You may have heard of the reality series called Undercover Boss, in which a high-level corporate executive will don a disguise and secretly take on an entry-level job within their organisation. Their “mission” is to learn about the inner workings of their organisation. Although the show seems to have evolved over the years into more of a PR/marketing exercise, the original premise is still sound.
As a leader in your organisation, when was the last time that you personally experienced your organisation’s customer journey? When have you looked at your organisation from your customer’s perspective? If you haven’t done this, it is time to put on a fake nose and transform into an “Undercover Customer”.
Like most organisations, you are likely tweaking components of your customer journey on a regular basis. A new option in your phone IVR. A new social media channel. Additional or fewer steps to an existing process. And on and on it goes. How do these incremental changes impact the overall customer experience in the eyes of your customer?
In my blog “4 expert tips to improve your call centre CX”, I referenced my diagnostic process whereby I immerse myself within an organisation’s operations and review it from their customers’ perspective. One of the key activities within my diagnostic process is to “test” an organisation’s customer experience. My diagnostic archives are filled with many examples of what not to do, and most of my “final report” presentations yield the usual response of “Wow, I didn’t know we did that”.
So, it’s time to put on your metaphorical fake nose, and become an undercover customer by following these four steps.
Step #1 – First Impressions
Your organisation most likely has plenty of content and information across many different mediums. These could include everything from your corporate website, smartphone app, advertising, SMS, social media, marketing/sales collateral, auto-generated emails/SMS/letters and much more.
Take a moment to consider all the ways in which your organisation presents itself to the world, to your current and future customers. What does a Google search of your organisation look like? This list will be longer than you think and in my experience, some items on the list will surprise you.
Once I have collated this list as a part of my diagnostic review, I move through a very specific list of items to review. Some of these include:
Is there consistency in your logo, brand colours and fonts, taglines. For the overwhelming majority of my diagnostic reviews, I have come across everything from different colour schemes and taglines, to an extreme case where an organisation had three completely different logos in circulation with one that was supposed to be discontinued over five years prior.
As soon as I find an offer on a channel, I will look for it on all other channels. Of course there are scenarios where an offer is channel specific. However, you’d be surprised at the number of times I’ve found different or contradictory terms and conditions for the same offer across different channels. Also, are there clear instructions on how a customer can or should action the offer? Surprisingly, this is often overlooked.
Similar to Offers, once I find general information on the organisation or perhaps a policy, I will seek this information in the other channels. Again, I typically find different or contradictory information. An example from my diagnostic archives includes a completely different set of terms and conditions that an organisation’s agents emailed to new customers versus the version on their corporate website.
The key drivers to this discrepancy was: