Archive for the 'feedback' Category

Great example here of typical multichannel in a vacuum – flybe with their new onphone check in (ah but read the end bit…..it involves 3 too)

Announcements on the plane to tell you can use it next time you book online

Default option in online booking ( that’s a whole other story of just web usability and design!)

Text received the day before with information ( see pic from Weds)

Click the link and it takes you to an iphone app. But there’s no check in option. Best you can do is “view booking”.

That leads you to a log in so you have to enter your details. You cant copy the reference number as the iphone only lets you copy whole texts. So you have to flick screens, remember correctly and enter 3 fields ( hard to do driving to the airport!! ).

That then takes you to your booking, which isn’t interactive and doesn’t do anything. Dead end. You cant get your QR code on your phone to use at check in.

What happens next is interesting.

You go to the self service check in at the airport – last time it rejected me as checked in already and I had to go to the manual desk. This time they’ve added a facility that says I’m already checked in and do I want a replica print out. Yes. So they obviously listened to the feedback from the check in staff that said the text process didn’t work. But didn’t go to root cause.

Automating a problem isn’t the same as removing the customer effort.

So I went to the flybe desk and showed how the process didn’t work. Talk to the hand – we can give you customer services number. No thanks, it’s your problem, I don’t want to make it mine.

Listening is the key to multichannel design. It’s never finished and can always be improved.

And some testing upfront might have been an obvious thing to do.

Postscript: Ah not so simples…… another  text dated Weds for the flight Thursday arrived Thursday night, along with 4 voicemails from Weds. This text goes straight to the QR code, like the ones I get from Aer Lingus. It turns out the above was not the designed experience. So the feedback should really be aimed at my telco provider 3 !

Interestingly looking back at previous flights I’m getting two texts. The one without a link that works from “flybecom” and one that does work from “flybe” – so still some tidying up to do in the process. As well as training ground staff what the text/email QR process should look like

Customer effort, airlines, customer experience, customer experience design, dumb things, feedback, multichannel, self service, telco | No Comments

I was struck by two examples of customer experience surveys today. I don’t answer them anymore. Even professionally interested, it’s just an endless stream of requests – too much effort for anyone.

One was from Southern Water and “4Delivery Ltd”. Apparently they’ve been upgrading a sewage works some half a mile away. They are thanking me for my “cooperation” and hoping they have “met my expectations”…… And would I fill in and post the questionnaire with such questions as “I feft safe and not at risk of injury at all times during the works” (that I never saw) . Oh please!

The second was an email from my Land Rover garage Harwoods. They’re less interested in my feedback than my score – I suspect it affects their bonus!

“I would like to hear from you with regards to your vehicles recent visit to our service department, to confirm the level of service was all to an Outstanding level, and also that you are not experiencing any issues or problems since the visit.  If you could confirm this to me either by email or by calling me on 01732 353637 I would be most grateful.

You may receive an online questionnaire from Land Rover , it is very important to me that every customer can find the time to complete and send back, as the results reflect directly on our staff. It is hoped that your Overall opinion of Harwoods is ‘Outstanding’ and that you ‘definitely would’ recommend us.

May I take this opportunity to thank you for your time and cooperation”

Enough said. I gave them feedback, not a score. The Viz consultancy must have been at work in Land Rover’s customer experience department….

Customer effort, automotive, customer experience, feedback | No Comments

Interesting use of channels by Travelodge. Encouraging use of web chat in “contact us” – but not available all hours. Sort of replacing phone with chat. But since booking problem occurred at weekend, I couldnt use it. So emailed. By noon today nothing back and so tried chat. Felt like talking to a very ordinary call centre. (“Hi?” meant I’d been waiting a while).

New channels, old practices don’t help. New channels, new practices still required. Old channels, new practices are fine too!

Or better still avoid the problem in the first place.

Chat went as follows:

Gary: Hello Peter Massey, my name is Gary. How can I help you today?

Peter Massey: Your reference #15071-670798

Peter Massey: booked a room at Kings Cross London yesterday but when it came up after credit card taken it showed 2 rooms and insurance, I only want one room

Peter Massey: hi?

Gary: Ok, please bear with me while I check our system.

Gary: Please could you provide your confirmation numbers and I will look into this for you?

Peter Massey: see earlier ref – didnt get confirmation email, hence I queried. If nothings booked let me know and I’ll rebook

Peter Massey: have just looked and its now showing £97 rather than £77 yesteday

Peter Massey: hi?

Gary: Please could you confirm the following: Hotel, date of stay and guests full name?

