This week a colleague rushed up asking how long it would take to produce a journey and the answer was … it depends.
I’ve followed some interesting and conflicting media recently. Tony Costa writing for Forrester evangelises location technologies improving customer experience citing four recent and compelling examples. On Australian TV last night 4 Corners followed the life and online privacy of a typical Australian family to demonstrate the reach of where our data goes. Once the breadth of data sharing was exposed, together with blatant privacy breaches the family were less than impressed. At the very least one could say that they appeared uncomfortable. I’m sure many in the viewing audience were. Here is an example reaction from the family, the daughter, a 24 year old university student was asked to comment on what she thought of being tracked in a shopping centre.
OK so this might start sounding like an advertorial real quick. I organised a 28 Degrees Master Card to use as my travel money card after reading Choice Magazine’s 2012 awards. Seems like they want to retain that customer mantle. My last email from them included a message that they will illuminate the consequences of only paying minimal monthly repayments on credit card balances.
The first Australian CXPA meet-up in Sydney (16/4/2013) was a breakfast session at Atlassian HQ with Cyrus Allen of Strativity as the MC. The special guest via a Google Hangout was CXPA and Temkin Group founder Bruce Temkin. He is also the creator of Forrester’s Customer Experience Index and Voice of Customer Award.
Bank of America sent a letter to each of its 270,000 employees with the simple message to “Be Nice”. This is after woeful customer satisfaction ratings. Is a letter enough? No, according to Customer Experience consultant Colin Shaw of Beyond Philosophy who stresses the need in the story for matching incentives and guidelines for how much time managers spend with customers and in branches. Apparently a more comprehensive plan to address customer satisfaction performance is to follow.
About 10% of new recruits to call centres take Zappos up on the incentive to leave after completing the intensive induction program.
There’s efficiency and there’s experience. Last month I published an article for UX Mag on the subject of customer efficiency. It opens with a story about the Melbourne trams. It’s conductors were replaced by machines in an efficiency drive. However the efficiency of customers and of the service required consideration around tasks beyond ticket purchase. Conductors served a multitude of customer needs but in the narrow assessment of their use they were deemed redundant.