Digital customer experience... is not a channel

Working on digital customer experience does not mean looking into how the company is present at various communications channels and pushes information towards the customer. Presence in multiple social media channels does not improve the interaction with the customer more than any other channel unless it truly matches with what the customer is looking for, adds value and is available when needed.

Digitizing customer experience is a customer journey experience that happens across all stages of customer relationship - even before customer is a customer - and engages with the customer when and where needed within numerous digital platforms not limited to communications.

Products and services should generate value throughout the customer journey when provided in digital environments. Often digitizing a product or a service provides more value to the customer via better data, analysis of it and recommendations made based on the analysis.

Digital service experiences that matches customer needs should be planned from customer point of view. These could include eg online services, chat functions, mobile services, and should be available when needed and within platforms preferred by the customer.

Customer communications should take into consideration relationship building before, during and after purchase, and help in choice and decision making, guiding the customer towards final sale. Nowdays customers are more knowledgeable of products and services when they approach the service provider, which changes the focus in communications towards communicating benefits and ensuring ease of purchase.

It could be summarized that digital customer experience is building capabilities within an organization to create way of working with customer, as well as building a way of working internally.

Overall, customer experience generates a brand experience - how the customer interacts with the brand throughout everything she or he does and ultimately builds an image with impact to reputation of the service provider.

Key building blocks thus of planning a digital customer experience may consist of:
- customer understanding - from various viewpoints that guide the generation of services, offering, customer management and delivery capabilities
- interactions throughout customer journey in various digital platforms including products and services
- tools, processes, platforms that support the customer experience
- culture of customer centricity to make sure every individual and every function of the organization generate their share of the experience towards common goals
- and finally follow-up with customer whether services support her or him and in some cases providing opportunities for co-creation or more individual services.

Planning a meaningful customer experience

Organisations are today increasingly working on customer experience management in order to generate a coherent approach towards their customers. Why? Because we live in the economy where profitability is based on evaluation of every investment and growth with clear differentiating factors is a must. Customers may no longer be only looking for a product or a delivery. They are looking for what serves them best. It makes sense to focus on customer understanding, in order to know where to focus, and provide relevant processes, services, delivery approaches, communications and pricing options to support the customers requirements and needs.

Customer understanding is at the heart of meaningful customer experience.
In a service organization, the success lies on the internal capabilities and skills of the employees. Service is created or delivered by people. Thus, it is important that the organization has support, motivation and an organizational culture that enhances better customer understanding and its use. Where to get started? Customer understanding may comprise of various elements. Starting from industry understanding - what are the drivers of the industry, what impacts the companies and what are the trends and technologies driving businesses forward. Looking more inside the customer organisations, it is important to understand customer needs, customer purchase processes and customer strategies. An internal perspective is to acknowledge what is the value of the customer, and what is their supplier strategy. Regardless of the perspective, what makes a difference is how to use the customer understanding in daily operations and for longer term development. Different functions may make more sense from different models.

Lets take customer needs and purchase behaviours - which may give most input for offering development - how to package and price a product or a service. Knowing what the customer requires is the basis for meaningful offering and value proposition. Taking customer value, may be relevant for planning prioritization models and how to resource customer management.

A logical view to customers lifecycle operations is definition of customer journey. And taken it from customer point of view. Finding meaningful steps to keep focus can help identify strengths and weaknesses how the customer is faced throughout the business or relationship.

The models are many. Some companies start from one, initiate learning and gradually get additional viewpoints. Where customer understanding may be at its best when all customer viewpoints come together to form a coherent customer experience. This may mean that company chooses to focus on its most valuable and potential customers, and is able to build services and products, delivered in an optimal way to these customer groups to become win-win situation. Operations must be profitable for all parties. Therefore companies face the pain taking decisions where to focus and also what not to do.

Evolution of the Finnish library system – considerations on the impact and benefits

The mission stated by the British library towards 2020 is “Advancing the world´s knowledge”. Talking about setting the ambitions high enough in regards to public services.

Looking at the transformation of the Finnish library, a strategy towards 2016 exists similarly with set objectives and mission. From the strategy it can be learnt that the strategic goal of the library is to generate a meeting spot for people and ideas ie to energise, inspire and surprise. Overall, the strategy outline looks well thought of including the mission which I guess few people would really doubt: “To enhance equal opportunities for people towards civilization, literature and art, and develop skills for information, globalization, civil preparedness and lifelong learning. The objective is also to enhance interactive and virtual services and their cultural contents”.

Some good examples of implementing the strategy exist. Libraries have transformed from borrowing books only to open living rooms for education, entertainment and social sharing. While the library is closed, you may access the premises with your own key. “Night at the library for toys” was organized in Helsinki to help children manage the fear of being without parents for a sleep-over. The new central library to be opened in Helsinki is estimated to attract 10.000 visitors a day. That means more than one million visits per year.

