If you’ve been to one of Shake Shack’s 300-plus locations around the world, chances are you’ve had to wait in line. The restaurant draws a crowd with its fresh ingredients and elevated take on fast food. The entire brand is built around great food and great service, and it’s a hit with customers.
Shake Shack stands out because of its fine dining-inspired approach to burgers and fries. The restaurant uses real ingredients, fresh flavors, and great chefs to make food to order. The wait might be a little longer, but customers don’t mind standing in line to get amazing food.
According to CMO Jay Livingston, delivering a strong customer experience has been part of Shake Shack’s brand since the beginning. The company doesn’t just want to use the fine-dining approach in its food, it also wants to use fine dining to inspire its experience. The company aims to provide great hospitality and an elevated guest experience. Employees offer personalized service and customize each meal instead of simply rushing to put food on the plate.
Employees at all levels give their best to customers, no matter where they work or how busy they are. Every Shake Shack employee spends their first five days at the company working all the stations in a restaurant, including prepping the food, manning the grill, and working the cash register. Livingston says it instills in employees, even those who don’t work in the actual restaurants, the work that goes into delivering fine dining food to customers quickly and hammers home the brand promise.
Shake Shack uses customer experience to build its brand by being transparent and authentic in every interaction it has with customers. The company is moving to become more data-driven to better understand guests and test ideas more quickly.
That hasn’t changed during the COVID-19 pandemic, as Shake Shack has been forced to speed up the buildout of its digital products. Customers can now order online or through the app for pickup and delivery as a way to expand the experience to what customers need most. It even rolled out a DIY burger kit so customers can make their favorite Shake Shack burgers at home and will unveil drive-thrus in 2021—all in the name of delivering great food just how customers want it.
Shake Shack has a strong online presence and regularly collaborates with top chefs on its social channels to show their process for making food. The collaborations give guests a behind-the-scenes look into how the food is developed and cooked. The goal isn’t to sell hamburgers, it’s to connect with guests on a deeper level and involve them in the many sides of Shake Shack.
Customer experience is the foundation of Shake Shack’s brand. Continually developing CX and relating it back to the major brand promises of elevated food and service has helped Shake Shack see incredible growth.
Blake Morgan is a customer experience futurist, keynote speaker and author of the bestselling book The Customer Of The Future. Sign up for her new course here. For regular updates on customer experience, sign up for her weekly newsletter here.
For years, experts have talked about millennials and looked towards the future of Generation Z, the generation to follow. But Gen Z is now here and already having a massive impact, both as employees and as consumers. Marketers need to understand Gen Z to realize its full impact and to separate the truth from long held myths.
Generational researcher Jason Dorsey is an expert on all things Gen Z. He studies generational behavior so that leaders, marketers, employers and others can understand the differences between each generation. But he warns against putting generations in boxes. The wide range of ages and life experiences means that within a generation are multiple different groups. However, generations offer powerful clues that can drive trust and help marketers create valuable experiences by bringing them one step closer to understanding their consumers.
Contrary to what many people think, Gen Z isn’t made up entirely of teenagers. The group is growing up, so that the oldest members are now approaching their mid-20s. Gen Z is the fastest growing generation in the workforce.
Most people view Gen Z as the next wave of millennials, but Dorsey’s research shows that Gen Z is actually very different. He calls Gen Z a throwback generation that actually has more in common with baby boomers than millennials. Gen Z is one of the most frugal generations. They are more likely to use coupons and find deals than their millennial predecessors. They want to graduate college without debt and tend to care more about their workplace benefits. A large number of Gen Z is even already saving for retirement. Dorsey’s research also found that Gen Z will soon leapfrog some millennials in the workforce, creating a strange combination of generations and ideologies.
Gen Z is more likely to trust an influencer or someone like them over someone with advanced degrees. And because they’ve grown up with technology and smartphones, Gen Z values social media and the news it provides, but realizes it creates many mental health triggers.
Gen Z doesn’t remember 9/11, which was the generational defining event for millennials. Gen Z doesn’t know life before 9/11, and their lives aren’t shaped by the changes that happened after the event. Gen Z doesn’t represent change because this is all they’ve ever known. In many ways, the COVID-19 pandemic will be the generational defining event for Gen Z and impact their mindset moving forward.
So what does this mean for marketers? Understanding that Gen Z isn’t simply millennials 2.0 is an important differentiation. Gen Z values different things than millennials and has different priorities. They also aren’t the teenagers many have long considered Gen Z to be. Gen Z will have a tremendous impact on the workforce and the economy going forward as they become the most powerful generation.
Understanding generations gives marketers clues and tools to know their consumers. With this understanding of generational cues, marketers can create more personalized experiences that best target this influential group.
Blake Morgan is a customer experience futurist, keynote speaker and author of the bestselling book The Customer Of The Future. Sign up for her new course here. For regular updates on customer experience, sign up for her weekly newsletter here.
In the midst of a global pandemic, pharmaceutical companies around the world are rushing to develop a vaccine to COVID-19. In an industry that typically takes years to create, test and market new drugs, the incredible time crunch for the COVID vaccine is pushing companies to their limits.
But it’s not just pharmaceutical companies that are in the race to create a vaccine. There are also companies helping behind the scenes with digital transformation. NECI and its president Tom Ramundo are working with pharmaceutical companies to create a digital stack so they can bring their product to market much more quickly.
Digital transformation and industrial automation greatly speed up the testing process by using data and predictive analytics to see how a vaccine performs in trial. Ramundo says that many of the companies working to create a COVID vaccine were born to be digital companies. They are taking the digital fingerprint of the protein that makes up the virus and utilizing it to develop their product. When working on a project that changes the timeline from months and years to days and weeks, companies must be digitally enabled. Without a digital transformation, companies couldn’t come close to creating a COVID vaccine in record time.
Companies don’t need to be finding the cure to a global pandemic to undergo a digital transformation. Ramundo says it’s critical for every company, no matter the industry, to adopt digital solutions to improve their processes and become more efficient.
Ramundo’s work on the COVID vaccine has highlighted three digital transformation trends:
Digital transformation is paving the way for a COVID vaccine to be introduced in record time. It can have an equally transformative effect on companies that focus on strategy and tie the digital offerings back to their business goals.
Blake Morgan is a customer experience futurist, keynote speaker and author of the bestselling book The Customer Of The Future. Sign up for her new course here. For regular updates on customer experience, sign up for her weekly newsletter here.
Most companies and consumers know they should fight against climate change and want to make a difference, they just don’t know how.
With carbon emissions increasing across the globe, it can feel overwhelming to make a difference. Companies don’t know how to start or even if their efforts will pay off and actually have an impact.
Austin Whitman is founder and CEO of Climate Neutral, a non-profit organization that makes it simple for companies to track and offset their carbon emissions and certifies companies that are actively working to reduce their carbon emissions. The goal is to provide companies a turn-key addition to their sustainability work and to start conversations with consumers about climate change.
Whitman believes that the fight against carbon emissions is improved when companies involve customers in their eco-friendly initiatives. Not only does it empower customers, but it also creates a powerful partnership for good. Here are three ways to connect with customers on climate change:
Climate change is a real problem for our world, but customers and companies can make a positive difference when they work together. Climate Neutral shows organizations that it’s possible to take a real stand against carbon emissions. When brands involve their customers in the conversation and action, the movement becomes even more powerful.
Blake Morgan is a customer experience futurist, keynote speaker and author of the bestselling book The Customer Of The Future. Sign up for her new course here. For regular updates on customer experience, sign up for her weekly newsletter here.
