Tag: Improving Engagement

Jumpstarting Customer Trust

Building customer loyalty requires trust. On the surface this sounds simple and the anonymous quote “Trust takes years to build, seconds to break, and forever to repair” reinforces this one-dimensional approach. Here, we will explore why trust is important but more complex than is often portrayed.

The power of the customer

While the act of selling a product or service has become intensely personal, the reputation of your organization is still a collectively understood entity. The impact of how you treat and respect your customers is not limited to their own purchasing behaviour. It can also spread to existing and potential new customers via reviews and word of mouth. The internet and social media have turned up the volume regarding communication. We can now share our feelings and comments with millions of people all over the world in a heartbeat.

Developing a trusting relationship with your customers and service users is made even more difficult by the ever-changing nature of the customer market. Mass-marketing started in the 1980’s, where organizations hired advertisers to convince the consumer of their needs and desires. This has been replaced to a certain extent with more tailored, individual, and personalised customer experiences.

So how do you get customers to trust you, when by their very nature, they all have different ideals and expectations of the services they seek?

Putting the customer first

Over 75% of customers and service users expect a personal service when engaging with any brand or organization, not only during their first interaction, but in all subsequent ones. Using outsourced, cheap AI, or call centres, shows a lack of desire to create a customer first, service driven business.
More money is lost every year through ‘money saving’ schemes and cost-cut outsourcing than would be lost over the lifetime of an organization that focused on building lifelong loyalty from fewer, but trusted customers. You might gain substantial profits in the short term, but these businesses rarely have real long-term viability.

Hiring employees that are customer focused and customer friendly is key. Yes, every customer might have different desires. Well trained and adaptable customer facing employees can create a bond with each individual customer.

If customers and service users can’t get in touch with your organization, can’t log or register complaints, or can’t get their queries resolved easily, don’t be fooled by the silence. These customers might never use your service again, they might become negative ambassadors, actively talking down your business to everyone they meet.

Take care with your data collection strategy. What message are you sending if, for example, you don’t give customers the ability to customize the data you collect from them, or the ability to decide which tracking cookies can follow them around the internet after using your service? It might appear that your ability to mine personal information is more important to you than the customers’ awareness, choice and privacy. If, on the other hand, you are open and provide clear choices, and behave appropriately with the information, the customer will begin to develop a trusting bond with you.

The customer is always right

This is not in the sense that you should always do everything your customers demand. However, 9 in 10 people trust what other customers say about an organization, more than what the organization says about itself. Customers are therefore potential brand ambassadors… as well as potential brand destroyers.

This is why it is so important to collect customer and service user feedback and be transparent with this information. Your customers can trust you have nothing to hide.

The good and bad, reflect the true experience each customer has had with your organization. In some cases, it might have been a one-off, in others it might indicate a further ingrained systemic issues that needs to be trained out.

Either way, by championing transparency, customers are more likely to trust you. Especially if they have had a really positive experience despite a few negative reviews, it will communicate that you actively listen, address, and resolve those issues for future customers.

Some businesses are tempted to manufacture or ‘manage’ the feedback, but, once again, the truth will get out, probably faster than you thought possible, and where will that leave your customers’ levels of trust?

The wrinkle

We believe that the impact of time on trust is overstated. Instead, the key driver is the quality of trust gained and trust lost.

Also, reputation and trust are often confused. Having a “good reputation” doesn’t say much about trust. For most of us, ‘trusting’ a company just means we like their products, or ‘trust’ them not to violate laws. That’s a pretty low bar.

When an organization becomes involved in a scandal, we lose trust in those companies quickly – not because trust loss is quick, but because there wasn’t much trust there to begin with. Take a very personal example of a long-term trusted friend who doesn’t show up for a meeting as planned. Depending on their level of responsibility and the impact on you, you might choose to brush it off or you might treat the matter more seriously. The key point here is that whether loss of trust happens quickly or slowly is a function of how much trust we had, the impact of the violation and where the responsibility lay: it is not a function of the calendar.

SERVICEBRAND

Building customer trust is not easy. If it was, everybody would be doing it much better. At SERVICEBRAND GLOBAL, we can help you understand a true and honest picture of the state of your organization. Let us help you get connected to the heart of your business. A little trust goes a long way, why not see what we can do for you.

Creating Positive Organizational Culture

Culture is one of the key elements contributing to organizational success. A strong and sustainable culture makes it much easier to attract the kind of employees that fit. More importantly, it will keep them engaged. This will help you retain skilled and talented employees for longer.

Organizations that succeed in creating healthy workplace cultures, often find themselves a cut above the competition.

Where to begin?

It can be hard to know where to start, and difficult to admit that you might be getting it wrong. All too often we see organizations championing values like honesty, accountability, and respect. Yet, in the day to day, we do not see these values put into practice.

