Improving the Visitor Experience

Over the last year, my wife and I have been lucky enough to visit many places popular with tourists adopting the persona of a “visitor”. Most of these align to our interests in history, nature and natural beauty. I naturally include the (excellent)  Guinness factory in Dublin in all three categories.


Much to the annoyance of my wife, I find myself continually appraising these sites not because of what is to be seen but more on the “visitor experience” that we are provided with as a paying customer. There is a close collaboration to the principles of Customer Experience in that if I am provided with a wonderful experience, I am very likely to become a repeat, loyal visitor AND tell many others about this experience. Trip Advisor has become THE guide for Visitors, not just in finding accommodation and restaurants but equally in places to see and things to do.

What has surprised me and, in most cases, disappointed me, is the lack of innovation within these visitor experiences. Whilst there are exceptions, here are some examples of innovation that exists but is often not yet readily available:

  • Augmented Reality allowing visitors far greater detail and insight into what hey are observing. There is often a reliance on static notices (often in one language) or headsets that play a commentary on certain exhibits or topics
  • Online or Automated payment options reducing the need for excessive queues to get in. Cinema’s and many Sporting events have simplified this process allowing customers to spend more time enjoying the event rather than queueing
  • Better bundling of products and services to suit my circumstances. For example, rather than drag me through a gift shop,why not personalise offers (either your own or via affiliates) online related to what you know about me?
  • What do you mean, you don’t know anything about me? In that case, you do not have the right engagement strategy which would allow you to understand my digital footprint, interests and propensity to purchase
  • Have a strategy to engage all generations. My father refuses to own a smart phone yet when he visits a visitor attraction, he loves the use of actors or visitor centre staff who are empowered and free to engage directly with customers to try to bring something to life or explain something in his language. Too often, there is no-one to answer his questions!
  • Stimulate the senses. Let me see, hear, smell, touch and taste as far as it is possible. We recently visited the magnificent Roman Mithraeum in London. They did this very well which helped make it such a memorable Visitor experience.
  • Connect with me through Social Media. Interestingly, not one of the places we visited has attempted to connect to us either directly or indirectly on Social. Retailers have no issues in connecting and often the motivation for me is far less, as the interest level may not be there (I can only get so excited about my bulk purchase of cat litter). Guinness did encourage uploads of photo’s to Instagram and Facebook but there has been no follow up or ongoing engagement, which is a shame as I really enjoyed my visit.

There is more but I’m keen to see those engaged in improving Visitor Attractions to put themselves in the shoes of all their visitors and ask whether their “offering” could leverage modern technology to improve that specific experience.


Customer Journey Mapping? Been there, done it, so what?

Customer Experience Journey Mapping (CXJM) has become a commonly used approach for many organisations attempting to design innovative new processes that improve the experience for customers. The objective is to identify emotional “moments of truth” for different persona’s at different stages of a customer journey. For most organisations, there are many different “persona’s”, touchpoints, channels and this results in the work to map out entire customer journeys as being a lot of hard work. CXJM

However, this does not mean that the exercise is futile. Far from it. Done well, the mapping brings to life those moments that matter to a customer (and when I say customer, you could substitute the word Employee, Partner, Citizen or Visitor just as easily). In the example below, the journey was of a patient attending a MRI Scan.


Without wishing to delve too deep into the methodology or process of the CXJM exercise, I am fully bought into the value it brings in identifying the key points that impact on a Customer Experience. Some might be obvious (e.g being routed to another Call Centre agent to whom you have to repeat all the identification process and explain, again, why you called). Others are more subtle (e.g Being forced to create an account online for what is likely to be a one-off purchase).

However, the question that I am often asked is why the process of CXJM often leads to….not a lot.

I was at a CXJM introductory event recently where the delegates were asked to put their hands up if they had ever done Journey Mapping before. Approximately 50% of the audience enthusiastically put their hands up. They were then asked whether the outcome of the exercise had been worthwhile. Again, almost all of the original hands remained up. Finally, they were asked whether they had implemented changes based on these findings. The hands in the air disappeared rapidly leaving just one or two delegates awkwardly looking around as if they had done something wrong.

This is not unusual. I often hear of organisations who “did” Journey Mapping but the output is on a shelf or in an archive file somewhere. So why is that?

Journey mapping, done correctly, identifies everything that is needed to positively impact the experience. The players, the technology, the process and policies. However, this is also where it runs into trouble. It becomes too darned tricky. It is easy to identify a problem but is not often as easy to fix it.

It may require money, time and stakeholder buy-in that exceeds the perceived value of the exercise. One of the biggest challenges is that to address any given issue requires input from a variety of sources that may be external to the initial Journey Mapping exercise. For example, what may seem like a small change to a website to a CX practitioner could require scheduled effort from Web Developers, Testers, Project Managers, Technical Analysts, Product Owners and many others. The suggestion then gets put into the “too hard” basket and is “backlogged” into the “future feature” set which, as many frustrated Change Agents know, means “never”.

So what can be done?

I believe that more realistic expectations for the success of Journey Mapping should be set by planning a roadmap for change. The roadmap should be the next step after the CXJM and should focus on multiple, incremental changes based on the output from the Journey Mapping. The most immediate changes would be those where the biggest impact can be achieved with the minimal disruption and input.

This might help avoid the time and expense of creating a Business Case. The days of Big Bang mega projects are (hopefully) in the past as the need for rapid and innovative change lends itself nicely to multiple, smaller Agile projects. However, Journey Mapping should also help identify the measurements of success that would be needed to justify any proposed change.

Perhaps the changes could be classified and viewed as per the matrix below?

benefit impact

So how does one know how to categorise and prioritise the changes?

Firstly, I would suggest creating an agile cross functional team, with the CX leader acting as Product Owner. By cross functional, I do not mean technical. It should be a blend of Business and Technical skills that can assess and prioritise. For this team to determine the delivery roadmap, the sponsorship of a senior leader is essential in being able to take the next steps and remove roadblocks. Being able to demonstrate success through regular small change from a customers perspective will give an impetus to the roadmap as well as delivering a tangible return on any investment.

Secondly, I would not assume that your organisation knows everything about its customers experience. Involve them. Bring in a Customer panel or forum. Interview them. Appoint customer champions. Do whatever is necessary to ensure that your roadmap WILL make a difference to your customers. In fact, I would involve customers in the Journey Mapping itself.

Finally, ensure that the roadmap achieves a consistency of Customer Experience across all channels. Your Contact Centre can be the best in the world but if you then look to migrate people to lower cost channels where it takes twice as long to transact, then there is an inevitable impact on customer satisfaction.

As Confucius once said, “A journey of a thousand miles starts with one small step”. Make sure that you have the roadmap for your journey and then be brave enough to take that first step. I look forward to hearing more clients starting to get great outcomes from their Journey Mapping.

The Art Of Losing Customers

It takes a certain combination of events to lose a customer. It is rarely just a single event. It could be cost, customer service, poor quality or maybe just a stronger brand luring the customer to “churn”. Often it is a combination that create that “tipping point” when the customer either consciously or sub-consciously says “that’s it…I’m off”.

In my day job, I hear and learn about good and bad customer experiences and how organisations deal with it. I recently met with a leading Aussie Restaurant chain who are now moving to a model whereby they are valuing their customers and pretty much starting to refund customers on most basic complaints. The point being that the lifetime value of a satisfactory resolution far outweighs the short term cost of a voucher (given by way of a refund). Smart.

At the other end of the spectrum, last week I had an incident with Telstra, Australia’s former State, and now privately owned National telecommunications provider. I even used to work for them and swallowed the cool aid whereby Telstra were doing all sorts of initiatives to improve the customer experience.

In my opinion, the product is good and although premium priced, meets my needs for Internet, Mobile, 4G Remote wifi and Home Phone. I spend $225/month with Telstra and have done so for several years. I had never considered churning. I was loyal. However, in the space of 60 minutes that all changed.

The issue arose when I moved home. I ordered the new home connection in good time and everything was set up and good to go. On the day we moved in however, there was no phone signal to the house. I rang Telstra who were very good in attempting to troubleshoot the issue. However, they soon concluded that an engineer needed to fix the issue. As I often work from home, I was without broadband so had to use my 4G Remote wifi dongle in order to work.

Telstra took about a week to fix the issue and everything was good….until I got the bill.

