Customer Crossroads

Are you capturing the insights of the Introverts?

Our society has a strong bias in favor of extraversion -- those who are energized by being around others, who can process information quickly, and blurt out opinions as fast as they can blink. But there is a sizable minority of the population that does not fit this pattern -- people with a preference for introversion.

I wrote recently on the NewQual Blog about the advantages of online asynchronous research methods for capturing the insights of Introverts. And boy, this really resonated with people!

A couple of people sent me private e-mails [as introverts would do, not wanting to be loud and out-there, for the most part].

It's not just qualitative research that suffers from this problem -- virtually all marketing research does. Consider the telephone survey, where you are asked a battery of questions, many with multiple choice answers or agree/disagree scales on relatively complex topics.And you need to answer pretty much immediately.

A lot of online shopping has time limits that test our patience -- we have to choose among options quickly, or the system "times out". But with many options to choose, even the speedy must find it challenging to react quickly enough.

For more on this topic, check out the other article here:

Introverts get their day: When discussion forums and bulletin boards can be more inclusive

What's your take?

Is the world stacked against introverts? Does anyone give you enough time to consider before expecting you to choose, react or opine?

How we showcase a city during G8 G20 in 2010: aka the Gee Whiz

Every trip downtown in the last few weeks has seen more fencing go up. Yesterday, a client told me that handles from the doors on their office building would be removed to prevent protesters from making nefarious use of them.

We should really call this event "the police and security pension top-up" because of all the overtime that will be earned by all sorts of uniformed people.

Today, this travel advisory from Carlson arrived in my in-basket. The laughable part of this is that the whole thing is being spun as an opportunity to showcase Toronto and the gorgeous Muskoka district. It's hard to see how you can enjoy much of anything inside a fenced enclosure.

More to the point, apparently Pittsburgh went through one of these, and I didn't even notice. So these events aren't exactly the attention grabbers that the politicians are making them out to be.

Special Client Bulletin The G8 and G20 Summits in Ontario, Canada Canada is in the international spotlight as it prepares to host the G8 and G20 summits in Ontario Province. The G8 Summit will take place June 25-26 at the Deerhurst Resort near Huntsville, about 220 km (140 miles) northeast of Toronto. Immediately afterwards, attending delegates will proceed to downtown Toronto for the G20 summit, which will take place June 26-27 at the Metro Toronto Convention Centre. The summits will cause serious logistical and physical challenges for businesses, residents, and visitors in Toronto and the Huntsville area. Authorities estimate about 15,000 dignitaries and journalists will arrive in the province - mostly concentrated in Toronto - for the summits. Thousands of protesters are also likely to arrive in Toronto for the G20 summit, cramming local hotels and presenting increased security challenges. Security will be extremely tight ahead of and during the events, with a small portion of downtown Toronto completely inaccessible to the public. Road closures and detours will add to Toronto's already high congestion, though significant mass transit disruptions are not planned. The increased security and transportation challenges have prompted many businesses in downtown Toronto to close June 25-27, and officials are advising individuals who do not have to be in the area to avoid the region. Disruptions will not be as severe in Huntsville due to the remoteness of the summit site, but increased security and road detours will still present some challenges to the region.

 

Security Restrictions G20 Summit Authorities will use a two-tiered security system for the G20 summit in downtown Toronto. The inner "red zone" will encompass the Metro Toronto Convention Centre and other nearby venues, including the CBC broadcast center, CN Tower, and several hotels where the delegates will reside. A 3 meter (10 foot) tall fence composed of a concrete base with chain link fencing on top will stretch approximately 3.5 km (2.2 miles) around the zone. To enter the red zone, individuals must be approved in advance, a process that will include a complete background check. Surrounding the red zone will be the "yellow zone". This pedestrian and traffic controlled area encompasses Union Station, Rogers Centre, and Air Canada Centre, in addition to other venues. The yellow zone is slated to remain open during the summit but may be closed if deemed necessary due to security threats. Entrance to the yellow zone will be permitted only through the three available checkpoints. Individuals planning to enter the yellow zone can seek accreditation in advance. This voluntary process will allow individuals to enter the zone much more quickly through an express line. Pedestrians and motorists who do not receive accreditation in advance will still be permitted to enter the zone but will go though a more thorough check and will likely face much longer delays. All individuals will have to show photo identification and have a clearly stated purpose to enter the zone. G8 Summit Security plans for the G8 Summit in Huntsville will be similar to those in place in Toronto, except the remote location of the Deerhurst Resort will significantly reduce disruptions to the public. The primary focus will be on securing the wooded areas that surround the resort. The G8 Summit is also projected to attract a much smaller protest base, reducing some of the security threats. However, accreditation will be required to travel on certain roadways in the Huntsville area, including a section of Highway 60. Individuals who have not been approved in advance will be forced to detour around the closed section of Highway 60, barring emergency travel. Police checkpoints will be in place to block prohibited travel in the area.