Employees that are punished for their honesty, are less like to be honest again. Unfair and uneven processes of accountability often breed resentment and demotivate employees from trying to do the right thing. Respect is a two-way street. You cannot demand what you refuse to give.

When starting the journey to a healthy and positive organizational culture, you must first consider what really matters to you. What is your organization’s purpose and values? Clarity about what you are trying to achieve and the way in which you want to achieve it provides a guiding compass that will sustain your business on its journey to success.

The value of different points of view

It is valuable to gain insight into what is important to a wide range of stakeholders, especially employees. This might be straightforward in a healthy, open culture and more of a challenge if you are attempting to fix a toxic culture. If your employees fear the leadership or management they work under, it will be harder to get an honest and unbiased answer. Getting to the truth of the real experience employees are having is critical to creating a positive culture.

Anonymous surveys can be a way to get genuine feedback. Prepare yourself though. Just because your employees aren’t complaining, doesn’t mean they are happy. They might be in fear of their losing their job or that horribly demotivating feeling of finally speaking up and still not being heard.

The way your employees see the organization is critical in understanding and exploring strategies to build more positive culture. Make sure to give them the time and space to express themselves. And try not to take how they feel personally. Your role as a leader is to create a safe and positive company culture through understanding, not blame-shift or deny the experiences of others, as they feel them. This is the same approach as encouraging and receiving feedback from customers.

Painting the right picture

Think of the creation of a healthy culture being like an artist painting a picture. They both take a delicate balance of structured planning and attention to detail to deliver the best result. Too little structured planning and the ‘canvas’ will become a jumbled mess, too much attention to detail and it will take too long to finish for fear of getting it wrong.

Navigating the path between those behaviours you wish to encourage and those that you must make clear cannot be tolerated is a complex one. Pay close attention to the way you train and teach what is unacceptable behaviour. If you train your employees too strictly over minor infractions, you risk creating a group of disengaged people that will likely only perform when they know you are watching. On the other hand, as Steve Gruenert and Todd Whitaker state “The culture of any organization is shaped by the worst behaviour the leader is willing to tolerate.” It is a fine line.

Culture informed processes

Once you know your purpose and values, you can start to design processes that will eventually create a self-sustaining loop of positive culture. When you know what you value you can start to look for people that are already aligned with similar values. Your recruitment processes should always look for the right ‘fit’ for the company culture. Rather than talking about the organization’s values, you can reflect and reinforce the values in the process itself.

Skills can be learned, trained for, and developed overtime, but our values are wholly unique to our individual life experience. It is far better for your organization’s longevity and profitability to hire people that work well within the kind of positive culture you wish to create, than it is to hire an incredible seller or customer service agent that doesn’t work well in a team.

SERVICEBRAND GLOBAL

At SERVICEBRAND GLOBAL, we believe in creating bespoke strategies that focus on understanding purpose and values to drive organizational alignment. We don’t believe in copy and paste organizational cultures. We want to help you create a self-sustaining positive culture in the workplace that lets you get the best out of your employees because they are valued and part of a team. Why not see what SERVICEBRAND GLOBAL can do for you!

CX Looking to the Future

The quality of a customer’s experience sits at the heart of successful organizations. Every customer needs to receive an excellent experience at every point of service, irrespective of time, geography, and channel. This can seem like an overwhelming and perhaps even unachievable aspiration. But with the right approach, it is possible to ensure that every customer and service user that interacts with your organization, has a positive experience.

The implementation and use of AI services and functions has exploded in the last ten years. In particular, it is a powerful tool for data collection, targeted marketing, and the management of ever more complicated automation processes.

Organizations are now increasingly seeing the opportunity to deliver great customer experiences every time by using more advanced AI: to connect with customers and to address their problems and queries. In one-way, Artificial Intelligence might be the future of customer experience.

Access any time

The world is no longer a Monday to Friday, 9-5 place. This has been evolving for some time but has been accelerated dramatically by the impact of COVID-19. Hybrid working schemes are enabling people to work to their own rhythms. This is changing when customers usually engage with products and services.

In a world that doesn’t sleep, keeping up with providing a positive customer experience, can be challenging. This is one area where AI will always have the upper hand on humanity. It needs no sleep, rest, or breaks.

AI that is consistently accessible and able to deal with multi-layered queries, problems or concerns is pivotal in the digital age. Customers don’t want to wait until your opening hours for a response. If they can’t get it from you, a competitor will surely address their needs.

Values-aligned AI

How your customers and service users feel about your organization is largely down to the experience they have, not only of the goods or services they purchase, but the experience of buying from start to finish. If they encounter difficulties on this journey, they are less likely to make a purchase or become loyal customers.