Peter Massey: London Kings Cross, tomorrow night Tuesday, Peter Massey

Gary: Unfortunately I have been unable to locate a booking matching those details It would appear your booking attempt was unsuccessful, I apologise for any inconvenience caused.

Gary: I regret that we are unable to guarantee any previously displayed rates.

Peter Massey: then I suggest some feedback….. to your web developers. Take payment details after basket displayed, not before. Dont put things in baskets without saying so and displaying clearly. I’m off to Premier Inn

Gary: Please assured I will pass your feedback along

Gary: Thank you for contacting us today and I am sorry that we could not resolve this for you.

Chat has ended (he hung up).

broken websites, feedback, success factors, the best service is no service | No Comments

Interesting post by David Marcus, President at Paypal on LinkedIn – laying out what he’s trying to do to change Paypal – to turn the tanker is harder than ” a kart”:

1. Set a destination. Communicate it simply.
2. Repeat. Again, and again.
3. Lead the way. Show how it’s done. Get your hands dirty.
4. Build a new value system, where doing more with less is rewarded, vs. creating fiefdoms.

It reminded me of research I posted some while back – so here’s my top 10 things leaders do to transform large scale businesses.

1) Leadership built on uncompromising values

Leaders give absolute clarity and simplicity in their challenge and vision such that anyone can understand. They insist on the values being lived.

2) Leaders start externally

Ask the customers – nearly always the first step in creating awareness of dissatisfaction, and what to fix first and with what importance. It usually requires experiential learning as well so internal people “get it”.

3) Leaders keep learning what to do?

They ask the frontline staff – they know what ought to be done to achieve the challenge – this is at the heart of change working well .

The leader doesn’t ask what changes to make, but sets out clearly where they’re going and consults extensively on how people think they can get the business there. He/she uses this to set up continuous processes for this kind of consultation and listening in order to “change the change” later.

4) Leaders support and equip their people

Support the change with the right resources and training – so each person feels equipped to do the new things. Frontline management and middle management usually need more training and coaching than frontline staff.

5) Leaders plan to win

Make sure each person has time to do the job the new way, taking account of the fact that. “its not something else on top of what you do, it’s the new way you do it”. Adequate resource planning means people can do a great job.

6)Leaders change what gets attention

Support the change by measuring different things differently. Measure individuals on things they can affect, not the things they can’t

7) Leaders plan slow, act fast

The timescales are much sharper than would be first seen as reasonable – after the plan has been formulated, not before. It takes a long time to consult and communicate and that shouldn’t be cut short if the change is to be sustainable

Leaders communicate endlessly

Massive amounts of formal and informal communication. The comms plan is as big as the project plan.

9) Leaders review and change

Proper planning & review. Communications planning and stakeholder comms. Constantly “changing the change” with feedback. Most project managers don’t have the necessary change skills and need training in many cases

10) Leaders have stamina and consistency

Each decision, made along the way, sticks to the values and vision. Any deviation introduces cynicism.

What do you think?

Change, Leadership, culture, feedback | No Comments

Ivory towers or listening banks - which are you?

Health warning* – this is a long and detailed customer journey. It only goes to prove the cost incurred in not doing things well, in not listening and in having no systematic way to listen such as wocas – What our customers are saying.

Received a phone call from an overseas centre saying they’re my business bank and they want to take me through security. I say I need to take them through security first otherwise they could be phishing. They say they cant answer any questions til I’ve gone through security. They say it’s an important security issue. Dead end.

I ask them if to give feedback as this happens every time with this bank, never a problem with their sister bank, even though managed from the  same offshore fraud centre. She ignores this. So I pull her back to it and ask her what she’ll do. She’ll pass it to her supervisor. Right. Dead end.

Later I call in. The IVR wants my 16 digit number of my credit card. As I’m walking through town, I don’t want to stop, find the card etc. I try pressing 0 and go through a few loops but don’t get past the IVR so I give up. Dead end.

Later I’m walking past our business branch, so I pop in and ask if they can tell me if its phishing  or a real need, and if so what it is. The girl says they cant check, so I push and she looks at my credit card but says I still need to call the call centre. But I say this is my branch – but she says it makes no difference, they have no access to check if there’s an issue on my account. Dead end.

I ask her to give feedback. She tells me to go to the website – I say no, I’m asking you to take my feedback and what will you do with it – she’s perplexed. She says she knows there are ways of giving feedback but isn’t sure and I’d be better ….ringing the call centre to give it. So I escalate – who runs business banking and what’s their number? She goes online and finds a number – and tells me its there online, I can look it up. I ask her to write it down. Its the call centre number. Dead end.