After months of quarantine and isolation, consumers are slowly starting to adjust to a new life with COVID-19. As stores reopen and re-adjust, they are faced with customers who are drastically different than they were just six month ago. According to Walter Robb, former co-CEO of Whole Foods, in order to transition and move forward, stores must re-build consumer trust.
Moving forward in the pandemic starts by understanding what customers are thinking and feeling. Robb’s current company, S2G Ventures, recently published a report about the future of food in the age of COVID and uncovered many changes to customers’ mindsets. Today’s customers are out of their pre-COVID rhythm and are trying to find and settle into new routines while wrapping their heads around all the changes. Customers are adjusting and adapting by doing more things at home, leaning on different experiences and connecting with friends and brands digitally.
Amidst all these changes, what customers really want is trust. They want the safety, security and transparency of trusting the companies they do business with. That includes things like knowing where their food comes from and understanding the manufacturing process for their clothes and home items.
According to Robb, today’s retailers are at a tipping point: with a new generation of shoppers and a new world situation, companies have to contribute to solutions—they can’t just sit back. Retailers must actively work to build consumer trust by being transparent and authentic.
Robb says retailers can re-earn trust and loyalty through three key principles:
COVID has changed how customers think and act, and retailers need to respond accordingly. To build trust, brands must understand modern customers and find ways to rebuild trust every day.
Blake Morgan is a customer experience futurist, keynote speaker and author of the bestselling book The Customer Of The Future. Sign up for her new course here. For regular updates on customer experience, sign up for her weekly newsletter here.
What do you do when everything about how you run a business goes out the window?
Software company Red Hat is regularly recognized as one of the best places to work, in part because of its strong community and culture. But when the COVID-19 pandemic forced employees around the world to work from home, the company had to find new ways to support its employees.
DeLisa Alexander, Red Hat’s Chief People Officer, is leading efforts to stay connected to remote employees and support them to become their best selves, even in times of stress and uncertainty.
Here are six ways to support employees during COVID-19 and how Red Hat has turned a crisis situation into an opportunity to continue to build its strong culture.
No matter the global situation, Red Hat believes employees should always feel supported and empowered to bring their whole selves to work. COVID-19 has changed how that happens, but staying flexible and finding new ways to support employees has helped the company continue to grow its culture.
Blake Morgan is a customer experience futurist, keynote speaker and author of the bestselling book The Customer Of The Future. Sign up for her new course here. For regular updates on customer experience, sign up for her weekly newsletter here.
The B2B space is often an overlooked area for customer experience. But customer-centric experiences are crucial in the B2B world and come from listening to customers and continually evolving.
When Kristi Langdon joined Daimler Trucks, she saw the company was incredibly product-focused, but not very customer-focused. The company was successful because of its great products, but Langdon knew B2B was shifting its focus to give more power to customers. She stepped into her current role as Daimler’s Head of Customer Experience and worked with the CEO to lead an effort to put customers at the center of Daimler’s B2B experiences.
Daimler’s true first effort into customer-centricity came in November 2017 with its Customer Experience Day. All 22,000 Daimler employees around the world paused their normal work and spent the day listening to customers and learning about their experiences of doing business with Daimler. During those sessions, one customer made a comment that has become a driving force in the company: “You have great people and an amazing product, but your processes need work. We’ve got to work together on your processes.”
Customer Experience Day also introduced employees to design thinking, Daimler’s new approach to customer experience. Employees broke into groups with trained facilitators to practice empathetic listening and creating prototypes to solve problems and improve processes. The entire day showed employees the true customer experience, what can be improved and how their work makes a difference. Daimler’s Customer Experience Day is now an annual occurrence and reminder that everyone in the company has a role to play in customer experience.
By listening to customers, Langdon and her team learned that customers’ main pain points were a lack of communication and nearly everything about truck service and repairs. From there, the customer experience team looked for ways to automate processes to create smoother customer interactions and more self-service options.
Leaning in to technology to better serve customers requires removing silos, especially between the business and IT sides of the company. As Langdon says, customer-centric models require partnerships between departments. Daimler is focused on shifting technology investments and increasing skills of the workforce so its people and developers know how to best serve customers and help with automation.
Creating customer-centric experiences means being vulnerable and willing to listen to feedback that isn’t always pleasant. Langdon and her team discovered that Daimler customers have to contact the company an average of six times to get a problem solved, which was much higher than they thought. Daimler is working to lower the number so that customers only have to contact the company once or even not at all because of proactive service that reaches out to customers before problems arise. Getting regular feedback from customers and being willing to listen and improve the unpleasant aspects of the business helps Daimler stay connected with customers and constantly improve.
Daimler’s push towards customer-centricity is continual. Building customer relationships, opening feedback channels and leveraging technology help the company deliver strong B2B experiences and create a competitive advantage.
This week’s podcast is sponsored by TTEC.
Imagine an interaction that’s so simple and easy, that you don’t even think about it!
TTEC calls this ‘mastering the effortless experience’… and it’s the future of CX.
When your competition is just a click away, how do you ensure your customers stay loyal? How do you keep your employees engaged and motivated? How do you make sure your brand thrives?
Managing over 3.5 million interactions daily, TTEC are CX experts who know what it takes to deliver amazing and effortless customer experiences. They combine CX strategy with proven-processes, award-winning people engagement and best-of-breed technology to deliver holistic solutions focused on driving real-world results for their clients every day.
Don’t get lost in a sea of competitors. Effortless is not a destination. It’s a journey. And TTEC can be your guide to an effortless future.
To find out more about how TTEC can help you transform your customer experience visit TTECDigital.com
No one could have ever predicted what would happen in 2020. Aside from the pandemic and its impact on the global economy, unemployment, remote learning and a host of other issues, there are also widespread cries to end systemic racism, fires and natural disasters and a tumultuous presidential election. It’s more than anyone could ever have imagined, and it’s taking a toll on consumers.
But even with these unique conditions, companies are moving forward and working to grow and provide great service to customers. The question many companies face is how to connect with customers when so much about the world has changed and people are facing so much stress.
Amelia Dunlop, Chief Experience Officer at Deloitte Digital, refers to it as the emotional toll COVID-19 has taken on people. No matter how it affects each person, the pandemic and other crises have caused stress and exhaustion and changed people.
Deloitte Digital set out to get a pulse on how customer behavior is changing amidst all of the chaos. A survey of 28,000 Americans introduced numerous stories about the changing human experience and showcased what Americans are going through, where they need help and what companies can do to stay relevant. It comes down to one key area: be human. Consumers want companies that are empathetic and see them as individuals in the middle of a crisis, not just shoppers who are the same as they were six months ago.
Deloitte Digital’s results found three ways companies can become more human during a crisis:
Being human requires companies to understand their customers and especially how they are reacting to challenges of the current crisis. The Deloitte Survey also found that people fit into three different clusters:
Although everyone is going through the same crises, Dunlop says each person values different things. For companies to stay relevant and stay human, they have to build empathy and softer experiences for stressed consumers.
Crises will always be part of doing business, even when they are as unpredictable as 2020 has shown. Keeping a good understanding of customers and staying human can help companies navigate crises and maintain strong relationships.
This week’s podcast is sponsored by TTEC.
Imagine an interaction that’s so simple and easy, that you don’t even think about it!
TTEC calls this ‘mastering the effortless experience’… and it’s the future of CX.