The same is true of implementing AI systems and processes into your organization. If they aren’t aligned with your values, they will not generate positive customer experience. Consider Virgin Media, who prize heartfelt service as one of their core values. And yet, it is next to impossible for customers to reach them. An unending complaints system does nothing but create digital feedback loops, sending customers round and round in circles.

AI can be of incredible benefit to your organization when used innovatively to create benefit/value. But not when used as a cost saving exercise to replace humans that could more satisfactorily solve complaints and queries.

Individual Service

AI is vastly superior to humans in learning and storing information. The more experiences it is given, the better and more adaptive it becomes at resolving problems. Herein lies one of the key benefits for using it to enhance customer experience.

Human service agents are of course still far better at providing a positive sense of feeling and engagement with the customers. But this is often only done at the point of service. AI can improve all elements of the customer journey. From initial contact to complaint resolution, and most importantly into post purchase relationships. It can provide highly specific and targeted advertising content to individual customers across a range of platforms instantly.

The best human customer experience manager might be able to keep up with hundreds of personal preference, desires, and personalities. AI can handle millions of data points, predicting behaviour and acting on it in real time.

The space when customers think about your organization might only be for five minutes of their day. Having the ability to target specific advertisements and offers directly to this window is an incredible powerful tool in driving organizational awareness and sales growth. Done well, it simultaneously gives the customer a positive experience of your offering.

The Future

There is a reason that Amazon is so popular. It is not luck, but innovation driving its success. Putting AI to work, knowing what we want before we want it, and ensuring we get it within a day, has driven huge financial success at Amazon.

Their offer and performance even cause some people to look past our social and environmental responsibilities because the customer journey has become so positive, we know it will feel good to keep ordering the things we want.

The next big question is coming because of this era of instant gratification, where anything we want is available: Will AI continue to facilitate customer experience, or has it already begun to lead and direct it?

SERVICEBRAND GLOBAL

At SERVICEBRAND GLOBAL we take a positive and forward-thinking approach to the future. It can be anxiety inducing to face the challenges of the coming decades. If you are struggling to identify the right way to engage with your customers, the way that best fits your organisation, we can help.

How to Build Unshakeable Customer Trust

Building customer trust is a complicated process that takes time and patience to achieve. When you get customer trust right, your customers become ambassadors for your brand. In turn, other customers are more likely to purchase your offering based on their recommendations. More consistent customer interactions can only lead to increased sales.

Where to begin?

The foundation of any trust relationship is empathy. This is the ability to recognise and understand the difficulties of your consumers. Your entire organizational policy should centre around the consumer viewpoint. Remember who you are trying to serve. Without customers, there can be no success and, ultimately, no business.

When building strategies and hiring new employees, be sure to select people that are empathic to the customers’ point of view. People that can consider the situation from both sides are key in building trust and bridging the gap between customers and organizations.

Practicing Empathy

Understanding the experiences of others can be a challenge. How do we put ourselves in the shoes of people, that have lived experiences vastly different from our own? Sometimes it best to take a practical and hands on approach. Take Barclays bank for example. They have been training their employees with an age simulation suit (weighted with decreased visibility) to provide the experience of someone with vision problems and mobility issues trying to access their services. These suits are even capable of inducing temporary joint pain!

Building the experience of your organization around the people that struggle most to engage is a genuine and fulfilling way to build trust with those customers. The elderly and disabled people should be treated as equally entitled to access your products or services without having to face unnecessary barriers like poor access.

Training in empathy and awareness is far from straightforward. How can you simulate the pain sometimes experienced by elderly and disabled people? But If you make the effort to do the most for all of your customers, not just the ones that are easy to serve, the returns in customer loyalty and trust can be enormous.

The right thing at the right time

Organizations flouting customer trust has become an ever more common occurrence. Worse still are organizations that only act with decency and morality when it suits them. Consumers often forget how much power they hold over the organizations and institutions that serve them.

Activism can be polarising. That is why understanding your organization’s core values and purpose is so important. Embracing causes or any of the fights for social justice must be woven into the very fabric of what you do, not paid lip service to for moral clout.

Fashion outlet BooHoo is an example of getting it wrong in terms of building customer trust. In the wake of the BLM movement on social media, the company committed to support more diversity and inclusion. At the same time, they were linked to illegal sweat shops in the background.

One of the biggest metrics for customer engagement is the extent to which customers trust the organization to do the right thing. That is not to say you must take up the torch for every cause, that is not always possible. But you can design your strategies around the issues that represent your values and organizational goals. If you are a coffee company, you might commit to sustainable and fair-trade products. If you are a clothing company, you might commit to reducing fasting fashion and ban slave labour practices.

Tell the Truth

Customers and service users are not fools. They will be able to tell the authentic from those that are not. If your organization makes a mistake, be honest with your customers about it. Trust is built through cycles of trial and error, growth and expansion.