On the train, I go online to check the credit card – its not a function to see online transactions in the online account for the card. Dead end.

In the evening at home, with my card, and in the online account, I call the call centre number and enter the 16 digit number into the IVR. I’m asked to enter my date of birth which I enter. It’s wrong. I listen carefully to the formatting and try twice more. It’s still wrong. At least it defaults and I get through. Now I have to answer security questions. Do you have an overdraft facility? No idea, but I know we’ve never used one. That fails the “test” as it did the last time I called, maybe a year or two ago. I must find out if we do. Do we have a commercial card associated with the account – well that would be the one I’m asking about and the one I entered in your IVR to get through. Oh yes.

I protest – I only want to know if there’s a genuine call – if there is then lets worry about security after that….

Well maybe another question then – first two letters of my security question which might be my mother’s maiden name. A pass! I can talk to someone. They don’t ask the usual question of last transaction on the account so I need not have gone into the online account.

I ask her to correct their records for my date of birth. She says it isn’t that, its that I don’t have telephone banking so it won’t work unless I sign up to that. What even if its the card number I’m ringing? OK sign me up. We’ll send you the forms in the post. Given we’ve gone through security, cant you sign me up here and now – no. Dead end.

[And what was the point of the DoB anyway, they have identified me by the card? What are the benefits to me, to them of signing up to telephone banking?]

So – Was it phishing or is there a real need? I’m put on hold for a while. I’m told it is genuine and they’ll have to put me through to someone else. I’m put on hold…hold….hold. Eventually I get the offshore centre again and explain. She needs to read the notes. And I’m put on hold….hold….hold. Eventually she’s ready to talk.

She talks in debits and credits and would it be ok if they took £30 from our account. I try to get her to explain in plain English. Apparently there was a fraudulent payment that we didn’t see but was detected by the merchant and refunded before we could see it but now the bank want to take the £30 again from our account for some reason she cant explain. I say, twice very clearly, for the voice recorder – you do not have permission to take this money. I ask for an email explaining what has happened, what they propose and why. I’ll need to talk to my supervisor, can I put you on…..no you cannot. Oh ok what’s your email address and we’ll email. Next day, nothing received yet.

Given even allowing that one has come to expect banks to be customer unfriendly, what are my issues.

• Sheer time absorbed.
• Lack of being listened to.
• No way of applying common sense and making obvious changes in 4 channels- for me or the staff.
• Not acting, after years of receiving feedback.

And some easy solutions:

1) stop making phishing calls with no security check possible to confirm you really are the bank, especially since another part of the bank can do it

2) make the IVR relevant and easy to use [for example use my CLI rather than account details to identify me] [don't ask for irrelevant data you didn't need and didn't apply i.e. DoB]

3) find out what the customer wants first and see if it requires security – it’d save you and me a shed load of time

4) make the security questions relevant – when you are running the business, you don’t follow the detail of the bank accounts (their other question is last transaction on the account)

5) make the security secure – anyone could get or guess the answers I gave

6) make the obvious data available online. Not seeing the transactions online is so 19th century

7) better practice on “holding” customers – stay with them

if you’re going to ask to take money at all, have a proper explanation of what it is and why it applies in the first place – the customer just might want to understand

9) copy the successful processes of your sister company. The sister bank has security, operational processes, staff behaviours, feedback, IVR, online processes, outbound all sorted

These are operational details to some. Customer experience to others. But without ‘brilliant basics” any trust or investment proposition will fail.

Best Service Is No Service, Customer effort, brilliant basics, customer experience, data protection, dumb things, feedback, financial services, listening, phishing, the best service is no service | 3 Comments

Customer effort, brilliant basics, customer experience, feedback | No Comments

This isn’t a complaint ( it will be if Avis take money from my credit card). It’s feedback to help Avis improve

It relates to this Tuesday 12th July Belfast City Airport

Buying
a) I tried to book a same day before I left for the airport ( a last minute flight to spend a short surprise evening for my better half’s birthday !!) – the website froze when getting to the car choice/before offering prices. You could click on the car but nothing would happen. Tried several ways and couldn’t get past it. It was either a technical problem or the agent later suggested it was because it was a same day booking which the website cant do – if so then please add that message rather than just “hanging” on me!