 

Transportation Disruptions Authorities will shut down a number of roadways nearby the summit sites in response to security concerns. Toronto: Motor vehicle restrictions will be in place on Lakeshore Boulevard between Bay Street and Bremner Boulevard to accommodate the pedestrian walkway. Officers will be posted at the entrance and exit to ACC/Maple Leaf Square and Bremner Boulevard to facilitate vehicle access. Closures and restrictions will also affect King Street, Yonge Street, Queens Quay, Spadina Avenue, and John Street. Huntsville: A section of Highway 60 and Muskoka Road 23 (Canal Road) will be closed to drivers who have not received advance accreditation. Harp Lake Road and Williamsport Road will also only be accessible to local residents. Checkpoints will block all unauthorized traffic. Through traffic should use Highway 118 to bypass the restrictions. Additional road closures will occur during the summits but will not be announced in advance. Motorcades will transport delegates to and from the G8 Summit to the G20 Summit and the airport. There will be intermittent restrictions on Highway 427 and Gardiner Expressway to accommodate such travel on June 26 and 27. Traffic delays may extend for several hours. Police may also close roads to accommodate marches or other protest activity. Such closures will likely be made spur of the moment on a case-by-case basis, with little or no advance warning granted to the public. Significant parking restrictions will be in place within and surrounding the security perimeters in Toronto. These restrictions will be clearly marked by signs. Huntsville is planning to operate under normal parking restrictions. Mass transit disruptions should be minimal during the summit. Currently, both the Toronto Transit Commission (TTC) and GO Transit intend to operate on normal schedules, though minor surface route diversions will occur. routes may be delayed or diverted per street closures or detours during the event. Though Union Station is located within the yellow zone, it will remain open during the summit, though traffic will be funneled through two exits/entrances (Bay Street and Skydome). VIA Rail Canada trains will not travel to Union Station - the rail line's busiest hub - June 24-27 due to concerns surrounding the increased security and high congestion in the area. Instead, trains will turn around at suburban stations in Oshawa, Brampton, and Oakville. Minor disruptions may occur at Toronto Pearson International Airport (YYZ) ahead of and after the summits to accommodate arriving and departing diplomats. YYZ will remain open to all commercial traffic during the events, but air travelers may be blocked from particular areas and will likely face increased security. Airspace restrictions will be in place within a 24 km (15 mile) nautical radius around Toronto and Huntsville, with no unauthorized or recreational air traffic permitted. Marine exclusion zones will also be in place on a portion of Lake Ontario during the G20 summit. Due to concerns that some hard-core protesters may attempt to enter Canada through US border crossings, individuals may face increased security and probing at all border stations in the run-up to the summit. Security will likely be high at the more remote border crossings, which authorities predict will be targeted by protesters in hopes of finding lower security standards. Delays are possible at US-Canada border crossings through the summit, especially at eastern checkpoints. In the event that you are travelling or expecting clients or guests during this period, please contact our office regarding flight arrival or departure information 1-800-263-2721

Why are we waiting?

In this age of magical IT applications, one has to wonder why it is so difficult to schedule home service calls and deliveries. It's as if this part of the experience is frozen in time somewhere in the pre-computer age. [I wrote about this not long ago, here].

From the company side, I suspect scheduling software IS being used, but it's being used to optimize the distance and costs to the company, not to deliver a better customer experience.

TOA Technologies, a company in the scheduling tech business, just released a survey they have done on this issue. 

• Nearly 1 of every 5 consumers (18%) have taken unpaid time off to wait for a service or delivery in their home in the first 6 months of 2009
• One third (32%) of consumers have taken a vacation day or sick • time to wait for the cable guy or some other service in their home in the first 6 months of 2009
• 18% have refused or cancelled a product/service because the • service/delivery person was late or didn’t show
• 29% have left their home in frustration (costing their service provider • more money in rescheduling, customer service and operations costs) because the cable guy or delivery person was late

Most customers blame the company for this problem -- another example of operating decisions that affect the brand.

And guess who thinks they are waiting more, and are more annoyed about it? Well that would be higher income households, no doubt your most valued / targeted customers.

It's a nice little study, and it just might help you make the case to revisit your organization's approach to in-home delivery and service calls.

