I love to BBQ and Braai.
For me it’s a Zen like experience where I get to escape what’s become an every-waking-moment obsession around Customer Experience and Customer-Centricity since I started Half Time Orange almost 16 months ago.
Whenever I’m interacting with a business, my CX radar is continually firing thoughts, ideas and insights into my consciousness.
For example, “Why is this experience so good?”, “What emotions are they trying to evoke in me and other customers?”, “What has this retailer told staff to focus on today? I’m betting it was targets, not the customer.” And other such things.
One regular experience I have is completing feedback requests. Afterall, they are everywhere.
These Voice of Customer (VoC) platforms have become integral to retailers wanting to understand their Customer better. And as FMCG retailers, I’m sure Net Promoter Scores (NPS), Customer Satisfaction (C-Sat), VoC, Word Clouds, Promoters and Detractors have become a part of the lingua franca in your store.
Not all VoC platforms are made equal, with some providing nothing more than a number or set of numbers.
How is it possible to guide Customer Engagement strategy with a number? Retail managers are expected to achieve this incredible feat all the time.
One week their NPS score goes up, and they’re regional managers are delighted. Well done to all involved. Do they know why it went up?
Two weeks later their NPS score goes down again, which reduces their golden-store image. Do they know why it went down?
You see, that’s the problem right there.
It would be like me BBQing and only trusting the thermometer. Is the thermometer going to critique my rub? Will it give me any indication as to how often to flip and how many flips to make? Has it got any innate value in my journey to the perfect braai for the in-laws?
No it can’t.
It can’t tell me anything, other than the temperature.
It won’t guide my menu choices for next Saturday. It won’t give me any understanding of the quality of cuts that are going to delight the hungry mouths, excitedly waiting for the BBQ system’s output – the food.
It won’t tell me I need to replace the bottle, even though it can indicate that – usually mid way through a cooking adventure.
It won’t tell me when those ribs are falling off the bone.
I know, I could ask my BBQ dinner companions “On a scale of 0-10 how likely are you to recommend my Brisket to your friends and family”, and after they stop looking at me wondering why I’m communicating in a way that no other human talks to another human, anywhere, they may give me their number.
This number won’t help understand any of the things that the temperature gauge is also failing to inform about. It’s their stories, opinions, emotions and points of view that I need.
I’m not saying that these numbers aren’t important to the delivery of an excellent BBQ experience, but it can’t guide me as I try and work out how to improve quickly.
And that’s the same with all systems, especially the ones most FMCG retailers find themselves in.
You see, if you want to deliver a Customer Experience that drives repeat business and increases share of wallet so you can enjoy the massive upside loyal customers bring, then you need to look at the whole system.
Yes, your metrics should tell you where to look. They should help you understand when and where potential problems are lurking. But please stop believing that that number gives you a Customer Experience strategy.
Think of your NPS score as the temperature of your customer’s happiness in engaging with your store or your brand. What creates that output? What else within your system can directly or indirectly impact your customer?
Leadership, Employee Experience and a range of other factors drive this output.
Make sure you’re looking there too.
By Brenton Webber
Founder & Managing Director
Half Time Orange Ltd
http://www.halftimeorange.co.nz