When your competition is just a click away, how do you ensure your customers stay loyal? How do you keep your employees engaged and motivated? How do you make sure your brand thrives?
Managing over 3.5 million interactions daily, TTEC are CX experts who know what it takes to deliver amazing and effortless customer experiences. They combine CX strategy with proven-processes, award-winning people engagement and best-of-breed technology to deliver holistic solutions focused on driving real-world results for their clients every day.
Don’t get lost in a sea of competitors. Effortless is not a destination. It’s a journey. And TTEC can be your guide to an effortless future.
To find out more about how TTEC can help you transform your customer experience visit TTECDigital.com
The COVID-19 pandemic may have upended nearly everything about how we live and work, but it hasn’t stopped innovation.
While many people and businesses are struggling to stay afloat and work through their day-to-day issues, Lisa Bodell, founder and CEO of FutureThink, says there’s never been a better time to be innovative. She views COVID-19 as the great reset that has paved the way for innovative changes. Innovation is more important now than ever, but it requires a new approach in our new world.
COVID-19 can act as a catalyst for innovation and allow us to turn changes we were forced into by a global pandemic into productive and long-term changes in our organizations. Here are three ways to stay innovative in the age of COVID-19.
Question Assumptions
How we innovate is based on our assumptions. The key to strong innovation and being open to new ideas is to question the assumptions we’ve always had or that are part of society. For years, we’ve assumed certain things that are now being challenged. Many companies assumed they couldn’t have their employees work from home. But when they were forced to let go of those assumptions, they realized remote work can be effective for their teams. Questioning that assumption has allowed companies to create innovative remote work practices.
As you set out to innovate, question the assumptions you hold personally or within your organization. Ask yourself why you think a certain way and why things matter. Innovation comes when people are willing to find creative solutions and re-create norms.
Simplify
When processes are inefficient or redundant, people can feel burnt out or too busy to innovate. The goal of simplicity isn’t to get more work done, it’s to do the work that matters. Bodell says anything can be simplified, but especially our processes, mindsets and schedules. Start by stripping things away to the essentials and only adding back in the things that matter most. Evaluate every aspect of your schedule or process to ensure it is valuable and not just busy work. Pharmaceutical company Novartis simplified its processes to drive collaboration and innovation. Video is now mandatory for all meetings, and any meeting longer than 30 minutes requires permission. Other companies are only allowing meetings to be scheduled on certain days of the week so that employees can focus on their own work the rest of the week.
When your mind and schedule is free of pointless or busy tasks, you have more energy to dedicate to innovation and can clear the space for better ways of doing things.
Know Your Skillset And Pivot
Innovation requires individuals and companies to pivot to something new. Successful innovation is often based on your skills and abilities. Instead of trying something completely new, you can pivot to an area where you know you will be strong.
Bodell recommends knowing your skillset and pivoting within those boundaries. Start by examining your skills and abilities. Where are areas you excel or that you know you can thrive? Use those skills as a jumping off point for innovation. Bodell shares the example of Dyson, a company that has a well-established production process. When COVID-19 first hit, the company was able to easily pivot from manufacturing vacuums to manufacturing respirators. Because of the company’s expertise in manufacturing and established culture of curiosity, Dyson could pivot to a new product area and innovate.
COVID-19 has proven to be a catalyst for innovation. To keep innovation moving forward, focus on questioning assumptions and simplifying so you and your organization can become agile and be able to pivot, no matter what is happening in the world.
This week’s podcast is sponsored by TTEC.
Imagine an interaction that’s so simple and easy, that you don’t even think about it!
TTEC calls this ‘mastering the effortless experience’… and it’s the future of CX.
When your competition is just a click away, how do you ensure your customers stay loyal? How do you keep your employees engaged and motivated? How do you make sure your brand thrives?
Managing over 3.5 million interactions daily, TTEC are CX experts who know what it takes to deliver amazing and effortless customer experiences. They combine CX strategy with proven-processes, award-winning people engagement and best-of-breed technology to deliver holistic solutions focused on driving real-world results for their clients every day.
Don’t get lost in a sea of competitors. Effortless is not a destination. It’s a journey. And TTEC can be your guide to an effortless future.
To find out more about how TTEC can help you transform your customer experience visit TTECDigital.com
The COVID-19 pandemic rocked companies and customers around the world. As businesses struggled to survive, many put focusing on their customers on the backburner.
But that’s not the case for Workday. The software company is regularly ranked one of the best companies in the world for its customer service and boasts an impressive 97% customer satisfaction score. As the world fell into chaos, Workday stayed close to its customers and used the crisis as a chance to strengthen relationships.
Emily McEvilly is Workday’s first-ever Chief Customer Officer. She views her role to be the chief customer advocate and ensure that the customers’ voice is present in everything the company does. Never has that been more important than during the global pandemic. McEvilly said Workday was faced with three main waves of COVID-19 response. The first wave was when stay-at-home orders were first issued. As companies tried to wrap their heads around working from home, Workday B2B clients were mainly focused on business continuity and keeping things moving forward.
The second wave came later as companies and employees found a groove of working from home. They had managed to stay afloat, but now faced the challenges of adapting potentially long term. Workday continued its standard personalized approach to customer service but tailored it to meet the many needs of its clients. Employees known as Customer Success Managers were assigned to groups of customers to develop strong relationships with them. Those employees serve as a point of contact for customers and use their knowledge of each customer to offer personalized service. Instead of customers having to blindly call customer service, they have a single person they can contact directly to meet their needs.
Workday covers clients in nearly every industry around the globe, and the different needs of those companies became clear during COVID-19. A one-size-fits-all response to the pandemic wouldn’t work with the differing situations. Instead, Workday divided its employees to each serve certain customers. During a crisis, speed is of the essence, and pre-assigning employees cut down on customers having to wade through red tape to find the right person to help them.
McEvilly shared the example of one large U.S. retailer that wanted to give its front-line workers an hourly increase. Workday’s customer-centric response helped the company quickly make the change to best help its employees. Another much smaller company has a different type of global workforce that wasn’t used to working from home. Workday employees updated the client’s software to allow managers to easily track employee tasks and even provided consulting hours to help them make changes in their apps. Going one step further, Workday shared the experience in its customer portal so that any customer could see how the product could be tailored.
According to McEvilly, the third phase of COVID-19 response hasn’t yet arrived. That will be when companies get back to working in person or with a long-term remote work strategy. In preparation for that phase, Workday is already building new partnerships to strengthen its products to deliver agile features customers will need.
Like with many other companies, COVID-19 pushed Workday to implement digital programs earlier than originally planned. Workday accelerated the launch of its Digital Customer Experience, which optimizes all systems related to Workday applications. The applications themselves are powerful and efficient, but the programs that support the applications and educate customers needed to be refined. The digital approach is improving how customers search for information and learn about their Workday products to get the most value.
Customer-centricity is never more important than during a crisis. The COVID-19 pandemic shows that customers crave connection and want personalized service to keep moving forward. By offering personalized, digital solutions, Workday is able to keep its customers central to everything it does, no matter what is happening in the world.
This week’s podcast is sponsored by TTEC.
Imagine an interaction that’s so simple and easy, that you don’t even think about it!
TTEC calls this ‘mastering the effortless experience’… and it’s the future of CX.
When your competition is just a click away, how do you ensure your customers stay loyal? How do you keep your employees engaged and motivated? How do you make sure your brand thrives?