Too often toxic company culture prevents people from owning their mistakes, by overly punishing a single mistake, rather than the consistency or frequency with which mistakes occur. One mistake is not a problem, it is a learning experience.

When you come down hard on a first-time mistake, it doesn’t correct the offending behaviour, it only teaches more subversive behaviours. When there is no room for growth, employees are less willing to step into the line of fire and have a growth moment.

And it is always the customers that pay for these learned behaviours. If your employees are so fearful of making a mistake they pass the blame onto the customer, trust will be permanently damaged.

Building a better future

Customer trust is a tricky subject. It requires understanding, empathy, and honesty. At SERVICEBRAND our three goals are
1) To help you understand your core values and purpose.
2) To create plans and strategies to empathically connect with your customer and service user base.
3) Help you create an honest and open company culture to facilitate trust building internally and externally.

Why not see what SERVICEBRAND can do for you?

Communicating Organizational Values

Organizations are becoming more switched on to the importance of aligning their vision and purpose with their values. A set of clearly defined values can directly contribute to the creation of an inclusive, engaging, and strong organizational culture.

How well these values are understood has a direct impact on employee alignment. And also how well connected your customers and services users feel about your organization’s identity/brand as a whole.

The next hurdle

Defining these values can be a complicated task. We have dived into deeper discussions on how to identify the right values for your organization in previous blogs. The process, however, doesn’t end with a neat list of values. What comes next is the most difficult part. Successfully communicating them to your employees and to your wider audience as a whole.

Building understanding in a consistent and well explained manner is a keystone to developing company culture that supports your purpose and vision. This can be done by aligning everyone with actionable, values-led behaviours to embody while representing your organization.

Values are for living

Values are for living, not laminating. Of course, visual reminders can play a useful role in reinforcing the message around expected behaviours. Avoid falling into the trap of thinking that this is the job done. The key is to focus on the specific behaviours you are looking to employ within your organization. For example if one of your stated values is ‘integrity’, you might put energy into ensuring that ‘We treat all of our service users equally.’

The words used as Values are nothing more than a label. They are highly subjective; each person might have a different idea about which behaviours they most readily associate with the words selected to represent the organization. That is why clear communication of the definition of the value word and the kinds of behaviour expected to reflect those values is so important.

The Leadership Shadow

The next important step in the effective communication of values, is also the most critical. People learn by example. Employees’ and customers’ perception is strongly influenced by the way employees in management and leadership roles behave. If the behaviour is in line with the stated values, then the perception of the brand is enhanced. If the behaviour doesn’t reflect the stated values, they will become, at best, confused, and, at worst, disenfranchised.

Anyone in a position of leadership must embody the values of the organization as a matter of personal behaviour. If you have disruption and discomfort in your leadership team around behaving accordingly, they might not be the right people to carry your vision and purpose forward.

Positive reinforcement from leaders will help employees feel supported and encouraged to adopt the right behaviours to best reflect the company’s desired image. Actions do indeed speak far louder than words. A key leadership role is to set the right tone of speech and behaviour for other employees to emulate.

Recognition and reward

Recognition (and sometimes rewards) is important in encouraging people to adopt new behaviours. It is not practical to fire people that don’t immediately fit and replace them with people that do. Change can and does happen, but it takes time, leadership, encouragement and sometimes incentives to change behaviours and perceptions.

When you see employees truly living your desired values, spotlight them with recognition and celebrate this widely to positively reinforce the desired behaviour. Other employees will understand the behaviours that are expected and those that are not accepted. Over time the desirable behaviours become the norm.

But be careful when instituting rewards programs, as they can and often do generate devious behaviours in order to secure a reward. They are great for spotlighting the right desired behaviours in the short term, but don’t have as much of a long-lasting effect as visual ques and learning by example.

SERVICEBRAND

It can be a challenge to identify the kind of organizational culture that would best fit your purpose. Figuring out how to communicate the values effectively and efficiently to everyone can present additional challenges. If you have already started or thinking to start down the path of a values, vision, and purpose assessment of your organization, and want to make sure that they are effectively communicated and embedded, SERVICEBRAND Global can help.

Improving Customer Experience

Customer satisfaction happy feedback rating checklist and business quality evaluation concept 3D illustration.

Defining improvement can be a tricky subject. At the most basic level, anything that is measurably better than it was before, can be considered as having made an improvement. The real issue is what we choose to measure.

Most of us love making improvements, whether they are personal ones to improve our health, or equipping ourselves better to perform the tasks that generate our financial stability.

Understanding customer experience (CX) and how to create successful CX strategies, is complicated by the vast range of potential measurables and how to implement actions that generate the desired changes.

