The final Budd animation has arrived and we are really pleased with the finished product! Have a watch and let us know what you think…
Leave a comment here or on the you tube page or get in touch, we’d love to know what you think!
Archive for the 'fast+simple' Category
Posted by: Katie | 5.04.2012
Posted by: Peter Massey | 7.03.2011
Today I renewed my passport at Victoria. Nightmare or? Read on…
I was impressed. In fact I can’t remember when I was more impressed. It was better service than any such service I have had for quite a while. It had pretty much the least customer effort as it could have had.
It was a really impressive, well designed multi-channel journey.
Here’s the journey:
- Passport coming up for renewal but don’t get many gaps when I don’t need it. Go to directgov and all the options are laid out in detail. Sometimes repetitive, rightly, of the major points.
- The quickest method is to take it to a regional office, all the details are there including maps etc and instructions what do to do, what to take, how to do it.
- I ring the 0300 number to make an appointment. The IVR isn’t too long winded and gives me the obvious option, I go straight through. He checks all the right conditions exist: – it is a renewal, I understand how it works, when to be where and what to bring with me, what it costs. And he gives me a code to bring. I think he asked me if I want a form and I say no I’ll down load one.
- Without being asked, a letter comes through the post confirming the same information again and giving me the code to be sure. It had a leaflet with the same information about what to do as the website.
- This weekend I hit the only snag. I go to the directgov site again to download the application form to go with my fresh, well new at least, photos. Can I find the renewal form? Lots of other forms but not that one and nowhere does it say it doesn’t exist on the site. The only option is for it to be posted to me.
- There is however a feedback slot at the bottom of each page. It explains that they wont respond, but that the feedback is to improve what’s on the site. So I tell them, unsure of whether it will do any good. We hot foot it to a friendly post office on Sunday morning and persuade them to unlock the forms and hand one over. Well two in case I get it wrong !
- This morning I go nice and early for my 930 for 945 appointment. Walking round from Victoria station, there are big signs sticking out so I can see immediately I’m going to the right place. Each different purpose has a different entrance.
- I walk in and the first thing I see is “ You said, we did” posters about how feedback had changed things. I am v impressed – so simple but so good to see. I am greeted by smiling security ( ex guerkhas to a man) and have my coat and bag scanned simply.
- Before I can get my coat on again a lady is asking what name ( so much nicer than what number ) and I’m given a ticket to go to the second floor. Before I can tweet my delight at “you said, we did” my number is called and I spend 2 mins at the counter whilst a genetleman ticks all the boxes on a form to say my paperwork is correct. He gives me a sheet of paper with a bar code and price and I walk to the cashier and pay my not inconsiderable £129 – £50ish more than standard renewal from memory. As per the website, the phone call, the letter he confirms it will be ready to collect in 4 hours.
- This evening I go back to the separately marked exit and join a queue. Uh oh… but no, all they do is take receipts and hand over passports, so the whole thing took 6 minutes despite the queue.
So is this perfect? Not quite but heh its close enough. It’s all basic stuff but a wow to find someone doing the basics right.
It’s very simple and impressive and a great example of designing, delivering and reinforcing a “Best Service Is No Service” journey where knowledge and operations follow quite clearly a common path: I want to renew my passport”.
What could be better?
- They could have picked up that I said I’d get a form off the site and told me on the call (and on the website) I need to go to a post office to get a renewal form. And why.
- They could still come back later saying “you said, we did” when they fix this.
- They could have asked for suggestions in person whilst I was there – I really hope they don’t spoil this experience by sending a rubbish feedback survey out afterwards.
- They could charge me less for doing it all – but frankly the time saved and de-risking of lost documents was worth the extra £50 given that it was done so effortlessly.
- The guy ticking the form and the lady handing over the passport could have been as cheerful as the security and cashiers – but heh, I don’t really need that.
Everything they did was simple, obvious, but evidently well thought through and done in a way to make it as fast and simple as possible. They had baked in the removal of error upstream in the process so errors would not occur on the visit and ruin the result or the experience. All of the information was consistent, whether on the website, phone, leaflet, form, in the building. They had a means to get feedback which was open to me, not a tick box, and it was evidently used.
So well done whoever you are – do step forward and take a bow at the Passport Office.