I had been charged for a Broadband service for the week when I had no service and, to make matters worse, had gone over my monthly 4G Remote Wifi limit and had been charged $120 ($10/GB for 12GB) extra for this cost. Of course, if I had my Broadband service (which gives me 1000 GB/month), this wouldn’t have happened.

Therefore I rang Telstra to get the bill changed. The first lady was a generalist and was not empowered to resolve my issue. She was very helpful and courteous but took almost 30 mins to come to the conclusion that she could not do anything and that my call had to be “escalated” to Customer Complaints.

The Manager then at first failed to understand the issue. He tried to argue that I should not have used my wifi dongle. I tried to explain that I needed to use it in order to work but this seemed to fall on deaf and, dare I say it, ignorant ears. He then said the “best offer” he could give me was for $97. I asked why not the full $120 and the pro rate rebate for my Broadband service. He said it was not the policy to do this and he was only doing this by “breaking the rules”. I was now querying why Telstra would have such an inflexible policy and realised that he also wasn’t empowered to act in the customers best interest. He clearly had a maximum % that he could “refund”.

This got me cross and I asked to speak to his senior. “I am the most senior” he said, continuing with “if you are not happy, I won’t give you the offer and I’ll close the case as ‘customer dissatisfied”. By now, I was beyond dissatisfied. I told him what I thought of both his personal attitude and of Telstra’s so called customer centric strategy.

Interestingly, no more than 15 minutes after I both tweeted and posted a whinge on LinkedIn, he rang back with a “change of heart” and promptly reinstated my $97 rebate. It isn’t the $145 I should have received and it doesn’t allow for the lost income during the hour long call.

The lesson from this is very clear. I’m worth $3000/year to Telstra. In arguing vehemently over an amount that represents less than 5% of this amount, Telstra might lose one customer at $3000/year. However, that is not the whole story. In the first 24 hours, my LinkedIn post had over 5000 views. Not viral as such but how much black paint needs to be dripped into a white paint pot before it becomes discoloured?

So, will I churn? Probably not. I can easily put this down to one poorly trained guy who needs to be empowered and to learn the art of customer empathy. However, it has shifted my position from being loyal to being “open” to move providers.


Choosing a CRM is easier than choosing a TV…..

or maybe it should follow just the same set of thought processes. It certainly should not be overly onerous. This blog suggests why….


I blame it on “Game Of Thrones”. If it wasn’t for the fervour created in our household by the imminent arrival of the latest instalment of the annoyingly addictive GoT, I may not have found myself in the HiFi store in the first place. I mean, we do have a “spare” TV and it’s not as if we watch a lot of TV. But she who must be obeyed (my wife, not the Mother of Dragons) insisted on us having to replace the TV in time for Jon Snows latest escapades.

So there I was in JB Hifi surrounded by wall upon wall of TV’s showing the same identical Disney movie, hearing the same soundtrack in a barrage of echoes, thinking this “should” be easy. I mean, we just need a TV. I have helped procure and, turning gamekeeper into poacher, sell complex enterprise CRM systems. These systems can cost thousands, if not millions of dollars in terms of software, services and support. It can take months to go through an evaluation and procurement exercise so surely buying a TV cannot be that hard, can it?

However, very soon I was being pummelled by an enthusiastic young “Audio Specialist” asking seemingly stupid questions such as “What do you use your TV for?”. I felt like saying “doing the washing up” but before I had chance, he bombarded me with a plethora of use cases “downloading films, watching YouTube, gaming etc”. Whilst I was scratching my head thinking, he was telling me about features such as HD, UHD, SUHD in fact any other acronym with HD would have seen me thinking he being sarcastic. There is 3D, Curved, Super size (more like a cinema screen), 4Hz and the mesmerising list goes on. The result was that I got to thinking about how people choose a CRM and that perhaps it can get over complicated in a similar way.

First and foremost, there is a budget for everything. I did not want to spend $7000 on a TV so the one that made an IMAX theatre look conservative was never going to be an option.

Secondly, there was my needs. What did I need it for? All CRM’s do the basics but the nuances come in whether you are looking for a Sales, Service or Marketing oriented system. Of course, you will need a decent set of functional and technical (non functional) requirements but to me it is pointless saying that a CRM must be able to add an email address to a Contact. That’s like asking whether a TV has an on/off button.