Managing over 3.5 million interactions daily, TTEC are CX experts who know what it takes to deliver amazing and effortless customer experiences. They combine CX strategy with proven-processes, award-winning people engagement and best-of-breed technology to deliver holistic solutions focused on driving real-world results for their clients every day.
Don’t get lost in a sea of competitors. Effortless is not a destination. It’s a journey. And TTEC can be your guide to an effortless future.
To find out more about how TTEC can help you transform your customer experience visit TTECDigital.com
What do you do when your entire business is built around parties and celebrations, but people can’t actually get together?
That’s the question faced by Party City during the COVID-19 pandemic. But instead of slowing down as social distancing severely limits gatherings, Party City is taking the opportunity to pivot and introduce new services to customers.
After its stores closed in mid-March, Party City quickly pivoted to buy online, pickup in store and same-day delivery. According to CEO Brad Weston, the company already had these services on its omnichannel roadmap but had to quickly implement them in a few days instead of months or years as originally planned. Party City partnered with a leading digital fulfilment and delivery platform to enhance the delivery experience from start to finish. Delivery has been a huge boost for the company, especially for balloons. A common frustration for customers used to be going to the store to have balloons filled, only to find they didn’t all fit in their car. But with balloons being delivered, customers aren’t limited by the size of their trunk space.
Even in a pandemic, celebrations still happen. Birthdays, graduations, weddings, new babies, holidays and a host of other things give people a reason to celebrate, just in a different way. COVID-19 has forced the store to pivot many of its products and experiences, especially around virtual events. It now offers kits for easy virtual and at-home celebrations, including a DIY movie night in a box, beach day in a box, graduation in a box and many more. Party City also expanded its online resources to help customers plan and host virtual parties with step-by-step guides. In many cases, customers didn’t need tons of supplies for a virtual celebration, but the resources helped build the experience and push Party City to its new experiential focus.
Party City is in the business of helping people find and celebrate joy. Much of that starts online. Weston believes that to get customers’ attention, retailers need to provide aspirational and inspirational experiences to start customers down the journey instead of just making products available. In the case of Party City, that means providing inspiration for the entire party experience including entertainment, décor and food, instead of simply selling party supplies. Customers want a one-stop shop where they can plan amazing celebrations and be inspired.
Party City’s pivot to experiential customer service starts online by providing ideas and planning services. The company is making the big shift towards adding a marketplace of services that customers might want, including balloon artists, caterers, musicians and more. The goal is to help customers with every step of the party process, from brainstorming and big-picture ideas down to the little details and vendors.
Celebrations don’t stop because of COVID-19. Today’s customers are celebrating together while remaining apart. Party City’s pivot during the pandemic provides new resources and ideas for customers while also putting the company on the path to a more holistic, experience-based approach to celebrations of the future.
For decades, healthcare has had a reputation of being bureaucratic and difficult to work with. Customers expect to have to jump through hoops and wade through confusion to find answers to simple questions or manage their care. But the future of healthcare is anything but difficult—it puts customers first to create convenient, proactive and personalized solutions.
Kathy Klingler is Chief Consumer Experience and Marketing Officer for Blue Cross Blue Shield of Massachusetts, and she brings decades of experience in banking and other consumer industries. Her approach turns the traditional healthcare model on its head to put customers first.
Customer experience is crucial at Blue Cross Blue Shield. Klingler’s unique position puts her in charge of everything from brand strategy to digital marketing, customer experience and market insights. She works closely with the Chief Strategy Officer to integrate customer experience into the overall strategy of the company and the future of healthcare.
Blue Cross Blue Shield’s strategy reaffirms that putting the consumer at the center of healthcare is the most important thing the company can do. The company’s customer-centricity plan breaks into three pillars:
1. Digital capabilities. One of Klingler’s main focuses since joining the company four years ago has been to build out Blue Cross Blue Shield’s digital capabilities. There used to be disparate systems without a place for members to understand their plans or how to get the most value. A new digital hub is personalized for each member’s needs and allows them full access to the information they need to understand and get the most out of their plan. Modern customers crave digital convenience and being able to get information on their own schedule.
2. Communication channels. For decades, the traditional way of communicating with healthcare customers was by phone. But modern members want to interact digitally and in more convenient ways. Blue Cross Blue Shield aims to meet customers where they are in channels they already use. Customer-centric companies create more communication channels to match customer preferences and ensure those offerings are seamless and convenient.
3. Data and analytics. Blue Cross Blue Shield leverages data in a way that allows it to engage with members in more meaningful ways. Data paints a picture of members and allows contact center agents to proactively suggest care that members might need. Data and analytics add a powerful tool to understanding and serving customers. During COVID, Blue Cross is proactively reaching out to members who are at higher risk or live in hotspot areas to ensure they get the care they need.
The mission of Blue Cross Blue Shield of Massachusetts is to put customers first, and it’s something that the employees and leaders live and breathe. By staying in contact with customers and combining customer data, third-party data and behavioral data, the company understands what its members need and is constantly adapting to meet their needs.
In the future of healthcare, Blue Cross Blue Shield’s customer-centric strategy will become the norm. Healthcare companies must become more transparent and make it easier for their customers to get the care they need in the way they want to access it. Instead of bombarding customers with information, that means delivering personalized information clearly and simply from an ally who can guide them.
The difficulties of traditional healthcare are on their way out. In order to succeed in the future, healthcare companies must put customers first and deliver on the three main pillars of customer-centricity.
Blake Morgan is a customer experience futurist, keynote speaker and the author of the bestselling book The Customer Of The Future. Sign up for her weekly newsletter here.
A customer focus and strong customer experience starts from the top. In order for companies to be totally customer-centric, they must have strong leaders.
However, we’re facing a leadership crisis today where most leaders don’t know how to lead. Jacob Morgan (who just happens to be my husband) is a best-selling author and expert on leadership and the future of work. As he was conducting research for his book, The Future Leader, he came across this startling statistic: most people become leaders in their mid to late 20s, but they don’t receive formal leadership training until their late 30s or early 40s. That means most leaders go more than a decade without any training. No wonder we have such a lack of strong leadership.
To be effective, leaders have to take training into their own hands. The first step is to create your own definition of leader and leadership. We are surrounded by leadership, but few of us can actually define it. Establishing a definition allows companies to create filters for who they hire and promote. Those filters ensure that the organization is filled with consistently great leaders instead of a mix of great and sub-par leaders.
Jacob’s definition of leadership is being a lighthouse. The purpose of a lighthouse is to shine light on ships in the harbor and guide them to safety and success. Similarly, a leader’s purpose is to guide their people and organization to success. But a leader lighthouse is useless without ships. Leaders can’t just focus on themselves—they must focus on others.
From interviews with more than 140 top CEOs, Jacob created the Notable Nine: the skills and mindsets leaders need to adapt to succeed in the future of work. These skills are crucial to becoming a customer-focused leader and creating a culture of customer centricity.
Mindsets
Skills
A common element for all leaders, especially those leading through the current uncertainty of COVID-19, is to focus on people, not profits. Successful leaders develop their people, set a vision, engage and coach them to be more successful. They are focused more on engaging their employees than hitting their quarterly revenue goals. As Jacob says, putting people first is a philosophy backed by a set of actions. Don’t just believe it—you have to show it.
Customer experience leadership impacts the entire organization. In order for a business to succeed, leaders must focus on people and strive to become lighthouses that guide others to success.
Blake Morgan is a customer experience futurist, keynote speaker and the author of the bestselling book The Customer Of The Future. Sign up for her weekly newsletter here.
