I complain a lot about companies that get Customer Experience wrong. Today, I am going to take another angle and explore how one company has taken on the Customer Experience journey and gets it right.
RICOH Canada has done some incredible work in improving Customer Experience. They increased their Net Promoter Score® (NPS) by 34 points over 30 months and enjoyed a ten percent increase in sales. Since this initial 30-month period and increase in NPS, their score has climbed another 15 points—and they are not done yet.
Glenn Laverty, President, and CEO of RICOH Canada, and SVP Strategy RICOH North America was our guest on a recent podcast, and he explained why and how they did it. He also explains what new challenges they have today and how they are going to address them. Finally, he shares with companies that are just getting started what he learned in RICOH Canada’s Customer Experience journey.
Some people confuse marketing and advertising. Many people think they are the same thing. They are not, but advertising and its related communication is a crucial part of what marketing does.
Advertising is where your organization communicates with the customer. It is where you make your brand promise, aka your value proposition. It is also where you begin to set customers’ expectations for your Customer Experience.
We talked about advertising and communication in a recent podcast. We discussed the fundamental principles for making advertising and communication work and what makes them useful. We also discuss how you can get it wrong—or at least wrong for your bottom line.
When I started Beyond Philosophy back in 2002, nobody knew us. I implemented a strategy based on one of Oscar Wilde’s phrases. Wilde said, “There is only one thing in life worse than being talked about, and that is not being talked about.” We put loads of material out there to ensure we were “talked about.”
We discussed marketing efforts in our latest podcast. One of the things that came up was the question, when marketing an idea or organization, is any press good press?
In other words, is it better that people are talking about you even if they are saying negative things rather than not talking about you at all? It is a difficult question. My answer is it depends on how bad it is.
In January, I was surprised and disappointed that research from Nunwood and Forrester, two significant firms in the Customer Experience movement, showed that Customer Experience was flatlining. Unfortunately, the recent UK Customer Satisfaction survey echoes those findings, indicating that it has fallen over the past couple of years, from 78.2 to 77.1.
Joanna Causon, CEO of the Institute of Customer Service, joined me on our podcast about this downward trend in Customer Satisfaction. Today’s business world is increasingly focused on automation and AI. Causon believes that in these times, human interaction and service takes on a renewed value for your Customer Experience.
Because we have frequent thunderstorms and power outages in my Florida home, I recently decided to buy an uninterruptible power supply for my electronics. I’ve had good experiences with Apple products so I first checked to see if Apple made that sort of thing. They didn’t, so I set about comparing and contrasting the models that were available.
I quickly got lost in technical specifications, so I decided that I would choose based on how long the power supply would last. This wasn’t because that was in fact the most important criteria, it was simply something I could understand!
My experience illustrates the nature of customers: irrational, intuitive, driven by past memories and factors that seem irrelevant. We need to consider these traits when designing a Customer Experience to create most value. There are, then, five behavioral economics practices that are essential if you want to improve your customer experience. We discussed these on a recent webinar I hosted for Freshworks, the second in a series titled ‘Five behavioral economics practices to enhance your customer experience’.