b) During this and other recent searches I was getting frequent webchat prompts – its really annoying. If you are doing this during “dwell” times – why not spend the time improving the layout and presentation of your website as a better avoidance of the need for service, rather than adding an additional customer effort and cost to you. If you are going to offer webchat why not put a clear button on the pages so I can choose when to use it ( and a clear phone offer button too)

c) When I did use the webchat the agent told me I’d have to phone as he couldn’t book – surely if the chat is there to improve conversion you need to give them that function? He (“James”)  gave me the number and then “hung up” on me – ie he closed the conversation before I could ask anything else. I suggest you improve your training on conversation etiquette

d) I phoned on the way to the airport and got straight through. The agent had trouble hearing me – mobiles aren’t ideal – but considerably hindered by the background noise in the call centre. It didn’t sound like Manchester or Barcelona – have you outsourced?

e) I made the booking including my wizard number and credit card – he handled it quickly and well ( it seemed…)

Pick up
f) First off the flight and straight through – only one guy in front of me at the desk but it must have been a complex one and there was only one member of staff. A couple of guys behind the screen behind the desk as I walked up were perhaps going off shift as it was 3.47 and a bank holiday in Belfast. I know the time as I texted as I walked up and checked it ten mins later when I saw the stop watches on the counter saying £20 voucher if you wait more than 3 minutes – I didn’t bother picking one up and I never got offered a £20 voucher

g) The lady ( Sandra) apologised for delay when she’d finished ( about 5 past 4) and said she’d not been able to have keys ready as my credit card had failed. I asked the digits and they weren’t recognisable. She said that was what was recorded with my wizard number when I first registered it online – I said it couldn’t be. (Mystery solved later). We used my credit card – all fine. Signed the bits and went to car.

h) Off to car park and found car. Doh – scratches not marked on the sheet. This happens a lot. Avis car park cabin isn’t occupied – drat. Wondering whether to bother going back to the terminal when I notice the paperwork is not in my name – ah that explains the credit card issue. It’s a booking for 5 days, not 14 hours, so I can start to imagine the future credit card bill I’ll no doubt get to sort out. I look for a phone number on the paperwork to ring the desk – not there, so off I trek back to the terminal

i) No queue and we sort out the credit card and another car in short order.  The car has 5 dings marked on the paperwork – this doesn’t bode well as I’m betting there’s more. Why is that car in service? I ask for a phone number and Sandra offers to ring me in 5 mins to check with me

j) I go back out to the cars and guess what – the car has some dings missing and some additional ones. Final straw is the tank isn’t on the full marker. I’m outta here. Sandra rings and I am not happy. I walk back and insist on her sorting out the credit card here and now as I’m going elsewhere. She can’t – I have to ring…… I ring and hand her my phone while I go the next desk and get a car “with no dings in it please”. It takes 2 mins, is bigger for the same price and has no dings. I retrieve my phone and take the desk phone number and Sandra’s name in case the bill becomes a problem. She’s “not allowed” to give out her surname – what’s that about !  Maybe the sign for disgruntled customers on an Avis call centre door in Oklahoma gives a clue  

Its now an hour after I came to the desk first time. That’s one hour out of an evening and a mood that isn’t fit to take to a birthday surprise visit!!  I take my time on the 30 min drive and wonder why I didn’t just phone a cab

Post event
k) At 5.30 next morning I drop the car back and tweeted a question using #avis . I’ve seen no response

l) Today I’m booking again – shall I use Avis? There isn’t anywhere to give suggestions on your website.  The “we try harder” site now looks corporate rather than a forum to give feedback – I couldn’t find anywhere obvious to post. I can only find the complaints email address.

m) I write this journey down in an email – but haven’t sent it yet. Why go to the effort? Avis used to be a really nice client 10 years ago and I’ve used them ever since. I love Angie Court’s passion – is she being missed in Avis UK?

This example shows a typical multichannel customer journey and I can use it as an example. It’s a useful lesson on how the different channels don’t hang together and how some upstream decisions affect the experience eg car condition policy before fixing them, eg resourcing for staff in car park and at desk to do the job fully eg better sound deadening/ microphones in call centre. In isolation some are minor issues, some major – but the real issue is how they add up. This is typical of what causes complaints – no one thing.

More importantly it shows how customer effort can creep into every step. Avis is normally a great example of “The Best Service Is No Service” with very little customer effort – go online, book, pick up key, drop car.

n) The good news ( so far …) is that Avis haven’t taken anything off my credit card

The bottom line
Avis just lost my two bookings for Italy in August – one cost £700+ and the other cost £300.