For most people around the world, the excitement of attending an in-person event has been replaced by sitting in front of a computer screen. As the coronavirus pandemic cancels in-person events of all sizes around the world, more companies than ever before are taking their events online. But staring at a screen isn’t nearly as engaging as seeing something in person, and many companies and event attendees have struggled with the new format.
Abhishek Vanamali, CMO of Zensar Technologies, is a strong believer in virtual events. Although they can’t exactly replicate in-person events, he believes virtual events are the future and have the potential to offer amazing, engaging experiences for organizers and attendees.
Vanamali’s advice to create an amazing virtual event comes down to this: stop thinking about limitations and embrace what’s possible.
Many organizations focus on what virtual event platforms can’t do—things like not being able to network one-on-one, raise a real toast or test out new products. But to plan a successful virtual event, no matter if it is a huge conference or a small team meeting, organizers must change their thinking to see what’s possible. Vanamali says that everything we thought isn’t possible virtually is actually possible in some form. The first step for event organizers and marketers is to educate themselves and discover the possibilities of virtual events.
Virtual event technology has come a long way in recent years, even before the pandemic hit. There are numerous platforms available that offer features like registering attendees, facilitating breakout sessions and allowing attendees to chat with each other during sessions.
When looking at the possibilities of virtual events, the sky's the limit. Technology makes it possible to create nearly any kind of event in a unique and memorable way. Vanamali shared the example of a high-end auction house that was forced to take its auction online. Instead of being weighed down by the idea of selling high-end art without customers seeing it in person, the company created a full-blown production. It ran an all-day virtual event complete with green screens, professional lighting, expert auctioneers and interactive content to tell the story of the art. The virtual auction wasn’t simply a recreation of an in-person auction—it was a new type of event that leveraged technology and helped the company sell $420 million of art online.
One of the biggest challenges of virtual events is keeping participants engaged. It’s one thing to sit in a room with hundreds of other people and absorb a presentation, but it’s completely different to be alone at home with dozens of distractions. The Zensar Technologies annual sales meeting addressed this challenge when it added a gamification element for its 300 attendees. While the event was happening virtually on one screen, attendees were also using a companion mobile app to scan AR markers on presentation slides. The person who scanned the most markers over the three-day meeting won a grand prize, and participants got competitive as the leaderboard changed. Zensar also used the app for trivia contests and quizzes between sessions. Vanamali says participants were engaged by the unique gamification piece, which led them to pay more attention to the content and have a better experience.
The global pandemic has put virtual events at the forefront of business, and they aren’t going away any time soon. Now that companies have seen the potential of virtual event technology, more events will stay virtual or adopt a hybrid model. To create a great virtual event, remember to embrace technology and consider its many possibilities instead of getting weighed down by its limitations.
This week’s podcast is sponsored by Zendesk.
Things are a little weird right now. The sudden change in the world—and the world of business—has created new challenges. A lot of companies are struggling to keep up with what matters most: their customers. Zendesk is here to help. They put together a six-month complimentary Remote Support Bundle. To learn more visit www.Zendesk.com/modern.
With a wealth of customer data available, companies have more opportunities than ever before to deliver personalized customer experiences. But creating a unique experience for each person can take valuable time and resources. Successful companies leverage data to balance personalized experiences with scalable interactions that appeal to everyone.
Bryan Flores, Group Vice President, Marketing & Strategy at Frontier Communications, says companies must weigh the tradeoffs between individual experiences and universal truths. The aspects of the experience that apply to everyone are universal truths—things like nobody wants to pay more than they need to or the idea that the service always needs to work. Those universal truths should be table stakes and a built-in part of all experiences.
Individual experiences, on the other hand, can change depending on the type of customer. Each person has different needs and preferences, such as a Frontier Communications customer who prefers to stream video on their smartphone versus someone who uses wireless internet to homeschool their children on a laptop. Both customers want the same universal truths—dependable internet at a fair price—but how they receive the service and their interactions with the company will be different.
All experiences rely on data to be effective. Flores says his company looks at a huge array of data to truly understand its customers, both on a large scale and an individualized basis. Data shows how customers are using the internet, what devices they use to stream and watch TV and what they are looking for in their own experiences. Data shows consumer trends and individual preferences.
Data is also a powerful tool for employees to better know the customers they are serving. Flores says using technology to make employees’ lives easier can greatly impact the customer experience by giving employees the tools they need to provide excellent service. Data powers dashboards that make the most pertinent consumer information available to Frontier Communications representatives. When a customer calls, the employee can quickly see their transaction history and preferences to provide a unique experience, while also understanding the larger data for the entire customer base. The employee may know that the wider customer group in that geographic area uses the internet primarily at certain times a day and can combine that information with what they can see about the customer, such as that they work from home, to recommend the best internet to meet their needs.
Leveraging data allows companies to provide individual experiences at scale. Instead of having to sort through data individually or take time to get to know each customer, companies can rely on data to track customer interactions and predict what each customer wants and needs. Data can also pinpoint why customers do certain things to offer a clearer understanding of their lifestyles and habits.
Modern companies don’t have to choose between individualized experiences and scaled experiences. By leveraging data, they can have both. Taking advantage of data makes employees’ and customers’ lives easier and helps everyone get a customized experience, no matter how many customers there are.
This week’s podcast is sponsored by Zendesk.
Things are a little weird right now. The sudden change in the world—and the world of business—has created new challenges. A lot of companies are struggling to keep up with what matters most: their customers. Zendesk is here to help. They put together a six-month complimentary Remote Support Bundle. To learn more visit www.Zendesk.com/modern.
After months of stay-at-home orders and closed doors, small businesses across the globe are starting to reopen. But the world they face today is drastically different from the one they were operating in just a few months ago. To succeed in this new world, small and mid-sized businesses need strong resources and support systems.
According to Kim Dixon, COO of FedEx Office, SMBs face two main challenges as they reopen:
Overcoming these challenges can be overwhelming to small and mid-sized businesses, especially as they traverse an unknown world and anxious customers. As FedEx Office navigates its own transition in the COVID world, it also creates experiences to help its customers with their reopenings.
According to Dixon, the first priority for FedEx Office and other SMBs should be to create a clean and safe environment for customers and employees. In most cases, that means establishing new health and cleaning protocols, switching from reusable to disposable or digital items and adding tools like hand sanitizer and face masks. Once a business has created its cleaning processes internally, it can communicate those practices with customers through direct marketing, mailers and email and social media updates.
Within the businesses, many items need to be rearranged or spaced out to accommodate social distancing. Many small businesses use social distancing floor graphics to make sure customers are properly spread out. Customers won’t return to a store if they don’t feel safe and clean. Establishing processes and clearly communicating them with customers is one of the most powerful marketing messages during the COVID pandemic.
FedEx Office also sets the example to its SMB customers of how to interact with their own customers. FedEx Office created special pricing and promotions to help during tough economic times and made in-demand resources, such as templates for social distancing signs, easily available to customers. Similarly, SMBs can follow the example to make things as seamless as possible for customers.
FedEx Office also listens to customers and regularly implements their feedback to eliminate pain points and improve the overall experience. Customers weren’t satisfied with the design offerings, so FedEx Office partnered with design leader Canva to make it fast and cost-efficient for brands to create beautifully designed materials. To survive in the current global landscape, SMBs need to listen to their customers and find ways to make their lives easier by eliminating pain points.
