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What is customer experience anyway?

In a nutshell, it’s the overall effect of a brands communications, interactions, touchpoints and exposures on an individual throughout their entire relationship with a business – from awareness through to advocacy. It requires good planning, design and management across a business to bring it together.

Is customer experience really important?

The nature and quality of customer experience drives levels of engagement, sales, loyalty, and advocacy.

It has become more and more apparent over the last few years that there is a significant need for businesses to spend more time getting to grips with customer experience.  Not just customer experience management systems, but also the planning, the vision and the design of customer experiences so that they are inspiring, differentiating and successful.

Where should I start?

To help us all do a better job in creating a customer experience that our clients appreciate Webcredible is launching the Customer Experience Forum.

What could be better than to spend the day with customer experience guru’s as well as great brands such as Orange and Dulux at the beautiful RSA House to get great insight, best practice, and practical help that will get your brand and business on the right path?

June 26th – reserve the date!

The Customer Experience Forum is designed to give you, as Brand Director, Head of Marketing, CMO, Digital Manager insight into how to get on the right path with customer experience; we will give you knowledge and practical tips so you can build customer experience into your businesses and brands.

With great talks and workshops on the customer experience design process, customer research, future trends, experience strategy, content strategy, innovation, getting a great website, mobile design, innovation and more you’ll come away with plenty of new ideas to take back to your teams.

So don’t miss out! Put June 26th in your diary, see more info and register for the forum of the year. Hope to see you there!

 

Kayak‘ is a tech company ‘focused on making online travel better’. With 20 million+ downloads their travel app is one of the most popular on the market.

I took the time to look at it because not only is it popular but it’s a shining example of how to design an application that incorporates multiple features into one simple, user friendly application. Oh, and it also does mCommerce pretty well.

Highlights:

  • Clear and big call-to-actions
  • Same features as desktop version
  • Comprehensible sorting filters across all features
  • Map/list option and the map runs really quickly and shows consolidated results, e.g. 5+ hotels in the same area appear under the same tab when map is zoomed out
  • Generally, the app is quick and light
  • The auto-fill option is brilliant, and for an app which requires a lot of information at regular intervals this can really save a lot of time
  • There is a ‘Guest login’ option if you book via Kayak, another great time saver for making purchases on a mobile device

Areas (small) for improvement

  • Calendars could be more contextual, so that they don’t show previous weeks
  • Some icons and information isn’t intuitive. For example,   looking for flights a number appears on the right side, but it’s not immediately clear what it stands for
  • As per our recent mCommerce study we know that security is very important to users making purchases on mobile devices. While the Kayak app does display a symbol (padlock) close to where you enter credit card details, it could provide more reassurances, especially give the high value nature of purchasing hotels or flights
  • If you chose not to pay via Kayak the checkout process largely depends on how good website is to which you are redirected, a necessary evil for bargain hunters

 

As a UX professional, I suffer/benefit from the syndrome that it’s impossible to see a designed interaction and not make an instant evaluation of it. It makes frustrating interactions even more frustrating because I’m aware of the lack of care taken by the designer – I know it’s preventable.

Like being suckered into pulling open a door that has a handle and discovering it can only be pushed open. The handle is a compelling affordance for pulling but the designer didn’t bother to think it through or heaven forbid user test it. Of course, the same syndrome gives me a kick when something is brilliantly designed, so it balances out.

But it’s a syndrome that can’t be switched off. Even when watching films.

Man-machine interfaces can make for special moments in movies – the high tension when they go wrong, the efforts to make something like a computer screen that’s essentially dull look interesting, and the sheer invention that comes from speculating what our future will look like.

So in celebration of the expert-review-syndrome-that-once-awakened-can-never-be-switched-off for UX professionals everywhere, here’s my list of classic man-machine moments – good and bad.

Terminator – selecting from programmed responses

So, Arnie’s terminator is holed up in grim rented accommodation because wounds on his flesh coating are showing the machine bits underneath. The landlord is hassling him. Arnie could perhaps punch through the door and silence the pest but he needs to blend in.

We witness the terminator selecting from a worryingly limited set of verbal responses. It isn’t really plausible that a sophisticated AI masquerading as a human being would have to read these English text options from some kind of retina display – a case of spectacular over-engineering. But we get the sense of how functional Arnie is. And, hey, he makes the right choice all right.