Then there was the “look” to consider. Believe it or not, the TV’s were not all identical! Similarly, the look and feel of a CRM must be intuitive and user friendly. This “User Experience” has become an increasingly important factor in choosing CRM software due to the lowering of training costs and the need for users to adopt the system, which is far more likely if they find it easy to use.

Once I had gone through this thought process, I had quickly narrowed down my choice to two TV’s. Now to seal the deal, I needed to differentiate based on things like Warranty, Installation and Availability. These will also come into play when selecting a CRM Implementation partner, although availability in IT terms means something different than “is it in stock”. Focus on a partner with proven expertise in the selected technology. You would not take a Mercedes to a Ford garage would you?

So when I got to thinking about it, I wondered whether sometimes people over complicate the buying process. Organisations can “try before they buy” with “Proof Of Concept” and Pilot implementations commonplace. In today’s Agile world, projects often commence on the basis that the end destination is not clearly defined, reserving the right to change direction and innovate as the project evolves.

Choosing a CRM should be pretty simple. Be clear about what your desired outcomes and user expectations are, what your budget is (don’t forget, its all about the TCO- Total Cost of Ownership) whilst considering the broader picture (refer to my previous article suggesting that the choice of CRM is not the single biggest success factor).

Although I have always been technology agnostic, I have recently become very excited by the development of Microsofts Dynamics CRM. It has evolved immeasurably over the last few years and the latest release, Dynamics365 is very good indeed. It will not be for every organisation just as my choice of a TV will not be the brand that you may have chosen. However, I do believe that Dynamics should be on most organisations shortlist not just because of the breadth of capability but simply because it just works with all of the other Microsoft software seamlessly. It is that ease of use that makes it a formidable solution and why, these days, I now work for an organisation that specialises in Dynamics365.


Which CRM? Wrong Question. Top 10 Critical Success Factors for CRM

If you are asking “which CRM is best”, you may be asking the wrong question. Choosing the right tool is important but in isolation, it is probably not the decision that is going to make or break your initiative. This blog gives you pointers as to the questions you should be seeking to answer before looking at choice of software.


If I was paid $1 every time I was asked “Which CRM should we choose” then I would not need to be checking the Lotto numbers each week!

The trouble is that a widely held perception is that you need the “best” CRM. Questions such as these are posed based on an assumption that the choice of CRM software will determine the success or failure of the business issue or opportunity it is being considered for.

But it’s not as simple as that. 

I’ve therefore compiled a list of things that I consider to be critical success factors that need consideration by any organisation thinking about CRM, let alone purchasing CRM software.

1. What is your “why”? You clearly think that CRM is an answer but to what? Have you carefully listed all the requirements you have? Have you broken these into Functional and Non Functional? Have you prioritised? Are these based on what you want to do or what you do today, or both?

2. Do you know what benefits you are seeking to achieve and, if so, how these will be measured and realised? What must the future state processes, people and technology deliver to realise each benefit?

3. Do you have Business and I.T support for any potential initiative? I have often found that one without the other goes nowhere. You need both parties fully engaged, collaborative and supportive with Executive buy-in and active participation (deeds as well as words)

4. Do you have a Budget? It is not just the software cost that should be considered but also the “services” required to implement and support the solution. These services should include internal and external (3rd party) costs.

5. What is the customer impact and perception? How will this positively lead to a greater customer experience which will drive retention and lead to customer advocacy? Have you engaged with people who know what a Customer Journey map is and can help create Persona’s?

6. What is the appetite for change? CRM is as much about a change in culture as a change in software. I recently worked with an organisation that could tick most of the previous 5 boxes but change fatigue was such an issue that it almost killed the CRM initiative.

7. What other changes will need to be made to accomodate CRM? New devices, Cloud provisioning, Reporting and Analytics, Integration platforms, Channels, Service Providers, Business Process Reengineering and IT Support are just a few off the cuff considerations that need to be thought through. There are many more.

8. Do you have internal resources who could commit time to both evaluate and then help implement CRM? Examples include Subject Matter Experts (SME’s), Architects, Business Analysts, Project Manager, Legal and Finance. They may or may not be required on a full time basis and certain roles can be outsourced but you will need to allow for commitment from several internal stakeholders over a project lifecycle.