Small and mid-sized businesses face an uphill battle as they reopen in the middle of a global pandemic. But finding strong partners and resources and clearly communicating with customers can help them overcome their biggest challenges.
This week’s podcast is sponsored by Zendesk.
Things are a little weird right now. The sudden change in the world—and the world of business—has created new challenges. A lot of companies are struggling to keep up with what matters most: their customers. Zendesk is here to help. They put together a six-month complimentary Remote Support Bundle. To learn more visit www.Zendesk.com/modern.
People browse Pinterest for inspiration on recipes, fashion, home décor, health and wellness, travel and much more. But in the future, that browsing could easily turn into shopping. Pinterest is leading the charge for smooth, shoppable content—the future of retail and customer experience.
According to Dutta Satadip, Chief Customer Officer at Pinterest, the company tries to strike the balance between knowing when to personalize and when to scale. Customers want relevant recommended content, but they also want access to a wide range of ideas. Most customers come to Pinterest to find something, so Pinterest is moving in the direction of not only showing users the content they are looking for, but also making it seamless to instantly purchase that item. The vision of shoppable content is that in the future, every pin is a starting point for shopping. Instead of simply using Pinterest as a way to get inspired, users will be able to seamlessly go from pin to purchase and trust that they will get high-quality products.
Although it might seem like a relatively simple problem, Satadip says it is actually quite complicated.
One of the big obstacles to overcome is when Pinterest users find images on the site but don’t know where to actually buy those items. They may see a great beauty product or piece of furniture, but clicking through the image doesn’t take them to a place where they can buy it. Pinterest and its advertisers are working together to eliminate friction and drive more shoppable content.
To do so, Pinterest is making sure its shoppable links are for reputable sites. Satadip says Pinterest doesn’t want to connect customers to vendors that don’t sell high-quality merchandise or don’t portray an accurate representation of their products. If a customer clicks through Pinterest to purchase a clothing item, Pinterest wants to make sure that what the customer ends up getting matches the original image. To that end, Pinterest created its Verified Merchant Program. Once a seller has been verified as trustworthy, they receive a checkbox by their name so that customers know the brand is trusted. The program is a win for both customers and retailers because verified retailers can get wider distribution, and customers can purchase with confidence. Building trust is the first step to making customers feel more comfortable clicking through an image and giving their credit card information.
The future of shoppable content comes from finding the balance between personalization and scale. High-quality items have to be scaled to be available to everyone across a wide range of topics, but users also want personalized recommendations to purchase things that match their lifestyle. Satadip says Pinterest is working on finding the balance between high-touch services, such as the white glove Verified Merchant Program, and tech-touch services that use data to scale product recommendations. The secret to building strong shoppable content is to combine humans and technology—both sides are needed to give users a frictionless experience.
As the line between social networks and shopping blurs, shoppable content will appear on many platforms. Pinterest is setting the stage to play a major role in shoppable content that is as smooth as it is beautiful.
This week’s podcast is sponsored by Zendesk.
Things are a little weird right now. The sudden change in the world—and the world of business—has created new challenges. A lot of companies are struggling to keep up with what matters most: their customers. Zendesk is here to help. They put together a six-month complimentary Remote Support Bundle. To learn more visit www.Zendesk.com/modern.
In an age where most consumers interact with companies through websites, apps and other digital channels, the utility industry is constantly lagging behind.
A recent report from JD Power found that customer digital satisfaction in the utility industry is substantially lower than other industries. As companies in nearly every other industry, even notoriously antiquated industries like insurance and banking, prioritize the digital experience and provide innovative and convenient digital solutions for customers, utility companies lag behind with outdated channels and methods. According to Jon Sundberg, Senior Manager of Digital Communication at JD Power, utility companies update their websites an average of once every five years—a lifetime in the digital space—meaning that most websites look and feel outdated and offer a clunky user experience.
By not embarking on a digital transformation, utility companies run the risk of becoming digital laggards. Aside from dissatisfied customers, Sundberg says they are also missing a chance to become more efficient and reduce costs. Without convenient digital tools to find answers, track their energy usage or pay their bills themselves, customers are forced to call the company, which is one of the most expensive customer service methods.
To stay relevant and build a stronger experience, utility companies must prioritize these three digital areas:
Digital transformation is crucial for every company, no matter the industry. Because utility companies often don’t face as much competition, they tend to be slow to adopt new digital solutions, which makes life much more difficult for customers. As utility startups gain steam around the country, competition is increasing, which means it’s more important than ever for utility companies to offer a strong digital experience. The best digital experience is built around customers and starts with companies listening to customers to find out what matters to them. Prioritizing feedback and creating convenient digital solutions for customers can set utility companies up for long-term success.
This week’s podcast is sponsored by Zendesk.
Things are a little weird right now. The sudden change in the world—and the world of business—has created new challenges. A lot of companies are struggling to keep up with what matters most: their customers. Zendesk is here to help. They put together a six-month complimentary Remote Support Bundle. To learn more visit www.Zendesk.com/modern.
In the uncertainty of the COVID-19 pandemic, most people are now balancing numerous responsibilities: working from home, keeping their kids entertained, stressing about staying healthy, checking in on elderly family members, trying to take care of themselves—the list goes on and on. These responsibilities can weigh on people and lead to mental health issues for busy employees.
Guru Gowrappan is CEO of Verizon Media, a company that has seen tremendous growth in the last few months as media consumption has skyrocketed. But even with his many responsibilities as CEO, Gowrappan believes his most important job is to take care of himself and encourage his employees to take care of themselves. It’s easy for employees to become overwhelmed and burnt out during normal times, and that risk is amplified during the uncertainty of a global pandemic and widespread social unrest. Gowrappan believes in doing everything to help employees with what they need to work from home and answer questions about benefits and other changes. He believes it is table stakes as CEO to prioritize employee mental health.
As employees work from home, their four walls become their universe. Those walls can quickly start to close in and become suffocating, which impacts an employee’s mindset both in work and their personal life. Gowrappan says it’s important for people to take care of themselves and find balance. He starts each day with exercise and meditation and has provided mediation resources and apps to all Verizon Media employees, as well as free access to 24/7 crisis and counseling support.
Working remotely blurs the lines between work and home, which means leaders and employees may find themselves in meetings for more than 12 hours a day with limited breaks. That constant mental energy can be draining, so Gowrappan and his team at Verizon Media encourage leaders to give more breaks. Even a short five-minute nap or 10-minute video game session can help employees reset and have the mental energy to continue with the day. Breaking up the rhythm of the day with as many small resets as possible builds good consistent energy.
Everyone is in the same boat with the pandemic, but it impacts everyone differently. Gowrappan believes this is a great opportunity to build empathy as we work through a shared challenge together. He encourages his employees to be as flexible and empathetic with each other as possible. If an employee feels overwhelmed or is struggling with their balance or mental health, they can be open and honest with their leaders or their team and have other people step in to make up the difference. Although the pandemic may be stressful, in many cases it is changing our view of other people and our relationships for the positive.
Along with providing employees with resources to reset and re-energize, leaders and organizations should try to find ways to lower employee stress. During the current pandemic, uncertainty can be a major stressor for employees. Gowrappan believes strongly in transparency and communication. He holds daily 30-minute live Q & A sessions with the entire company to keep them updated on how Verizon Media is pivoting and planning for the future. Gowrappan believes CEOs are today’s chief communication officers and have a responsibility to keep employees informed to lower their stress.