Casino Royale – the poison antidote kit

Luckily, when Bond is poisoned during the poker game he has a poison-antidote kit with a direct line back to the office. Unluckily, the kit is quite complicated and surprisingly not very robust. He has to link his mobile phone to a blood sample detector and spike his skin whilst making an emergency call to the boffins at HQ.

The poison is duly analysed but after selecting the right antidote he has to restart his heart with a separate stand-alone defibrillator (wouldn’t it be better if the defibrillator could be kicked off remotely by the boffins?) Worse still, the defibrillator is attached to a power pack via a very flimsy removable lead. No matter that the defibrillator has a nice clear call to action – the good old red button. Nice display of user frustration with Bond repeatedly pressing the useless control. Handy then that the Bond girl has spent some time working in IT support – the problem is clear. Plug it in, Bond.

Aliens – motion tracker display

A master class in using poor technology to ramp up the tension. A motion tracker is a great feature to have on a massive pulse gun when you’re trapped on all sides by advancing aliens. But the display only shows the horizontal distance and direction that your worst enemy is lurking.

It seems to be an equipment malfunction when the display tells our heroes that aliens are within touching distance. If they’re in the room then why can’t we see them? But the equipment doesn’t lie – the pesky critters are just 5 metres away, in the ceiling. The display doesn’t give a reading for the vertical range – or maybe the display has been deliberately simplified for combat situations and the fault is with training. Or the manual.

Seems like a reasonable user mistake to me – should definitely have been picked up at the early prototype stage.

Aliens – Ripley’s power loader

You may well wonder at the point of an early scene in the film where Ripley gets to display her prowess at shifting containers around with an exo-skeleton power loader. But it all becomes clear when she’s got an angry alien queen to dispose of.

Whenever you see technology of this kind being showcased with its intended use you can be sure that it will be used for less conventional purposes later on. I love the clunky JCB look of this device – it’s clearly a no-nonsense piece of functional kit, built on a budget, hence the rather rudimentary push-button keypad for choosing tools.

Ripley shows admirable user patience under pressure in choosing the blowtorch function when locking horns with a lethal monster. Expert users only.

Blade Runner – the image scanner

Deckard is on the trail of rogue replicants. He analyses an electronic image with a scanner using voice commands. It’s a fascinating speculation of the future from 1982 when Blade Runner was made. And it makes for good cinema. Deckard isn’t just silently manipulating the image with a mouse or pointer – we watch his thought processes and his skill, the blind alleys he explores and backtracks from.

But does it make UX sense? Well, as a hands-free interaction it allows the hero to drink his way through a bottle of the hard stuff. But manipulating rich visual data with voice commands? What are these dimension numbers he’s quoting – and without scale guides how does he know which numbers to quote? Touchscreen or hand gestures would be the more efficient way to go – the task is spatial. It’s a bit like asking Siri to make delicate edits in a Photoshop application.

There is no consistent or reliable way to describe what you want to achieve in such a visual application using natural language – the opportunities for the interface to misinterpret are too great. So, you need pre-determined commands, which are inflexible and need to be memorised. It looks cool but the drawbacks of voice control are laid bare. Voice activated interfaces are often tipped to be the future but I’m not convinced.

Monsters v Aliens – all-out nuclear war or a latte

The President has two identical, unlabelled, enormous red buttons positioned next to each other in his emergency command-room bunker – one to launch all nuclear missiles, one to make a refreshing latte. A classic case of poor usability! The calls-to-action are easily noticed but indistinguishable from each other. Not dissimilar to placing OK and Cancel buttons next to each other and not using visual design to distinguish them.

So, maybe the consequences of choosing the wrong button aren’t quite as catastrophic as in Monsters v Aliens but there are times when as a user I’ve lost my precious work to such design shortcomings and felt like unleashing all-out nuclear war…

Prometheus – self-surgery machine

Shaw has a reasonably pressing user need – to remove the alien growing inside her. Luckily she has access to a state-of-the-art self-surgery machine. She frames the solution to her problem as a caesarean section. It makes sense – she’s been contaminated through sexual intercourse, her original diagnosis was pregnancy, but the birth isn’t likely to be a beautiful experience.

Unluckily the machine is just configured for men. Watching Shaw wrestle with the interface to find an alternative solution that the machine is configured for is one of the most gripping scenes in the film. How many times have we squared up to an interface that won’t do what we want but because the need is great we persist, looking for more and more desperate ways to hit success?

Shaw rephrases the problem – she makes it gender non-specific. Sci-fi is littered with fantastically annoying, rigid and over-literal interfaces – they serve to contrast the difference between humans and so-called smart machines.