Speaking as a customer, we're just begging you -- please, don't make us waste time this way.

Resources:

Here's the link to the PDF report on the study.

Pondering GM: were they living in a cone of silence?

Watching the GM saga unfold, the most striking thing is how long it took for changes to be made, in the face of clear data.

I recently came across an old news story about GM -- around 1999 or 2000 was when the analysis was written. It was course material in a marketing management course. The how-not-to-manage-your-marketing-function part of the course.

The article talked about the pressing needs: To rationalize the brands and banners. Rationalize the dealer network. Get a better fix on consumer desires. The same article made reference to these problems having been in place and observed at least a decade before. 

It makes me think how truly impressive it is when a company can make big changes without a huge crisis. It speaks well of a whole culture when this can happen, not just of an executive. Because the example we have of GM is of a whole company that seemed to be living in a cone of silence half the time.

The service experience: GM vs Acura

Let me illustrate just how huge the cone of silence was by telling you about my 1989 Acura Integra.

The Integra was a delightful car, totally fun to drive and the perfect accessory for a young career woman. When I took it in to the dealership, here's what it was like: 

• Everyone was sharply dressed.
• The place was clean, and they served free coffee.
• They had a van that would drop you off if you worked nearby, or drop you at a transit station if you didn't.
• When you picked the car up, it was always freshly washed
• There were little paper things inside so you knew no oil from the mechanics feet got on your carpet or seat
• The whole thing was a pleasure. I actually enjoyed the ritual of it. I felt like I belonged to an exclusive club.

A few years later, I accepted a fabulous position as a regional manager for a bank. The job came with a car, and my market area included Oshawa, home of three GM plants and the head offices of GM Canada. I wore out three cars on that job, all pretty good vehicles, actually. Two Grand Prix and a Grand Am. No problems, just a lot of driving.

But here's the customer experience at a big GM dealer in Oshawa.

• The reception area was so dirty, I didn't sit down
• I actually didn't put my purse or briefcase down either, because the cement floor was pretty awful too
• There was a beat up wooden podium that served as a counter. It looked like it had been repainted about a hundred times.
• The guy serving me was dressed in oily gray coveralls
• I wondered if I was in the right place
• I felt like I had stumbled into some kind of guy's clubhouse
• They didn't wash the car. In fact, I kind of took a good look at the seat before I popped my suited behind down
• I never went back

If you see it once, it's a pattern

OK, it was one dealership. But there's a good saying in the world of sales and service: "if you see it once, it's a pattern." There are no isolated instances. If some bad thing is happening in one place, it's happening in other places.

Did no-one know how the industry was changing? Or did no-one care? Or did they think that it wouldn't really matter? Or did people try to make changes but just give up due to the tremendous inertia in the organization?

Things may have changed a lot at that dealership. But how would I know -- I never went back to check. And that is just the reality of dealing with consumers. Once we write you off, you're gone from our world.

GM seems to have a game plan now. And good luck to them implementing it, because they have a BIG hill to climb.

Resolutions for 2008: Avoid PowerPoint Hell

Let's all resolve to avoid PowerPoint Hell this year, and avoid creating it for others.
Here's my simple strategy -- send this video to your work group and ensure you include the worst PowerPoint offenders in your organization. [This kind of point is best made with humor, and this is very funny.]

Don McMillan: How NOT to use PowerPoint

Thanks to Adam Lawrence for the link.

Productivity tools, marketing tips, hacks, etc. for customer experience people

With the crazy-busy season now upon us all, it seemed like a good time to talk about how to do things well without destroying your personal productivity [it seems like a laughable concept many days].

Rich McIver sent me this list of top 100 customer service hacks for web entrepreneurs.
Some of my faves...

#9  Send out handwritten notes whenever you can. Yup -- things that take real time to do reflect greater investment in the communication. It would be a relief to see this among the direct mail, wouldn't it?

#15  MOO. Love their business cards. I had some made just for the blog, and they never fail to charm those that receive them. I didn't know they made postcards, too.

#17 - 30  This list of organizing tools looks great. As soon as I get out from under this e-mail, I'm definitely going to look into this further :-0

#68  LinkedIn. This is where I look first when I want to contact someone but can't find their contact info. It's the new phone book, and everyone should be on it.

Susan's additions:

#101  I just discovered that I can save locations in Google Maps. So I'm starting to build maps of some things that I use a lot, but can never remember where they are. For me, this is the locations and details of focus group facilities. I can never remember which one has the movable camera, which one has the popcorn machine in the lobby. If I have time, I might start one for restaurants I like to take clients to. [Very cool productivity tool, and I think we'll see a lot more commercial use of this soon.]