9. How does this initiative align to the overall company strategy and are there competing “projects” that might mean the timing is less than ideal? I see many companies attempting too much at the same time and therefore achieving little. Corporate portfolio management is a necessary discipline.

10. Finally, yes, the choice of technology is a factor but software is just code. It is a tool. It needs to be made to work in the right way. For that reason, your choice of Technology Integrator will be just as critical as the software they help integrate and implement. Look for partners that can demonstrate that unique blend of understanding your business and demonstrating previous examples of well designed solutions and delivered outcomes that are referenceable.

Therefore, when someone next asks me “Which CRM do you recommend”, they will understand why I reply with ” Well, it depends….”. If you are in a position to proceed having worked through these things, then I believe you are well on the way to success and I look forward to hearing about it.


Is this a good or bad Customer Experience? My Australia Day BBQ

How could a great Customer Experience possibly spoil an Australia Day BBQ?


I’m all for technology enhancing my overall experience. But not when it gets between me and an Aussie BBQ.

It was Australia Day and we had friends and family over to our home enjoying the Public holiday celebration with the traditional dips in the pool, cold wine and, of course, the delights of my culinary skills on the BBQ.Just as I was about to serve, a phone call. Thinking it must be important, I left my Snags, Corn, Burgers and Steaks in the hands of the BBQ gods to answer the phone. Imagine my surprise to hear an automated message from a certain Financial Services provider wishing me a Happy Australia Day!!!

This has led me to think whether this seemingly innocent “customer experience” has added or detracted from my view of their brand. To me, it was intrusive and unnecessary, or maybe I was grumpy because I was hungry. Nevertheless, although well intended, I do not enjoy unsolicited calls even to wish me well. Being automated, it was low cost yet also insincere.

Please people, use technology as a tool to enhance a Customer Experience by all means but please think through whether that experience will add or detract from a customers perception of your brand.

Fortunately, the beers stayed cold, the steak was perfect and I was soon a happy camper again.


The Digital Customer is always right, even when they are wrong, unless you don’t mind it going viral.


Every business has them. You can usually tell them from a distance. It’s those customers you wish would go elsewhere but you need them, right, and those in customer facing roles are brainwashed into believing the customer is always right. Even when they are irritating, irrational, immoral and/or ignorant. The Basil Fawlty approach to Customer Service simply cannot survive in the 21st century.

I believe that it is not a question of what we believe about our customers but rather a strategy of how we handle them. In the 21st century, the power has shifted towards any potential conflict going viral.

Example: A poppy seller, a war veteran, was asked to move outside into the cold weather from the relative warmth of a UK Supermarket in a small provincial town in the UK, . The story went viral with a backlash nationally against the supermarket chain. The action of one store manager upset one passing customer who did not stay quiet.

Of course, in the past, businesses could get away with losing the odd customers. With a seemingly small sphere of influence, the consumer had little opportunity for recourse. Put up or shut up. Therefore if the product or service was desirable enough, consumers would simply put up with a poor customer experience. The balance of power was not with the customer. How times have changed. In this Digital world, organisations are now increasingly aware of the need to ensure that the customer is always seen to be right, aware that even one negative customer experience could have a major impact

Example: a disgruntled bank customer tweeted that his banks incompetence in processing his mortgage application had lost him his new house. Fortunately, that bank noticed the tweet and within 30 minutes responded to the customer asking him to send a Direct Message. By the end of the day, his loan had been approved. That story also went viral earning the bank much quodos having turned a potentially damaging incident into a “look how we care” story. Thank goodness for Social Listening.


However, this introduces another 21st century conundrum for organisations. If we are to be proactive in providing excellent customer experiences across all channels, how do we ensure that we provide a consistent response across all channels? Why should a customer get a resolution in 24 hours because they tweeted about it whereas other customers may have to wait several days? It highlights process inefficiencies whereby organisations are reacting to the need to be kept honest by their customers. The omnichannel experience that is so desired can also highlight inconsistencies in service delivery.

It is this that is one of the great challenges being faced by Digital organisations who have realised that the customer must always be seen to be right but that all channels on inbound and outbound communication must deliver a consistent customer experience.

Until then, organisations may strive to deliver amazing customer experiences but the opportunity for something negative to go viral remains. As an example of the viral threat, how would I otherwise have got to hear about this