Prometheus – the bridge of the Engineer ship

Fancy massive-scale computer screen or holographic interfaces that showcase the visual design credentials of special effects companies are ten-a-penny. Given that their true function in a film is to fill in potentially tedious back-story, they can grate on a UX practitioner. Why the storm of digits when the machine is only doing is some internal processing that wouldn’t be comprehensible to a person anyway? It’s like throwing half the budget of the film to make the equivalent of a revolving hourglass look pretty.

The holographic console of the Engineer ship in Prometheus is a refreshing exception – a truly stunning 3D map of galaxies that resolves itself to planet Earth. It’s a chilling moment – the Engineers have programmed our home as their destination for biological weapons of mass destruction. The bewitching mass of swirling data helps communicate how alien the Engineers are – for them this complex interface is actually user-friendly! They must be a different order of smart.

2001: A Space Odyssey – HAL

HAL is the original malfunctioning AI in this influential sci-fi vision. As the all-powerful master of the US spaceship Discovery One, HAL illustrates the ultimate risk of abdicating our responsibility for control to machines. HAL calculates that the human crew are jeopardising the ship’s mission and since it considers concerns for human safety as secondary to the mission objectives, the crew must go.

Its devious intelligence in committing murder is made more disturbing by its perfectly rational voice and disembodied presence. You can’t see HAL – just its camera eye observing human behaviour dispassionately. When the last crew member, Bowman, duels HAL for supremacy of the ship, there is no easy way to power HAL down.

Oh for CTRL-ALT-DEL or a power button or a plug in a socket! When machines become autonomous, smarter than us and embedded in every aspect of our networked, manufactured world, there will be no easy way to switch them off. Perhaps switching them off will be more dangerous than leaving them on? Who would fly the ship without HAL to run things? HAL’s slow demise to kindergarten rhymes and machine death as Bowman grimly pulls out every one of its processors is compelling.

In fact, when I force my flaky Windows PC to shut down after all the applications have frozen, I too want the satisfaction of hearing it sing Daisy in a warped voice.

Minority Report – personalised advertising

It’s the Holy Grail of the retail world – to deliver location-specific personalised advertising content. So the technology has now duly arrived to push notifications to customers as they pass by physical stores, but witness the nightmare conclusion of this in Minority Report and you’ll wish to return to pre-industrial barter economy days. Anderton has a black market eye transplant to evade identification on the run. But biometric devices pick up his stolen identity and push cheesy content meant for his dead donor.

There are no barriers between user and content in this vision – no simple way to opt out, change settings or even look away. The personalised holographic hoardings jump out of nowhere – the equivalent of insistent visual spam that lurks in waiting for us wherever we turn. The more we trade privacy for convenience or cost, the closer we edge to this reality. Google Glass is just around the corner. Perhaps in the same way that we opt for free access to Spotify content in return for being fed adverts, we will trade the control of what we see for access to augmented vision or customer discount.

The curse of the user experience professional

Casting the world through a user experience lens is the curse of the UX professional! So, now you know that we never switch off – even when we’re at the movies. And beware, if you sign up for an HCI qualification, be prepared for your pain threshold to cope with badly designed interfaces to plummet.

Customer experience is a hot topic. Job titles such as Head of Customer Experience and Chief Customer Officer are starting to appear, these individuals are the driving force for the ‘voice of the customer’ and shows how businesses are starting to take customer experience strategy, design and management seriously by making someone accountable for it.

But how about in the Business-to-Business (B2B) arena? Is customer experience a ‘hot topic’?

The B2B realm has historically been significantly behind the curve in terms of customer experience as Forrester research found in their 2011 industry surveys. Forrester went as far to say that the B2B businesses had a lower level of customer experience than the worst of the consumer brands. Scathing!

Now, if customer experience wasn’t important in the B2B industry then that would be no surprise and not really anything much to write home about. So the first thing to do is to work out if B2B businesses should prioritise customer experience at all.

Is B2B customer experience beneficial?

Here are a few areas where customer experience can support your B2B business:

  1. Cost saving: It costs a lot of money to gain new customers and get into a trust position to be able to grow those accounts so a positive customer experience that supports your customer can take away their strains and increase their loyalty.
  2. People talk: B2B often runs on word-of-mouth marketing so remember the personal elements, it’s a mistake to think that you are just dealing with a machine that has service level agreements.
  3. Grow your customers: A more trusting relationship means you can work closer with your clients, often increasing their spend with you and you can support them to grow through innovation in their supply chain.
  4. Differentiation: Customer experience could be a lucrative differentiator in addition to the traditional price competitive market.

