation.
Everything relates to delighting customers
The use of the word delighting is important: it means achieving the customer’s desired outcomes.
The word everything is important as well as it’s likely to be the source of a number of questions or objections that might be arising. Let me deal with the ones that I can think of… Continue reading “Five objections to The One Rule”
There’s only so much pizza a man can take in the interests of customer experience and so this week my Pizza Express odyssey comes to a (satisfactory) conclusion. In other news, my local arts centre makes me yearn for a bit of NPS and decide to call time on the weekly reports. Continue reading “My week in CX #10”
I’ve been thinking a lot about simplicity lately, partly because simplification is a major outcome of knitting fog and partly because I am starting to feel a bit overwhelmed by articles with titles like ‘N top tips to improve your Customer Experience’ or similar where N is usually an odd number between 5 and 25 . If I add together the various Ns I have too many rules, tips and hints to keep in my head at once so, as an antidote to tip overload (the tipping point?) I have identified the one essential rule you must adhere to when defining – and implementing – customer strategy.
In a week in which my customer experiences revolve around eating, I give some feedback, find out how much my advice is worth, eat far too much pizza and receive more communication from the mysterious Amy Ingram…
Delays to last week’s customer experience owing to some pressing client work means that I’m casting my mind back to about a fortnight ago… if only I had some memory enhancement to help me… more on that later. It was a week in which tech matters seemed to come to the fore, particularly in the area of artificial intelligence (AI) where the future may be arriving, albeit slowly.
Is there a recipe for transformation? Can a business genuinely transform itself to be customer-led? How do you get started? I attended a breakfast discussion on the topic of transformation with a group of fellow Comotion associates recently and whilst these questions are straightforward, some of the answers challenge accepted wisdom on strategy and transformation. Continue reading “Transforming to a customer-led business: a potential model”
I like the occasional beer, and I like brands that position themselves as something a bit different, so it was disappointing to read of the contortions that self-styled punk brewers Brewdog went through when their solicitors asked Birmingham pub The Wolf to change its original name – The Lone Wolf – as it conflicted with the brewer’s new spirits brand of the same name.
Brewdog’s actions sit uncomfortably Continue reading “Dog days: when brands bite”
In a week that has been dominated by the attack on Westminster Bridge and the Houses of Parliament on Wednesday I, like the vast majority of Londoners, have just carried on with what I need to do. This week has involved monkeying around with surveys, talking about agility and generally getting distracted. Continue reading “My week in CX #7”
Designing and implementing a new operating model is one of the biggest challenges an organisation can undertake, and increasing pressures and strategic priorities mean that results need to be achieved in a shorter and shorter timescale. Do the agile approaches that have arisen over the last few years – mainly in the development of digital products and services – provide a way of meeting these demands and creating organisations fit for the future? Or does the slow and steady ‘classic OD’ approach provide a more lasting solution that fits with larger organisations’ ways of working.