Posts Tagged ‘products’

Thinking about… Verganti’s “Design-Driven Innovation”

Wednesday, July 29th, 2009

Mentioned in this post:

The invaluable stories inside customer-service calls

Tuesday, July 14th, 2009

Much of the story work I’m familiar with involves asking people to tell stories about their experiences on a particular topic. I do some of this myself. But I’ve also done work with a completely different class of story. This story is created out of the spontaneous meeting of two people – a customer and a customer-service rep – over the telephone.

A customer-service call is less an anecdote than it is like a play unfurling in real time. There’s nothing but dialogue, yet there’s conflict, emotion, suspense (will she get the credit she’s demanding for the series of dropped calls? Or will she have to escalate to the supervisor?). Listening to these recordings gives you an intimate view into the relationship customers have with their products and with their service providers.

And within these calls there are almost always sub-stories–the sequence of events that led to the person calling in the first place. There are also moments of human connection… and of estrangement.

Compared to elicited stories, contact-center calls have advantages and disadvantages:

Advantages:

  • Spontaneity
  • Authenticity
  • Freely given
  • Lack of self-consciousness or self-censoring
  • Highly inclusive (everyone has a telephone and most people call customer service eventually)
  • Easy to access


Disadvantages:

  • Noisy–lots of pro forma dialogue which is not story-related
  • Undirected–if you’re interested in one scenario, you’ll have to spend time narrowing down the calls
  • Voluminous and redundant (which is not always a problem)

Listening to series of customer-service calls reminded me of reading the work of William Gaddis. His books (especially “JR” and “A Frolic of His Own“), continuous dialogues with few bits of exposition, are not easy to read. But they are full of meaning and insight. This insight isn’t presented in headlines, but accrues, organically, as you’re immersed in the conversations. Similarly, searching through call recordings and finding patterns reveals true customer insight that’s hard to gather any other way.

If you think you lack customer intelligence, and you have a call center, you couldn’t be more wrong. You have terabytes of it sitting in your call-recording databases. Start using it.

Related post:
Turning points in telephone sales calls

(Photo by benthecube via Flickr Creative Commons)

Customers are talking: you can’t listen to customers if you hate them

Tuesday, January 6th, 2009

Every Tuesday, this space will cover “Customers Are Talking… Are You Listening?”

“Customers Are Talking” builds on the work I’ve been doing for the last fifteen years in product management, sales & account management, & specifically on the story-listening work I’ve embarked upon in the past year. (I cheated a little by sneaking in two posts on this subject yesterday.)

It was great to read a recent interview with one of the quietest great thinkers I know, Cynthia Kurtz.

While discussing some things she had learned in her work helping companies and governments gather and work with stories from customers and employees, she said this:

Several times now [in these projects] I have seen people viewing their clients or customer or employees or constituents with contempt, for example equating weakness, confusion or ignorance with insignificance, low status/value/worth or even wrongdoing.


As I read this I was surprised and shocked, yet at the same time I nodded my head and said to myself, “Oh, yeah, I’ve seen this lots of times.” No company would admit that it hates its customers, but if the leadership looks deep into their hearts they may recognize the behavior that Cynthia mentions.

And for marketers this is a big concern. Because marketers, more and more these days, need to listen to and act on customer feedback. People don’t listen to those they hate. They disregard, dismiss or rationalize their statements. Even when marketing believes in its customers, if the organization’s culture is a customer-hating one, the messages won’t get acted on. [It may go without saying that customer-hating companies will be punished first in a difficult economic environment.]

So, if you’re instituting a voice of the customer program, or if you’ve already got one, answer these questions first: do I think my customers have something valuable to say? Will I listen to it and try to act on it?

Because if you’re one of those companies that holds their customers in contempt, asking them what they think won’t do you any good.

[By way of equal time, I should probably refer to this earlier post where I talked about companies who are hated by their customers.]