All this sounds great and nobody can argue the digitalization of information as one of the key building blocks. The future age classes will be utilizing more of the virtual services and are used to accessing all information virtually.  

What is then the impact of the strategy and are Finnish citizens getting value for their tax money with the transformation? I tried to find some key statistics to support the strategy. Based on information I found, it may be too early for the evaluation.

According to Tilastokeskus, Finnish Statistics, the cost of the whole library system during 2004-2014 has increased by 32%. Also the cost per capita has increased.  During the same time period, number of physical visits has decreased significantly from 67 million to 50 million. However there seem to be big variations between locations, since some libraries are experiencing clear growth in both visitor rates and number of books lent. The number of web visits has varied somewhat but overall the level has remained the same. Also the number of borrowed books has decreased.

Where are the positive measures from the development and what is really the impact of all these changes? Based on an analysis by Heikkinen, Laitinen, Lappalainen, Parikka, Rasinkangas, Saarti, Söderholm, Suikkanen and Vainikka, there seem to be good key measures for the library including impact scores like benefits to the user, influence of the library within the society and studying efficiency. However I cannot find in the strategy documents what is the current situation and where are the improvements made so far. Is some business thinking needed?

It is clear our public service needs to evolve towards the needs of future generations for whom “digital” and access to data is what paper has been to us. One key question is what is the success factor that determines the return of investment and what to focus on. Coming back to British library and its future plans including their strategic priorities, it looks as if they have started from the right end – looking into key user needs and trends for the future. If our library system is anywhere within this path, I trust our tax money goes to right direction. However, seeing is believing, in the most positive sense, and appreciating the service I am given.

Most respected brands in Finland - success of service brands

It is the time of the year when the Finnish marketing and advertising magazine, Markkinointi & Mainonta (M&M) has published a list of most respected brands in Finland.

Looking into how service brands succeed and have developed over the years on this list, the clear winner of service brands is grocery store Stockmannin Herkku. According to M&M, Stockmannin Herkku rose to position 51, having no presence on the list earlier. The result is phenomenal and hopefully showcasing the positive direction and appreciation to quality development of the whole parent company Stockmann.

I have during earlier years been looking into how service brands perform on this ranking. In 2011, Google was the only service brand on the top 10. Since then, Google last year ranked 12th and this year 14th and is in the downward trend. Four years ago, the first Finnish service brand on the list was S-etukortti, ranking 14th.  S-etukortti has dropped dramatically and is now on position 71.

The top Finnish service brand therefore seems to be Yliopiston Apteekki. To me, surprisingly even Finnair does not perform that well though is is often seen as one of the Finnish icons. One of the top Finnish runner-ups is Veikkaus that has improved much from last year.

Looking at other service brands, Hilton hotel has similarly improved its position.

One interesting case is the national broadcasting company YLE. Yle has several brands on the list, such as YLE TV1, YLE, YLE Teema, YLE TV2 and YLE Radio Suomi. One could say that looking into how these brands are presented in total, YLE can be proud of its success, though YLE TV2 has one of the biggest drops on the list.

What I miss still on this list are the brands that may be ones close to Finns within their daily life. Where are brands such as Kela, Kirjasto or Vero? The (online) services for these Finnish governmental brands have developed a great deal during the past years and are even free of charge. I might also position Alko higher based on the fantastic service culture they have developed. Is it still that governmental brands are not seen as high quality? Maybe the current economic trends increase our appreciation to different service brands in the future. According to M&M, this year the success factor seemed to be high quality, combined with value.

The future of customer service (Forrester trends 2015): "...valuing their time is the most important thing a company can do..."

In Forrester Research "Trends 2015: The Future of Customer Service", 10 key customer service trends were listed based on a lifecycle technographics survey of North American consumers.

One of the key takeaways was "Customer service requires a focus beyond operational efficiencies". In my perspective, this focus on outside-in preference and loyalty building requires more in-depth customer understanding and its utilization across the organization to differentiate sales, offering, delivery, marketing etc, based on identified customer parameters such as need, value, industry, location etc.

The report also discussed "customer service must be increasingly pain-free". Selection of service and communications channel is of utmost relevancy to a customer. A customer may want to self-serve over service. I believe in the future more people don´t want to "talk", rather chat or simply do things themselves because they already know what they want.

In addition to the key takeaways, some of the most interesting findings in my view was that, according to the report, for the first time web self-service was the most widely used communications channel for customer service, surpassing use of voice. Thus new communications channels are being explored. In my own company for example, sales is already used to communicating with customers over phone conferences or video conference. Even customers appreciate the savings in regards to time and money, and the effortless way of communicating once all parties are already familiar to each other.

From the respondents, three quarters stated that valuing their time is the most important thing a company can do to provide them with good service. Service excellence does not only include superb products and the service experience itself, but making things easy for the customer to buy.