Those three reasons aside, customer experience is key for any business as even at its most basic it represents the optimisation of products, communications and services to make interactions more efficient.

B2B customer experience should be a hot topic and a core part of B2B business plans and management.

Where should B2B businesses start?

Customer experience management is actually much more complicated for B2B businesses, mostly due to the number of people involved in decision making and the forward usage of products and services (I.e. the customers of the customer, which could be internal to your customer organisation or external continuing the supply chain).

This means that there are a lot more experiences to measure, manage, plan for and create and it also makes it much more important. So where should you start?

Here are some ideas of where to start, questions to answer and what to consider to start getting your B2B customer experience up to scratch:

  • Good experience: What is good customer experience anyway? Identify what customer experience you want to create from first contact to post-purchase service and beyond, identify what value would it add to your clients.
  • Your experience: It’s not just about good experience, it’s about your brand experience and your brand personality, that’s how you can use customer experience to differentiate your business and services.
  • Create journey maps: understand where you product or service reaches and see how you can measure, manage and improve the customer experience at each step.
  • Segment with behaviours: Don’t just identify all the different job roles as there will be too many to manage. Try to identify all the different ‘customer types’ you have in one client organisation along the journey map. Then you can look across your different client organisations to create a handful of personas of the key influencers, purchasers and users.
  • Get your teams together: it isn’t just the responsibility of marketing, customer service or account management. Connecting the dots behind the scenes within your organisation can help deliver an excellent customer experience.
  • Don’t be complaisant: Remember, it can change so re-visit your research, amend your strategy and reaffirm the customer experience goals across your organisation.

The B2B market has huge scope for customer experience, and we are working with clients in different segments of this industry to try and do just that! Have you got any other questions about B2B customer experience, or any observations of great or bad customer experience that you’ve experience, let us know in the comments…

 

Innovation is the apparent holy grail of business success, but it needn’t be so hard to attain. Take a step back and think about what innovation really means. You might be surprised at how innovative your employees really are.

The key thing to remember here is that innovation isn’t invention. You don’t need your teams to be coming up with brand new concepts, but rather solving the problems you and your customers already have.

Avoiding all ‘thinking out side of the box’ type phraseology - how do you actually foster innovation? Considering the definition above, an important part of innovation is to be able to see new solutions and move away from the standard ways of thinking or doing.

Here are 4 ways you can help your teams to be innovative:

1. Play time & sharing

A good way to encourage free thinking is to give individuals and teams time and space to think and be inspired. Learning new, simple skills and being exposed to new things as a team can help to instil a more creative, open minded culture. We have skill swaps at Webcredible where we share hobbies, interests and sources of inspiration with each other every 2 weeks. These skill swaps can be on anything, for instance making peppermint mice, showcasing work from an old project or talking about your favourite brand or shop and why you love them.

 

On a larger scale, take Google, Facebook and LinkedIn as prime examples – they allocate a portion of their employees time to work on personal projects.  Google claims that many of their products in Google Labs started out as pet projects in the 20 percent time program. Of course not every organistion has the resources for such practices but smaller initiatives like our skill swaps, can really help inspire your teams.

2. Multi-disciplinary teams

Another way to support innovation is to  collect people with different backgrounds, personalities and priorities to work together to solve a particular problem. Your HR manager will have a different perspective of things to your marketing manager or digital designer so bringing a number of disciplines together to openly discuss an area of work brings about a lot more ideas, and more importantly a lot of different ideas.

3. Mistakes are good

Employees under pressure to perform are more likely to play things safe and innovation isn’t about doing the same thing, it’s about doing something new. Creating an environment that allows for mistakes is key. Rewarding employees in terms of new initiatives rather than performance metrics in certain areas can give your teams the confidence to try and fail, rather than not try at all.

4. Understanding

Finally, there is no point innovating for innovations sake. Understanding the problems your customers have and putting effort and time to solve the most important areas will align innovation to success. Even the process of understanding the behaviours and thoughts of your customers can inspire your teams to do things differently so that the needs of the customer are better served. Even without the above 3 points, analysis of customer research in itself can be a great source of innovation.

For more ideas for fostering innovation you can check out some inspiration I gained from Pixar in my previous blog about innovation… I’d be really interested to see what initiatives you have to foster creativity and open-thinking in your organisations, please leave your thoughts below!

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