#102  I get a lot of e-mail that I don't want to ignore, but I also can't help. Examples: people who want to do their co-op at my company; people who are looking for permanent employment; people who want to be in my focus groups (I outsource recruiting).  I now have several signatures in Outlook that are customized "form letters" that I use to respond. These are the short notes I would individually type if I took the time, now available for quick replies.

#103  AOL Instant Messenger Pro can be used to securely send large files. Like the huge digital audio files I use on a lot of projects that are way too big for e-mail. Same thing for that graphic-intensive PowerPoint. Brilliant addition to the tool for the business user. [have you noticed how business is colonizing all the stuff that's supposed to be for teens?]

What are some of yours?

Are all customers created equal? or why does everyone forgive Apple so easily?

Apple dropped the price of the iPhone. You probably heard about this too.
Very shortly after the big launch at $599, the price is now down to $399.
If you bought early, you get a credit for $100. But it's only good in the store if you buy some additional stuff.

"Our early customers trusted us, and we must live up to that trust with our actions in moments like these"  -- Steve Jobs

Companies with less goodwill might find themselves in a descending spiral with stuff like this. People might say that they should have seen this coming. But Apple seems to have such a deep well of goodwill that they don't pay full price for these slips.

I'm just as interested in what is behind this move, and how we might understand what is going on here. Here's the most interesting chatter I found out there:

Steve Levitt, of Freakonomics fame, writing in the New York Times, says that economic models for pricing generally ignore the consumer response to the reason for the price:

"What economists (and Apple too, I guess) ignore is that consumers hate it when companies follow practices that look like they are designed to maximize profits. You won’t find it in economic models, but consumers care about the reason a firm chooses the price it chooses. ...Apple’s price cut looks like one driven purely by a desire to maximize profit, which is why everyone is so mad."

As Levitt goes on to point out, something like 10 - 20% of the gift card recipients will not use the $100 coupon. He suggests that Apple should have gone all the way and offered the early buyers a $200 coupon, which would have made it harder for people to be angry with them, and not cost all that much more.

Seth Godin says the trouble with this event is that it was differential treatment of customers that was random and unpredictable. Instead of spending $20 million on these coupons, Apple could have offered customers some other kind of preferential treatment in keeping with their early adopter status. Among his ideas:

• free exclusive ringtones commissioned from major artists like U2 and Bob Dylan, and available only to early adopters
• free head-of-the-line pass for their next big thing
• ability to buy a specially colored, limited-edition iPod

Godin's conclusion is brilliant, and worth remembering:

"The key is to not give price protection to early buyers (that's unsustainable as a business model) but to make them feel more exclusive, not less."

Some lesser luminaries have also weighed in with some interesting variants on this theme:

DV Hardware reports that the iPhone -- even when turned off -- continues to download e-mail. This can result in some big-time data charges if you happen to be traveling abroad with your iPhone turned off.  Author Thomas De Maesschalck speculates that this is the reason Apple was able to reduce the price so quickly!

Nerdblog suggests that this type of price cut is standard practice in the mobile phone industry. [So why was my Razr still so expensive a month ago, after the original had an unfortunate encounter with a small body of water??? Perhaps because I live in Canada... sigh]

Way back on July 24, BrandCurve predicted this price drop would be coming as a result of poor subscriptions due to the high price of the phone+subscription combo:

"I can’t say I’m surprised by the low numbers.  With a price tag of $500, the iPhone isn’t going to fit in the budgets of the masses.  It’s a cool toy but hardly essential.  Also, consumers are educated about electronics these days.  They know if they wait a little longer, the prices will drop.  There is little need to rush into laying out $500 when that price will plummet not too far into the future.  And of course, there is always the question of how AT&T is negatively impacting sales.  Their wireless services are not known for top-notch coverage or customer service."

The marriage with telco's known for their hostile customer relationships is something I've also wondered about.

I do still feel that Apple is becoming more part of the mainstream, and that they will be less lovable as a result, cool products notwithstanding. Time will tell, as always.

September 14 addendum:
Reader Rich McIver from Inside CRM drew their post on Apple to my attention: 12 Effective Strategies Apple Uses to Create Loyal Customers.  Personally, I think this is a great title for a book, and the mere presence of Apple's name is probably enough to make it sell.

I'm not sure I totally agree with all their points, but my brand is not as successful as Apple, so what the heck do I know? See what you think. Feel free to add to the conversation by commenting here. Do you agree with the 12 points?