Starting small

One common mistake in implementing effective CX strategies, is to take a top-down approach trying to implement ambitious changes all at once. This can create an enormous feedback loop in the system that can lead to a domino effect of challenges that had not originally been foreseen.

Making huge changes to improve one area can also negatively impact the more stable and successful areas of your organization.

You might try an alternative more basic approach by simply starting with the customer. Make sure there are ways to gather feedback, and record complaints to deal with the individual as soon as any issue happens. Analyse the information and decide if the feedback is contextually valid and requires further action. Then ensure that action is taken to fix the problem, address it and most importantly, let the customer know the problem is being taken care of. So much customer loyalty can be won by simply letting customers know their complaints have been taken seriously and addressed. And a customer who has a complaint resolved well is more loyal than a customer who didn’t have a complaint at all.

So, what do I measure?

There are several ways to go about this, but the basics are the same. You might choose measurable data points that paint a simple picture of your successes in managing customer experience. Or you might focus on problem resolution, measuring just the negative comments from customers or service users.

Of course, it doesn’t have to be one or the other. There is a middle ground, achievable by looking at the positive and the negative, as well as how they affect each other.

For example, focus too much on only resolving issues customers complain about and you will miss out on feedback around the things you are doing to successfully engage them.

If you want strong and useful data, metrics should be chosen that reflect your organizations values, vision, and purpose. 60% of new business in the UK go bust in the first three years; a poor understanding of data metrics and how to pick and apply them is one of factors that contributes to such high rates of failure.

Everyone wants to make money quickly, but outlasting the competition, building a strong brand identity, and most importantly developing a loyal consumer base, will pay off far more in the long run than two or three years of in a business relying on quick profits over customer experience.

Measure profit, in terms of revenue and sales growth, but also make sure to measure customer satisfaction, loyalty and retention. Measure how your customers are interacting with your organization and find a way to do this where they feel comfortable engaging. Automated options only work if the customer base will use them.

What if its unmeasurable?

Sometimes there are too many variables and getting an accurate numeric measure on the success of a project can be ambiguous. Customer experience is a highly subjective area. Soft as well as hard measures can be a valuable way to establish the whole story; in the hotel sector, there might be a guest satisfaction survey in the rooms and, at the same time, VIP guests might be invited to a drinks reception hosted by the hotel manager to share their feedback.

You can use the tangible data to build strategies and tactics that give you more room to take risks on some of the more subjective elements of customer service.

SERVICEBRAND GLOBAL

At SERVICEBRAND GLOBAL, we believe in understanding the customers’ journey, from start to finish. Not simply understanding the impact on profit margins, but developing those personally subjective relationships with each and every customer but connecting the organizations values and purpose to the way it then engages with its consumer base. If you are struggling to navigate the complexities of building great customer experience, we can help you create strategies and systems of measurement that will give you greater insight into where you are and help you get to where you want to be.

Building Company Culture

An organization’s culture is driven by its values and sense of purpose. It is the driving force behind everything you do. When organizational culture is done well, it can lead to far better performance, not just of employees, but improved relationships with customers, service users and partners as well.

One of the key mistakes organizations make is believing they have a good culture, purely because they say they do. How often have you applied for a job on the basis or belief that the organization’s values, purpose, and culture are a good fit for your own. Only to discover the company culture is superficial and goes no further than the welcome talk and training during the onboarding process.

Changing culture

Cultural change can be challenging, especially when systems and processes are deeply engrained. You would think that toxic culture would be easy to root out and remove from the workplace and customer interactions, but this isn’t always the case. Sometimes employees live up to certain parts of the organization’s culture, while holding negative or reductive attitudes towards other parts.

The desire for a cultural shift often comes from a realization that something in the organization isn’t working well. In our experience, time and time again, the situation is caused by a disconnect between the organization’s stated values, purpose and culture and the reality of what is actually happening within the business.

First steps

The first key step in building a strategy to manage long term and successful culture change, is having a sense of where the organization stands right now. This can be tricky, especially if the current systems and processes in place are causing toxic behaviours in the workplace. This could look like employees lying on feedback surveys for fear of repercussions, or customers being incentivised with deals or gifts to give feedback that paints a false picture of how well the business is doing.

In the very worst cases, cultures of fear scare employees into cheating and lying about the quotas they have to fill. This is why fear is seldom a good motivator of organizational culture. You’ll get told what you want to hear, but your finances will always show the truth of it in the end, and you’ll waste years not improving because of a lack of awareness to the damaging practises going on beneath the surface.

Anonymous reporting, feedback surveys and storytelling are great ways to get true and honest feedback about the current state of company culture.

Values

At its heart your company’s culture is a reflection of your values. All of our unique human behaviours and habits are informed by our values. If you value being of service to others, habits will form that see you being of service in functional and useful ways. If you value continuous learning, adaptability, or exploration, you are more likely to create a habitual way of being that helps you fulfil these values.