Have they lost me forever? It depends what happens next. I wont send by email yet, I’ll tweet this and see what happens.

Customer effort, brilliant basics, broken websites, complaint, customer experience, europcar, feedback, listening | No Comments

Netpromoter scores abound and it’s interesting to see the US NPS benchmarks now being published in competition with the American Customer Satisfaction Index ( ACSI ) . Recently colleague Bill Price in the US was speaking at a conference on customer happiness and we all continue to push the case for removing dumb things under the banner of reducing customer effort (search categories: “customer effort”), another way of measuring customers.

So many things to measure: likelihood to recommend, satisfaction levels, happiness and effort.

I just wish people would stop putting their money and energy into measuring and use it to change things instead. The top scorers in all the these measures are the same people. The Amazons, USAAs, Southwesterns. They don’t need to be told their scores in order to change things. They live that way. They’re always listening and changing. Open to feedback, honest and transparent towards their customers and their staff.

The attention is on doing the right thing, not on measuring if we did the right thing.

Take two examples yesterday and today.

The Apple store in Covent Garden. So good it makes you purr. Sales help given, diagnostic tool for iphone and service given, additional questions answered, no time wasted. No one has tried to measure me.

Booking some Virgin Atlantic flights today. So poor I nearly gave up 3 times. 75 minutes in total. It was only the very poor chance of finding anything better ( in process terms) that stopped me. Measured in the middle of the process. And failed my feedback test: when speaking to the agent I asked what she’d do if I gave feedback and was offered the website as a place to put it.

There’s just no excuse for some of the obvious things…. the agent had to book my kids whilst I booked myself at the same time in order to get on the same flight for sure. Why? Neither she nor I can book flights on the same place out and different flights back – that’s got to be pretty common. Her price quote for me is higher than mine. The website rejected both bookings part way through booking and then changed the prices when I went back in. The webchat help can’t do anything to help as the process doesn’t allow. The credit card fees are per booking at £30+. I get pinged to give them webchat feedback scores on the agent – completely irrelevant and untimely. You can hardly hear the poor woman in the new Swansea call centre for background noise. She got off the phone pretty pronto when I started asking about sitting all 4 of us together.

And I’m writing this blog whilst I wait for my confirmation emails so I can book car hire and parking. 50 minutes and waiting. I’ll have to go back into the site and look up my arrival times.

OK so Ive booked with them but would I recommend them on any measure? Do they know these things are broken? Betcha they do.  Do they care – they got significant sum of money anyway.

I suggested the advisor bring up some benchmarks in her monthly feedback session – easyjet, the passport office, directgov. Will it change – I doubt it very much. It was like this the last time I flew with them and the time before and so on…..

So if you cant offer good service, if you aren’t already a benchmark, then don’t measure me – it makes my experience worse still. Talk to your front line staff – they know what the score is. And they know what to do about it.

Postscript: It’s now the day after. Needless to say the only pre book seats available are in 2s.

No confirmation emails came anyway, only a text for one of the bookings so I have had to ring and get the ref for the other. No answer on the customer services line so I gave up and rang using the sales option. Despite a vehement attempt to get rid of me, I hung on in and got them to give me the missing ref. Emails had been sent and failed apparently. They never send text confirmations apparently so that’s confusing.  So I called again, hung on til I got thro to customer services but couldn’t be helped. We, the agent and I, decided the only way to get 4 seats together in advance was to reach Richard Branson and get him to change the system. I really really wish I hadn’t given my money to Virgin til booking 4 people out, 2×2 back was solved. No wonder the first agent got off the phone fast yesterday when I mentioned seats.

Apple, Customer effort, Customer satisfaction, Virgin, airlines, broken websites, customer experience, feedback, netpromoter | 1 Comment

What’s the most basic service requirement a customer wants from their mobile phone company? An accurate bill? A call centre that answers the phone? No – making and receiving phone calls would be the most basic thing. And it’s become a challenge. The best service is no service has been taken too literally!

I’m old enough to remember when MF tone dialling replaced pulse tone dialling – what does that mean? The phone at the other end started ringing the millisecond you pressed the last digit on the phone. Oh how I wish I could get that on my mobile phone. Some days, working in Soho as we do, I just wish I could make a call after any length of delay. Or just receive a call rather than picking up delayed voicemails on the way home.

It’s not a problem of reception or signal strength, just network congestion. Too many customers doing too many things.

My dilemmas as a customer are simple: Buy out of the contract and move. Or not. I dont have a common sense option of being let out of contract to get a service that works where & when I work.