Employee mental health matters. Especially during challenging times, leaders and employees need to take care of themselves, and organizations must provide their employees the resources to prioritize their mental health and find balance.
This week’s podcast is sponsored by Zendesk.
Things are a little weird right now. The sudden change in the world—and the world of business—has created new challenges. A lot of companies are struggling to keep up with what matters most: their customers. Zendesk is here to help. They put together a six-month complimentary Remote Support Bundle. To learn more visit www.Zendesk.com/modern.
Women like Beyoncé command attention, both on stage and in the boardroom. But channeling your inner Beyoncé starts by avoiding a common and costly mistake most women make in business. Trust the woman who served as the personal attorney for many famous musicians, including Beyoncé and Jay-Z.
Jennifer Justice, better known as JJ, spent years as a music lawyer before founding The Justice Department, a female-focused strategy and law firm. She says the biggest mistake women make in business is not negotiating for themselves.
Justice says that too often, women don’t hire proper representation to negotiate for themselves. They may hire an agent to negotiate business contracts and deals instead of a lawyer or hire a man who doesn’t understand the business perspective they are coming from. Justice says that men often don’t fight for women because they don’t understand what women have to endure in business and life. Not only are women frequently left out of leadership teams, but women are regularly paid less than men. That pay disparity is only getting worse, especially after women were harder hit by the economic effects of COVID-19.
How can women overcome these mistakes and better stand up for themselves? It starts with hiring the right representation. A female lawyer understands the prejudices women face because she has felt them as well. While the power difference with men makes many female clients feel intimidated to ask questions, female representation can create a comfortable environment so that women feel empowered and educated.
Women also need to learn to keep pushing and not settle. Even when women think they are getting the best deal, Justice says they are still making less than men. The first step to asking for more and closing the gap between men and women is to properly value yourself as a female. Too often, women become the worst perpetrators and undervalue themselves. Justice says females have to demand more for themselves and for each other. But women are often insecure and don’t feel confident advocating for themselves. Justice recommends women don’t think of it as representing themselves, but rather representing a higher purpose. Changing your thinking about how you represent yourself and your value can give women more confidence and strength to ask for what they deserve.
Women face an uphill battle in business, no matter the industry. The top mistake they can make is not negotiating for themselves. Don’t just accept what you’ve been offered; know your value and keep pushing. The more women can represent and stand up for each other, the more the gap between men and women will close and the sooner women will begin to earn what they are worth.
It's no secret in a post-COVID world, much of the shopping is happening online. That said, the internet is a great opportunity for brands, but it can also be overwhelming for customers. Not all websites and online customer experiences are created equally. One of the best aspects of an online experience for customers and brands are sales funnels.
According to Russell Brunson, co-founder and CEO of ClickFunnels, a sales funnel is completely designed around the customer experience. Traditional websites tend to have complex navigation systems with dropdown menus and lots of options. While some companies think providing customers with choices helps customers get exactly what they need, it can actually confuse customers. When there are too many options or products, customers can get lost in the chaos and end up leaving the website for something simpler.
A sales funnel simplifies the process to walk customers down a more direct path. A funnel shifts the experience so that customers only have one thing they can do on a page. Instead of being bombarded with choices and products, customers only have the choice to enter their email address to get access to something they want or to leave the page. From there, the next page also has one option. Each page has one call to action to take customers through a systemic step-by-step sales process.
Brunson compares sales funnels to going to the grocery store. Visiting a traditional website is like wandering the grocery store without knowing exactly what you need and putting things in your cart without thinking or getting too overwhelmed and leaving the store without making a purchase. On the other hand, a sales funnel is like meeting someone at the store who shows you exactly what to buy for a recipe, step by step. They take you through a logical sequence of events to make sure you leave the store with everything you need.
A sales funnel streamlines customer experience and moves people through the process. Customers get exactly what they want. In many cases, the funnel even moves them to things they didn’t realize they needed but are the next logical step in the process. It’s like your knowledgeable friend showing you the grills at the store and then taking you to get propane and grilling supplies that you didn’t even realize you needed but that will make your grilling experience so much better.
As an added bonus for companies, Brunson says sales funnels also lead to a huge boost in sales. Customers aren’t overwhelmed by the process, so they stick around to work through the funnel and drive revenue.
Sales funnels resonate with customers because customers often aren’t looking for huge, over-the-top experiences from brands. They would rather have something simple and personalized, which is exactly what can happen through a sales funnel. Brunson uses a simple formula to sell things online: hook, story, offer.
The hook grabs someone’s attention with a catchy video or headline. That opens the door to tell them a story to build connection. Then, a brand can make an offer because there is a strong relationship. The three steps might not happen all at once, but they work to create relationships that can lead to eventual sales.
Sales funnels, like the overall customer experience, are all about making things easier and simpler for customers. Building a relationship and finding and improving on customer pain points can help companies make sales and create winning online experiences.
Blake Morgan is a customer experience futurist, keynote speaker and the author of the bestselling book The Customer Of The Future. Sign up for her weekly newsletter here.
Building a better experience for customers often starts internally by creating a customer-centric culture and strong teams. And for many successful companies, those teams are transitioning to become more agile.
Agile is a buzzword often thrown around with teams. According to Sarah Elk, author of Doing Agile Right: Transformation Without Chaos, there’s a difference between companies that do agile well and companies that don’t do it properly and end up with more issues than before. What does it mean to be agile? It’s a way of organizing and running teams that helps them change businesses, test fast and stay in tune with customers. Agile teams are focused on innovation and experimenting with new ideas with a strong feedback loop.
When done right, agile teams are completely customer-focused and can make a huge impact in strengthening relationships and creating high-quality customer experiences. One thing to remember is that agile teams are a tool, not a strategy. Successful companies have a purpose and a strategy to achieve that purpose. Agile is a tool or methodology to help companies be more efficient and customer-focused, but it isn’t the entire strategy.
Elk says agile’s role is essential to customer experience because it puts the customer at the heart of everything the team does. When done correctly, multiple agile teams in the organization are focused on innovating different aspects of the customer experience. One agile team could be working on customer solutions, another on adapting technology systems and another on improving communication. Each team is testing new ideas to find what will work best for customers. Each team has its own agile focus, but they all work together to deliver something different and relevant to customers.
Many companies are moving enthusiastically to agile teams, but the entire company shouldn’t be agile. Hierarchical structure and traditional teams are essential to keeping the business running with routine operations. Agile and bureaucracy are complements to each other and balance each other out to keep the business moving forward while also finding new solutions to improve the customer experience.
Successful, customer-centric agile teams start with strong leadership and culture. In an agile world, the customer dictates the right answer because teams are testing and learning. Leaders often need to step aside and let agile teams work so that customers can speak for themselves. Elk says the most critical piece of an agile team is the feedback loop. Teams need to be constantly in contact with customers and learning from and applying their feedback.
Agile teams have incredible potential to change customer experience and create relevant and innovative interactions with customers. Elk says that at the end of the day, agile is about hope and optimistically looking towards the future. Agile’s goal is to make a business better and should create a fun journey—for both employees and customers.
This week’s podcast is sponsored by Zendesk.
Things are a little weird right now. The sudden change in the world—and the world of business—has created new challenges. A lot of companies are struggling to keep up with what matters most: their customers. Zendesk is here to help. They put together a six-month complimentary Remote Support Bundle. To learn more visit www.Zendesk.com.
Blake Morgan is a customer experience futurist, keynote speaker and the author of the bestselling book The Customer Of The Future. Sign up for her weekly newsletter here.