Passing on our values to others is not easy, that is why it is important to understand your organization’s values in a clear and easily communicable way. This will help you find people that already align in many ways with your culture. Forcing someone to adopt a culture that is foreign to them is doable but takes a lot of work. It is far easy to know where you stand and then find people that align with that purpose.

What next?

Once you know where you are, you can create a plan to take you to where you want to be. Whether that is to improve or overhaul organisational culture, elevate the ideals of the business, or create an environment that enables innovation and service to the customers and service users to flourish beyond merely making money.

Inclusion

People who don’t feel included are far less likely to work with the processes and guidelines. Make sure to include the people that work with and for you in the conversations on culture. Not only them, but your customers as well. People are far more likely to be emotionally invested in a product or service when they feel valued and heard by the leaders of the organization.

Having customers and employees shine an honest light on the realities of company culture can be a challenging experience. Without constant diligence and attention, you can find yourself to have drifted far from the course you originally set out. While this can feel confronting, it is important to be open and honest and trust that with the right adjustments you can realign your organisational culture to properly reflect your purpose and values.

SERVICEBRAND GLOBAL

If you are struggling with an aspect of company culture, SERVICEBRAND GLOBAL is well-positioned to help you identify your current culture, its strengths, and weaknesses. We take abstract and challenging topics out of the conceptual realm and apply them to real and dramatic effective within your organization. Get in touch today to see how SERVICEBRAND GLOBAL might help elevate your company culture, realign it, and develop new strategies to build your overall business health.

Disruptive innovation

Disruptive innovation is a term first defined by Clayton M. Christensen in his book “The Innovator’s Dilemma”. Today his concept of ‘disruptive innovation’ is present in our everyday language about innovation. It is also applied to describe many situations relating to industry changes.

“If you defer investing your time and energy until you see that you need to, chances are it will already be too late.” Clayton Christensen

Understanding disruptive business

To explain his theory, Christensen uses a comparison of Netflix and Uber. A disruptive business is able to gain a foothold in a low-end market that has been ignored by established companies.
These disruptive organizations must in their own way create an entirely new market. One that turns non-customers in customers.

Despite these theories. Uber didn’t create a new market but sought customers who were already using taxi services. If it is true also that truly disruptive businesses start with a low-quality product that covers the mainstream market by improving quality, Uber does not fit this theory either.

” You’re not that disruptive. Stop lying to yourself!” Rameet Chawla

Christensen uses Netflix as a classic example of a disruptive business. The initial Netflix mail-in subscription service wasn’t attractive to Blockbuster’s mainstream customers who rented new releases ‘on-demand’. Netflix attracted only those who didn’t care about new releases, were early adopters of DVD players or shopped online.

They targeted segments of the population previously overlooked by competitors, delivering an inferior (but tailored) alternative, at a lower price. Eventually, Netflix moved upmarket by adding the things mainstream customers wanted. Then one day, there was no reason to use Blockbuster anymore. We agree that this is a great example of true disruption.

We think Christensen’s examples help to explain what disruption is and is not. However, we also believe that there could be a better example to use than Uber because it is a business which is platform-based (rather than linear) and, at one level, we believe that Uber has caused disruption.

Networks of Disruption

Once a platform has established a strong network around its core offering. It can easily tap into that network to unlock new customer groups and create new markets. Networks are extensible in a way that traditional supply chains are not. In fact, most platforms create new markets. They succeed not by building sustainable innovations but by introducing disruptive innovations. These are the things that build new networks, communities, and marketplaces.

This is what Uber has done.

We also challenge the technology obsessed view of disruption. It might be true that new technology uproots, and eventually replaces, an existing technology. Consider the way video streaming has replaced video rentals.

However, this description still misses the point because disruption is not driven just by technology. Instead, it is driven by customers. They are the ones behind the decisions to adopt or reject new technologies or new products and services.

Let’s look at Uber again. Customers valued the convenience and value of the Uber service. The driver community valued the flexibility of hours and service delivery model. Large companies should therefore focus on the changing needs of customers to respond more effectively to digital disruption.

“Those who disrupt their industries change consumer behaviour, alter economics, and transform lives.” Heather Simmons

Innovation is an important aspect in the conversation on disruption. But it is not always the case that newer technology makes for better business. This is why we prefer to take a broader view of the topic.

The Bigger Picture

We are rapidly facing an oncoming future of colliding megatrends. From rapid urbanisation, climate change, resource scarcity, and technological breakthroughs, to shifts in economic global power. All the while, navigating the currents of demographic and social change.

We know that these shifts are reshaping societies, economies, and behavioural norms across the world and redefining whole industries at a breath-taking pace.