The dilemmas as a business are slightly different. At a customer by customer level: let the customer out of the contract so they can get service from someone else. Or keep them locked in and take the money. “Bad profits” as Don Peppers calls it. At an investment level: spend many millions ahead of the growth curve to give good access to the services sold. Or slow down products going to market so the network always works. Or keep selling services and don’t worry about it.

So let me sit in the CEO’s chair: What data would I need to answer the question and do the right thing, or at least optimise the outcome? If I am CEO what do I do?

The first issue would be “How will I judge my success?” : Revenue lost/not lost over the next 12 months? Lifetime value of a customer lost times the number of customers lost versus the investment costs in the network? Or just living our values and doing the right thing? With any of these criteria surely it should be an easy decision.

But what about shareholder expectations? Do they want the best answer for this quarter, for this year or the next 5 years? Do they want anything other than a financial or customer head count? Can they judge the future financial value of the change in a short term retention figure? Will they judge your dip in growth of customers, or your long term revenue prospects?

And what if you only run marketing, or only new sales, or only retentions, or only revenues  or only service? How much do you need to optimise the overall success of the business vs your target or result?

These problems surface all over the business. The staff you talk to as a customer live with it everyday. They tell you so. People in store, in contact centres dealing with queries about network congestion which they cannot resolve. They become numb to it. There’s nothing they can do to change it.

Or is there?

As CEO or agent or silo head or customer, I can look on the customer forum and see that 83229 customers from 110078 have viewed a tech support entry called “calls go straight to voicemail”. Its the biggest issue. By far. And its been running from 2008 til now. And the manufacturer is getting a dirty name as their phone is being blamed.

Reading the original thread,  I can see the problem explained “I have a 3g {phone} and am having some problems. The fault is intermitant but happens on a frequent basis. When people call me the call goes straight to voicemail. If they leave a message it can take up to 2 hrs to come through. Also text message are arriving upto the same period after people send them. Sometimes it can take upto 30 secs to connect a call. I have been speaking to second line support at {telco} but they have thus far no answer. I am on my 3rd {phone} and second sim card. I am begining to think I may not be destined for a {phone}. If this continues will they change the handset for a different model ?”

You don’t have to read many posts to realise that customers, collectively, have eliminated all the options and some have worked out its not the phone or the sim – there’s a problem of congestion on the network. Yet tons of resource is still going into swapping phones and sims out.

In fact looking at all the forums there’s only one bigger issue with 153k reads – “Network down”. In fact that runs since 2008.

So maybe the network investment deserves some attention?

But as CEO, or silo head, I need real data to size the problem. This is where our WOCAS processes come in. They can help size the problem, rate the impact problem, root cause the problem, investigate the commercial opportunities around it and put it into a prioritisation framework. And if acted on, track & communicate those actions, transparently. If management wants to do this we know how to do this.

At the moment this provider seems not to be seeing the most basic service problem and no amount of sticking plaster or great measurement system or recovery care service will help that. No amount of “score me” post call feedback is going to help them see it.

Only if they start to talk about the problem openly will staff feel optimism, the investment get to the top of the agenda and customers think differently of them.

If giffgaff ran this network – how would it look then? What data would be published about network performance? What would be done about it? How much more money would it generate by doing the right thing?

And that’s the issue that faces CEOs everywhere – there’s no hiding place in the social world. if you are not open and transparent you face two problems. Customers know anyway and have the tools to share that knowledge. Staff know and if they can’t do anything about it then how do they feel?

I’m off to search the other communities to see who has least congestion problems. Apart from the company that locked me in for a year when they had no network coverage 21 years ago ( thats about £50k of revenue they have missed out on so far ) and the one that didnt want to help me 2 years ago when my phone was stolen and I needed a new phone straight away.

Customers have long memories when it comes to “doing the right thing”. I have a memory of pressing a button and the phone ringing immediately at the other end.  Have phones gone backward since 1976? Or from when they were invented: March 10th 1876?

Crowdsourcong & crowdservicing, Voice of the Customer, WOCAS, brilliant basics, customer experience, feedback, honesty, listening, social media | No Comments

Our values are:

• Passion & enthusiasm ( energy/commitment / care )
• Open & honest
• Stop & think (helping you do that)
• Changing behaviours
• Pragmatic and easy to work with
• Listening & dialogue

Please can you share your feedback on your dealings with Budd, as people, the website, in any which way you interact with us. How do we live up to our values? How don’t we? Add a public comment below or email me if you don’t want your thoughts in the public domain.

feedback | No Comments