Every modern customer is familiar with the basic customer service script. It’s often what they hear after waiting on hold and having to work through a phone tree, when what they really want is a quick answer to a question or a human to have an actual conversation with. Instead, they’re left with a frustrating interaction that takes too long and is ineffective.
According to Ruth Zive, head of marketing at automated customer service company Ada, human-first customer service is broken. Too often customers have to wait on hold only to get the runaround with questions and feedback that are irrelevant to their issues.
An automation-first strategy allows companies to use their humans wisely. Automating customer service doesn’t mean companies need to eliminate human support, but it does mean human employees can be better used. The vast majority of inquiries are repetitive—things like checking on an order status or tracking a package. These questions can easily be answered by automation in a way that is quicker and more convenient than waiting for a human employee. By automating the mundane questions, human representatives are then free to address the more complicated questions and the customer interactions that matter most. Automation cuts costs for simple queries and allows companies to deliver a truly human experience when it’s most needed.
Air Asia is one company that has made the transition to automation-first service. According to Zive, using a robust automation platform helped the company seamlessly transition during the COVID pandemic to be available to answer customer questions around the clock. Air Asia’s chatbot through Ada also empowers customers to do things like change their seats and order meals before their flights. If a customer needs a human, the escalation happens seamlessly. By adding automation-first service, Air Asia was able to cut its wait times from over an hour to less than a minute, leading to lower costs and higher customer satisfaction.
To get the benefits of automation without the overwhelm of transitioning an entire system at once, Zive recommends companies start by automating the 10 most frequently asked questions, which she says can lead to a 30% call reduction within 30 days. From there, companies can move on to automating more sophisticated questions and integrating back-end systems.
The key to a successful automated service strategy is to stay actively involved instead of just setting it up and moving on. Automation underpins an organization’s entire support strategy and requires updates and maintenance. Many successful companies have teams or entire departments dedicated to managing automated service.
Human-first customer service is outdated and inefficient. Companies need to turn to automation to increase customer satisfaction and reduce their costs. With a strategic automation system that combines convenient responses with quick escalation to humans when needed, customers can get the support they need and brands can best use their resources.
This podcast is sponsored by Ada. More about Ada:
ADA is the leader in Automated Customer Experience with their easy to implement AI Chatbot Software. ADA was born with the understanding that live agents have more to contribute than responses to frequently asked questions; with an appreciation for customers’ preference for on-demand, self-service support; and with the knowledge that they could deliver a product that would offer a highly personalized and engaging opportunity for automation across the customer journey. Learn more at ada.support.
Even the most forward-thinking companies couldn’t predict the magnitude and impact of the COVID pandemic. If the future is unpredictable to even the most prepared companies, how can organizations future-proof their businesses? The answers might come from our current situation.
Change is unpredictable. No one know the next big global catalyst for change expect that it will happen at some point. But to be as prepared as possible for whatever comes next, companies need to learn from the present and look towards the future. According to Tom Libretto, CMO at Pega, future-proofing starts by looking inside at the business architecture. The future will be fast-paced and constantly changing, so a company’s structure needs to be able to move fast and pivot alongside the changes. Libretto says a lot of architectures of the past were too brittle, and those flaws are now being exposed. In the future, an adaptable business architecture will be more important than ever. Companies should focus on being more stable and establishing flexible systems so they aren’t caught off guard again.
During the COVID-19 pandemic, many customers have been contacting companies about new issues and have had more interaction with brands than before. These interactions have taught companies the importance of responding to the needs of customers in ways that make the company more resilient in the future. Libretto says that companies often respond to customers with a one-and-done mentality and move on to the next issue. To be future-proof, organizations need to respond to customers in a way that makes them stronger and adds to the company’s architecture. Take these opportunities to build relationships, learn from customers and prepare to pivot instead of simply addressing an issue and moving on.
One of the most crucial qualities of future-proof organizations is empathy. This has been shown in many ways during the current pandemic. Everyone around the world is experiencing the pandemic, but it happens in different ways, and some are devastating, especially for customers who have lost family members or their jobs. Successful companies have models in place to embed empathy at the heart of all their customer interactions. Empathy will always be important and will satisfy current needs and retain relationships for the long run.
Mixed with the human elements is a need to automate to prepare for the future. Libretto gives the example of using an email bot to sort through the deluge of customer emails and automatically trigger the right response, either back to the customer or in process through the back office. Future-proof organizations embrace technology and look for the best ways to automate.
The future is uncertain, and it will likely continue to get more uncertain as time goes on. But companies that build agile architectures, show empathy and automate will be on their way to being future-proof and ready to face whatever comes their way.
This post is sponsored by Pega. About our sponsor:
Pega is the leader in cloud software for customer engagement and operational excellence. The world’s most recognized and successful brands rely on Pega’s AI-powered software to optimize every customer interaction on any channel while ensuring their brand promises are kept. It’s almost time for PegaWorld iNspire, the annual conference from Pegasystems. Join them online for free on June 2 from 9 a.m. – 11:30 a.m. Eastern Time to learn how the world’s most impactful companies are driving digital transformation – which is more important than ever in the COVID-19 age. They’ll have compelling keynotes, demos, and case studies in a highly interactive virtual format and a few surprises as well. Go to www.pegaworld.com to register for free and check out the full agenda. I’ve attended the last several PegaWorlds in person and I can’t recommend it highly enough, so go register today! That’s www.pegaworld.com.
Every consumer has their go-to brands—the companies they will do business with again and again because of a trusted track record, great product and strong service. Every company wants to be a go-to brand, only about one-third of them reach that status. In order to become the preferred brand of customers of the future, brands need to focus on connection and progress.
To better understand the ever-changing needs and demands of customers, Lippincott brought together specialists from a number of fields to predict what the world and customers will look like in five years. Those findings help drive brands’ current strategies to prepare to serve customers of the future. According to Dave Mayer, Senior Partner, Brand Strategy at Lippincott, one of the biggest takeaways is the need to prioritize customer experience. That comes from both connection and progress.
Connection
Go-to brands like Apple, Samsung and Charles Schwab drive real connections with their customers. They strive to continually improve the experience to make themselves loved by customers. Instead of simply delivering a functional need and being a transactional brand that a customer uses once and leaves, go-to brands create relationships and understand their customers to keep them coming back again and again. One of the best ways to measure connection is through NPS. If a customer says they will recommend a brand to family and friends, they likely feel a strong connection with the company.
Progress
But connection alone isn’t enough to create a resilient go-to brand. Brands that drive loyalty also help customers do something they couldn’t do before. Customers of the future want to interact with brands that fill a need they can’t get filled anywhere else. Progress means pushing customers forward, opening doors and introducing them to ideas and services they didn’t even know they needed.
Connection and progress work hand in hand. A brand that offers progress without connection runs the risk of deflection. As soon as another brand comes with a better option, customers will abandon ship for the competition. Similarly, connection without progress means that customers will likely eventually leave for other brands that have more forward-thinking options.
Connection and progress are vital to creating go-to brands now, but they will be even more crucial in coming years. Mayer says that go-to brands grow five times faster than transactional brands and endure themselves to customers and shareholders to become resilient through difficult times. The customer of the future is values-driven and wants to connect with brands they believe in and that do good in the world. That’s progress. But they also want highly personalized experiences, which create connection. Brands must deliver on both sides to deliver a strong customer experience.
The customer of the future is changing, but they will remain loyal to their go-to brands that continue to offer both connection and progress.