We also know that technology is a game changer. But business leaders cannot be sure how they should be planning for what’s to come. The past is no longer a reasonable guide to the future. There is so much hype now, so many unknowns, and such a degree of volatility in every area.

Research shows that the ‘pace of change’ and related threats from business model disruption has become the top emerging risk for CEOs, with health care, insurance and industrials fearing its consequences the most.

“Most industries experience disruption not from the sudden impact of a single force, but rather from a collision of interacting forces, and often with multiple, related consequences.” Sean Murphy

The Future is Now

The notion of an organization with a fixed structure and supply chain offering a well-defined range of products or services in a stable market with a set of known competitors is disappearing fast. Now, and in the future, organizations should ‘create their next cutting-edge’ by embracing new technologies to develop potentially disruptive ideas, in and outside of their current industry.

Secondly, they should ‘fund their future bets’ by putting more time, money and energy into innovations that can test and turn new ideas into commercial realities faster.

Third, if organizations cannot build or fund the necessary skills and resources internally, they should find partners (including third parties and suppliers) to scale new ideas and provide access to technologies and specialized talent.

Finally, organizations should ‘disrupt from the inside’ by fostering an internal culture that views innovation as a benefit and establishing an ‘innovation lab’ or ‘digital factory’ to test new ideas. Successful companies like Google and Microsoft still spend billions of dollars trying to find new ways to avoid disruption by leaning into disruptive technologies, testing new ideas and learning how to remain close to the innovation frontier.

SERVICEBRAND

We also believe that we will increasingly see the development of collaborative ecosystems replacing the traditional organization concept. In this every changing world, why not see how the SERVICEBRAND approach can help you navigate, innovate and disrupt the competition!

Keeping up with changes in the CX world

The impact of COVID-19 has had a dramatic effect on the lives of people across the world. Not just in terms of the death toll, but also in the way that some people’s livelihoods have been shaken to the ground. The pandemic has also had a dramatic effect on customer experience and organizations have been forced to reconsider what customer care means.

During times of great fear and crisis, our emotions are heightened, as are our desires and expectations. A rude telephone call, a lack of support on a customer care call, items failing to be delivered, while irksome, pre pandemic would not have been the end of the world.

Fast forward to a time when we couldn’t leave the house, or access services without risk of serious infection, and how we get things delivered and dealt with became of critical importance. The organizations that successfully navigated the first waves of the pandemic did so by placing attention on their customers and services users in an empathic and concerned way. Going above and beyond to show they care and understand the difficulties presented by the situation.

Permanent shift

Although mass vaccination has helped dramatically reduce the numbers of people dying or requiring hospitalization , it looks like COVID-19 is here to stay, in one form or another. After two years of a global pandemic, organizations must realize the importance of becoming more adaptable in the face of a crisis, and the consequence of not doing this is potentially terminal.

A crisis like this clearly presents a challenge and when the pressure is on true values shine through. Better.com did not focus much on communicating its culture and values to the outside world but this was placed in a harsh spotlight when CEO Vishal Garg fired 900employees on zoom and the story went viral leading to a mass exodus of talent from the company including Mr Garg stepping down from his position ‘temporarily’.

Layoffs happen in the world of business, but how you handle them says so much about your individual leadership style and your organisation as a whole. The same is true of the way you treat your customers. In times of crisis or panic, your customers’ interactions with you will be emotionally heightened and much more long lasting than in time of safety and security. This means customer loyalty and trust will never be more fragile than it is during a crisis, and how you handle it can make or break the relationship.

Connection, empathy, and care

Building connections with customers and service users is of vital importance to any organization. Without meaningful connections, customer retention will fall, as they go in search of that ‘little something extra’, that sense of feeling more than just being another cog in a money-making machine.

Customers desire, and are almost desperate for, connection. To not reach back to them is a huge waste of relationship building potential. So how do you build and maintain these connections?

One answer is to share your organization’s experience in an open and honest way. Throughout each wave of the pandemic, the organizations speaking honestly are the ones that have continued to have the support of their customers. And speaking honestly includes admitting it when you don’t know or apologising when something has not gone as well as it should.

After two years, some organizations are just catching up to this idea, while others, at the forefront of best customer experience practice, have created strategies to adapt to changes at a moments notice. These strategies bring the customer on the journey, make them feel involved, supported, cared for, and understood. This level of adaptability and effort reinforces customer loyalty by connecting to the idea of trying our best.

When we are panicked, we struggle if we look around and see the people, we rely on panicking too. It is time for organizations to step up to their social responsibilities, to commit to caring for their customers’ needs over the desire to make a quick profit.

CX evolved

Customer experience has always been tricky to get right, there are many factors motivating a customer to shop, spend or become a service user of an organization. It is even more of a challenge now, as organizations have been forced to deliver on the customer’s terms .