Seen any multi channel examples as good? Email me if you do
Posted by: admin | 21.07.2010
My decision to join the Sunday Times Wine Club some years ago was fuelled in equal part by laziness and greed. I enjoy a glass of wine – especially red wine and even more especially good, red wine. But, I do not enjoy having to carry the bottles (I daren’t put ‘cases’ there, even if it is true) back from the shops.
The combination of decent wines, home delivery and a special introductory offer at that time proved irresistible! And I have to say that their customer service, on the odd occasion when I have not been satisfied, has been pretty much exemplary. I have also taken advantage of a couple of their so-called ‘wine plans’ – most recently to try some Spanish wines – which provide regular deliveries of mixed cases, and a good introduction to a new region. But, I was reaching a point where something different was in order.
Generally I use the website to place orders and have done so successfully throughout my membership. But, on one occasion recently, I was unable to get the website to recognise a voucher that I had to use. I was forced to use the phone to contact them! I say ‘forced’, but it has always been a pleasant and enjoyable experience in the past. There was a longer delay than normal before the phone was answered, and my heart began to sink, but once through my order was handled quickly an efficiently.
Whilst on the phone, I took the opportunity to cancel my wine plan subscription. The adviser asked why I was leaving and tried to retain my business – without being pushy about it. I was left with the feeling of an efficiently executed process and confidence that everything had been done. As an aside, also a professional recognition of good practice in capturing reasons for defection! Happy, I thought that would be the end of the story.
Imagine my surprise when I received a letter a little while later. A letter signed by a senior wine buyer (fascinating choice of job role to author such a letter) expressing his regret that I had decided to cancel and reminding me of all the other ways that I could continue to buy from them. Enclosed with the letter was a card folder with a cartoon on the front, including the words “wish you were here” and a person holding a glass of wine. Inside was a voucher for £10 as an additional incentive – in their words “to nudge me” back in their direction.
The tone of the letter and the lightness of touch hint at a thoroughly well thought-through customer journey and a deep attention to detail. The voucher, a random act of generosity, suggests a genuine desire to retain my business.
Well done Laithwaites (who are the organisation behind the Sunday Times branding)! Now, have you sorted out that website glitch on processing vouchers yet?
Posted by: admin | 15.10.2009
One of the core Best Service Is No Service principles is that a company should be proactive in its dealings with customers – taking the initiative as a strategy to prevent problems and unnecessary contacts; thus improving the customer experience.
Well, it happened to me today and I have to say I was very, very impressed – not least because it was totally unexpected.
I am currently spending a lot of time on a client site and using taxis regularly to travel between hotel, airport and two client office locations. A taxi had been booked to take me from the hotel to the office that is my ‘base’ in the morning and another one to return me back to the hotel at the end of the day.
Due to the schedule of meetings, I changed the morning journey to drop me (and two colleagues) at the other office. Whilst we were still en-route, the taxi firm(Edinburgh City Private Hire) called to check whether they should alter the return journey to be a pickup from the second office.
Wow!
Simple, but powerful.
Common sense and obvious you might say, but certainly not a common experience. This kind of joined-up thinking is all too rare – so well done to them. If you find yourself in Edinburgh, I recommend you call 0131 477 4000 when you need a taxi – and tell them a happy customer sent you.
Now, if they only had online bookings – they could deflect a whole lot of calls to self-service!
Posted by: admin | 18.09.2009
We talk a lot about the customer experience, but relatively little about the employee (or agent) experience. This is tightly wrapped up with that of the customer since often the two interact directly with each other.
More than simply sterile discussions and weasel words about employee engagement, a genuine shift of responsibility and leadership to the frontline employees leads to improved employee satisfaction – which will in turn be reflected in the levels of customer satisfaction. Dealing with an employee that can actually take responsibility for problems and get them solved is a refreshing experience!
Middle and senior management are often loathe to give up their power and perceived control – but wake up, those days are gone and there is a fundamental shift in the operating model and the way successful organisations are managing themselves.
Budd has long been a proponent of this culture of trust, through its WOCAS (What Our Customers Are Saying) processes and tools. So, it was good to read this article by Louise Druce at MyCustomer.com. Okay, it is only an introductory piece, trailing an event later in the year, but is a useful two minute introduction to the topic.
Posted by: admin | 29.07.2009
My heart sank as I entered the check-in hall at Luton airport – a massive queue for the Dortmund flight desks. Not sure why I was surprised as I have had this experience before, but I was. Also a bit angry at the anticipated waste of time. And waste of time it almost was.
