In the not-too-distant past, I recall companies’ forcing me to call them to resolve any issues I had. Whether it was my bank, my cable company, or my health-insurance provider, I first tried to find answers and support on their Web site, then if I couldn’t get the help I needed online, I’d reluctantly call customer service. The customer experience (CX) was excruciating—the complex, interactive voice response (IVR) system, the redundant requests for my personal information and details regarding why I was calling, and the hoops I had to jump through to get to a human being. I was frustrated not only as a customer but also as a service-design expert who knew all too well the many customer-experience laws they were breaking, for example:
Make it seamless.
Make it predictive.
Make it intuitive.
Make it intelligent.
But what was the biggest law they broke? Give me options.Read More
I enjoy writing for UXmatters because it gives me the opportunity to explore topics that are of interest to me through the lens of experience design. I love researching a topic to learn more about it and connecting it to service design. It also gives me the opportunity to reflect on my own work and find themes, principles, or approaches that might be beneficial to others in the UX community.
When you work as a consultant, your clients look to you as the expert. They want you to guide them, show them what they should do, and help them to see how they should approach problems and decisions. As I quickly approach the milestone of two decades in my career providing experience-design consulting and client services, I find myself becoming nostalgic, reflecting on all those client head nods and even vehement client head shakes that I’ve experienced. Thus, I thought it would be valuable to the broader UX community for me to outline six of the top pieces of advice I’ve found myself repeating to clients over the years. Read More
You may instinctively answer the question, Can organizations be too customer-focused?, with a resounding of course not! That’s certainly my instinct. How could there be any limit on how focused you can be on customers’ needs? Why would you ever want to discourage an organization from being customer focused?
But let me preface my question with an obvious caveat: If an organization were to be a potential target of an inquiry into its being too customer focused, it would likely have had good intentions in attempting to focus on the needs of its customers. It would likely be trying to improve its relationships with its customers by making their experiences with the organization good ones. It would also likely have historically received criticism from customers for creating bad experiences—a situation that they want to rectify. Read More