Because of this, e-commerce sales have risen dramatically around the world, first as a result of the pandemic, and then as continued uncertainty abounds around how long we will have to live with COVID-19.

If your organization depends on quality and well-trained staff to interact with your customers, switching to a digitally led experience can be very challenging. What communicates well in person, doesn’t always translate well into online engagement.

In order to keep up, your customer experience strategy has to evolve, to provide more digital options for interaction with ever more homebound customers. Connecting with 3rd party businesses to make delivery an option for your products too, is a great way to maintain market share while you put your own delivery services together.

SERVICEBRAND

If you are struggling to keep up with the pace of change and need help building a customer experience strategy to help improve customers loyalty, trust, and retention, SERVICEBRAND Global can help. Care, empathy and understanding of customer needs are often the first things to go out of the window during a crisis, but there are ways to cut costs and streamline operations without damaging customer experience and customer relationships. Let us help you navigate these uncertain times with adaptable, specific, and tailored strategies for your organization!

Navigating Brand Identity

“Your brand is what people say about you when you are not in the room” Jeff Bezos

The terms ‘brand’, ‘branding’, and ‘brand identity’ are sometimes treated as interchangeable. The first ‘Element’ of the SERVICEBRAND approach is Brand Identity and we refer to this as the collection of all the brand elements that the company creates to describe its personality and character. The brand identity is what makes an organization instantly recognizable to different stakeholder groups (customers, employees, service partners, local communities etc), creates the connection with these stakeholders and determines how the organization is perceived.

Some leaders in organizations think that their brand is simply the name and logo. Of course, the name and logo are important parts of the visual identity and yet there is so much more to an organization’s complete brand identity. It consists of intangible elements such as the organization’s purpose and values as well as tangible elements such as visual identity and tone of voice. Ultimately, we think Jeff Bezos’ description above captures perfectly what a brand is.

Component parts

In practical terms, the Brand Identity is a combination of purpose/vision, values, brand attributes, unique positioning, SERVICEBRANDSignatures, visual identity and tone of voice. The starting point is to identify and articulate the organization’s purpose and values. The brand purpose or vision captures what the brand desires or promises to accomplish (usually for the buyer).

The organization can use positioning and differentiation to communicate the brand’s purpose and ultimately enrich the brand’s identity. And this purpose can transcend the functional purpose to also express the brand’s higher purpose or reason for being. The higher purpose suggests emotional and social benefits for the customer by choosing that brand. A strong purpose and values set the tone for the organization’s purpose and code of conduct.

The changing tide

In the past, it was commonly accepted that organizations owned their brand identity. The marketing function usually took the lead, deciding what the brand identity was and the used their marketing or public relations department/campaigns to ‘pump out’ directed messages to their target audience.

In the Values Economy, this is no longer the case and an organization’s brand identity is now co-owned by the various stakeholder groups e.g. customers, employees, service partner, local communities, investors etc. In the future, we believe that the most successful brands will not be focussed on direct control of brand messaging. Instead, they will invest energy in being true to their brand identity, led by their purpose and values. They will then focus on enabling their stakeholder groups to communicate how they feel about the brand with these stakeholders effectively acting as the marketing department.

“A brand is no longer what we tell the consumer it is—it is what consumers tell each other it is.” Scott Cook

Positive and Negative

When organizations have a strong brand identity, it gives them an edge of their competitors. When you successfully attract a customer or service user and give them a positive experience of your organization, they often become brand ambassadors, offering free marketing via social media and word of mouth, to encourage others to choose you as well.

Whether you put much time and attention into brand identity or not, customers and service users, will still get an impression from you, one way or the other. Considering the power individuals have in this day and age to influence others for or against you, it is well worth putting the time into creating a strong brand identity, one that raises your brand awareness in the minds of others, in a positive and lasting way.

When done well, a strong brand identity can generate a halo effect or a Midas touch, that makes launching new products or services much easier, as those that have already had a positive experience with your organisation are far more likely to trust you when it comes to new releases.

Your customers’ experience of your brand can also lead to damaging or negative effects. Once a brand is tarnished, customers and service users are far less likely to trust or engage with future products or promotions. This negative association can even lead organizations to rebrand and separate themselves from the core brand identity, consider Facebook’s recent name change.

SERVICEBRAND GLOBAL

Your brand lives in everything your organization does… whether you like it or not. If you treat your brand identity as a lip service campaign designed to attract people, but do not then offer consistency or substance, you will fail, sooner or later. At SERVICEBRAND GLOBAL, we help progressive leaders of organizations to create strong brand identities through careful examination of their purpose, vision, and values. From this we are able to create SERVICEBRANDSignatures, that set organizations apart from the competition. Your brand identity is what people say about you when you’re not there, so how important is this to you?

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