Standing in the queue, brain in neutral, I was idly thinking that I hadn’t looked at Twitter for several days, and I pulled out my phone to check the latest messages. Somehow, the trivial nature of Twitter content seemed a soothing prospect.
Naturally, my frustration with standing in the queue led to a tweet: “easyJet check-in queue not moving at all”. To be completely truthful, it took two tweets as the predictive text on my phone managed to put ‘doping’ instead of ‘moving’ the first time. I later discovered that the input language was set to German – I guess we will never know if it was my mistake, or over-eagerness by a super-intelligent phone, as I stood queuing for a flight to Germany!
I felt no better having sent the message and so resorted to talking to those around me, who were equally unhappy at the mystifying delay. I finally checked in after a one hour wait and the rest of the journey was completed perfectly satisfactorily.
At some point, it occurred to me that I had heard someone from easyJet was active on Twitter and so the next morning, with a few minutes to spare before a meeting, I opened up my laptop and logged back in.
Sure enough, there was a reply from @easyJetCare: “easyJetCare @imptwo I will pass your feedback on to Liz our airport manager for Luton. Usually they move pretty quickly. Hope you had a good flight ^PH”.
A Wow! moment. Direct customer engagement from easyJet, I was genuinely impressed. I had to test how far this would go and so responded: “imptwo @easyJetCare thanks for replying – others around me were unhappy with the 1 hour wait too. It’s raining here – can u fix that too? 
”.
Again a reply – in a couple of hours: “easyJetCare@imptwo 
I will follow up, it is essential that you are informed about your delays. I wish I could fix the rain but I’m not that good 
^PH”. This exchange now had a real human feel about it, and, curiously, just getting a response did make me feel better.
Nothing had actually changed and I am pretty sure the experience will be repeated. And the defence that a low-prices means low standards only goes so far; there are minimum standards of treatment and respect to which everyone is entitled.
But, a simple human contact (albeit technology-mediated), tempered with a little humour and I am prepared to forgive – which I guess makes me the very epitome of a loyal easyJet customer. Do you think I should worry about myself?
What it does demonstrate is the powerful principle that delivering a service of any kind is a person-to-person transaction, and don’t ever forget it when designing customer experiences. Now, if only easyJet were to send me a “you said, we did” message to let me know what has changed as a result of my feedback, that would be a great end to the story ….
Posted by: Peter Massey | 6.04.2008
The book of “The Best Service Is No Service” is already up to 12th on Amazon’s best seller list and people such as Guy Kawasaki are blogging it.
The FT ran an article on it on March 27th
It’s going to be big…. More importantly the idea that its not ok to do dumb things to cause your customers to contact you is even bigger.
Posted by: Peter Massey | 19.06.2007
Finally gave in (again) to the mid life crisis and bought an iPod. Apple’s Regent St store wins hands down for a shopping experience.
It’s got loads of room, loads of demo items, loads of staff who know what they’re doing. Easy therefore to get the right thing for my daughter and for me!
Loads of queues for the till though. But a little magic means the staff spot the predicament and join you in the queue to take your order and bring you the goodies. So you leave before you even move down the queue.
Final touch: no paper receipts, just one waiting in your inbox along side the csat scoring request.
Fast+Simple shopping done simply well.
Posted by: Peter Massey | 20.01.2007
Jonathan Wilson is moving from our advisory board (see www.budd.uk.com/people.html) to lead Budd’s executive coaching and change management. He reminded me the other day about the Gallup data on the 12 key questions to ask your staff ( and yourself !) if you want to know what happy bunnies they are.
I won’t fire them all at you, but the first four are an interesting self test. Try them:
1 Do I know what is expected of me at work?
2 Do I have the right materials and equipment I need to do my work right?
3 At work, do I have the opportunity to do what I do best every day?
4 In the last 7 days, have I received recognition or praise for good work?
Let us know what you find…. Email us – peter.massey@budd.uk.com
I started to find the 12 questions by Googling but, as is too often the case these days with Google, lots of intermediaries are top of the list. Luckily Amazon was one of them. I pressed one click to go to the book that contains them “First, break all the rules”. I pressed one click to add it to my basket, one click to check out and one click to confirm. Approximately 20 seconds. That was Thursday and the book arrived today Saturday. That’s what we call fast+simple.
Had any similar experiences? Email us with them – peter.massey@budd.uk.com
