{"id":740379,"date":"2017-07-20T20:59:01","date_gmt":"2017-07-21T03:59:01","guid":{"rendered":"http:\/\/customerthink.com\/?p=740379"},"modified":"2017-12-14T00:15:56","modified_gmt":"2017-12-14T08:15:56","slug":"what-krusty-burger-can-teach-us-about-driving-cx-action-at-the-front-line","status":"publish","type":"post","link":"https:\/\/customerthink.com\/what-krusty-burger-can-teach-us-about-driving-cx-action-at-the-front-line\/","title":{"rendered":"What Krusty Burger Can Teach Us About Driving CX Action at the Front Line"},"content":{"rendered":"
Source: Eliedion, via Wikimedia Commons<\/a><\/figcaption><\/figure>\r\n

\r\n One of the largest under-acknowledged challenges in launching a new CX\r\n initiative is getting front line employee buy in. Real time data collection\r\n is pointless if only an exclusive coven of technocrats in HQ can see the\r\n results. This is an important step in the CX value chain that is often\r\n overlooked. We can\u2019t begin to think about action if the front line does not\r\n have nor believe in the information. But how do we get the word out?\r\n<\/p>\r\n\r\n

Dashboards<\/h2>\r\n\r\n

\r\n Dashboarding has become very popular as method, and when done well, of\r\ncommunicating complex data simply. Companies such as Tableau<\/a>, Domo<\/a>, mTAB<\/a>, and Dapresy<\/a> have some very impressive\r\n dashboarding tools. These can be assembled quickly and inexpensively. Here\r\n is a\r\n nice interactive example<\/a>\r\n in Tableau Public of a fairly comprehensive dashboard designed by\r\n Gustavo Alberto<\/a>\r\nfor the fictitious Krusty Burger<\/a>\r\n chain, albeit in Espa\u00f1ol.\r\n<\/p>\r\n\r\n\"df_feedback_crusty\"\r\n\r\n

\r\n Most CFM providers have a configurable dashboarding component as well. The\r\n fact that most of these tools are also mobile enabled helps field\r\n engagement with the information as well.\r\n<\/p>\r\n

\r\n However, even dashboarding can be asking a bit much for the busy frontline\r\n worker. The average working joe who is out in the parking lot, behind the\r\n register, or in the call center really might not have the time, interest,\r\n or know how to consult their NPS dashboard to see how well they are doing.\r\n How can they find out?\r\n<\/p>\r\n\r\n

Making CX Public<\/h2>\r\n\r\n

\r\n We know that engaging the front line can make or break the success of a CX\r\n initiative. They are the intersection between the brand and the customer in\r\n most instances. How do we make them aware of what is going on?\r\n<\/p>\r\n

\r\n The answer may be simple. Why not go public with CX results? Let\u2019s put our\r\n report card on a very public refrigerator for the world to see.\r\n<\/p>\r\n

\r\n This accomplishes a number of goals. First, it puts CX attitudinal and\r\n behavioral metrics right under the nose of the very people who can make a\r\n difference. Most motivation theories such as\r\n Expectancy Theory<\/a> and\r\n Job Characteristic Model<\/a>\r\n hold that feedback is very important in improving performance. It also\r\n makes a good deal of sense. How do I know if I am improving if you don\u2019t\r\n tell me on a regular basis?\r\n<\/p>\r\n

\r\n Second, for customers it provides a degree of transparency about the\r\n performance of that location and gives them assurances that this is a good\r\n place to shop. The fact that a store isn\u2019t perfect is not seen as a\r\n negative any more than your credit score or your score on the vintage\r\n Donkey Kong machine in your local pizza parlor. A \u201cNot Perfect<\/em>\u201d\r\n provides motivation for those in the store and creates a sense of trust\r\n with the customer that the books are not, in fact, cooked.\r\n<\/p>\r\n\r\n

In Store Public Displays<\/h2>\r\n\r\n

\r\nMany companies have taken this to heart. This example shows Weis Grocery<\/a> store displaying\r\n their CX efforts in a low-tech but effective manner.\r\n<\/p>\r\n\r\n\"\"\r\n\r\n

\r\n Here we see some challenges in the Produce and Seafood departments but some\r\n recent victories in Bakery, Deli, and Pharmacy. This information is posted\r\n right in the front of the store for all to see. To associates it is a\r\n constant reminder of what still needs to get done and to customers it says\r\n we are serious about customer experience and are always striving to\r\n improve.\r\n<\/p>\r\n

\r\n The other nice feature of this simple approach is it involves everyone.\r\n Ostensibly the GM and\/or department heads are physically updating their\r\n scores and changes on a regular basis. As a result, I would imagine the\r\n employees in the department are certainly attuned to those scores. Finally,\r\n customers see it every time they shop. In short, it engages all\r\n stakeholders where it matters; on the front line.\r\n<\/p>\r\n

\r\nThis second example comes from the London Midlands Railway<\/a> in the\r\n central Britain. This is posted right at the station, not hidden away in\r\n some corner of the station, but right next to the ticket counter.\r\n<\/p>\r\n\"df_feedback_midlands\"\r\n

\r\n You can see here they display operational data (e.g., on-time performance), along with the trend. Right next to that information you can see how\r\n they handle the human side of the business with information about\r\n information provided and \u201cstaff attitude\u201d. A very nice summary of all\r\nresults can be found online here<\/a> as\r\n well.\r\n<\/p>\r\n\r\n

Online Public Displays<\/h2>\r\n\r\n

\r\n Publicly displayed information about Customer Experience need not be\r\n relegated to physical locations. While digital reviews are fairly\r\n ubiquitous not everyone has the fortitude to let all reviews get posted\r\n unfettered. In some cases, corporate sponsored CX metrics systems either\r\n cherry pick reviews or filter out the bad ones. This practice, however, has\r\n consequences. The biggest of which that consumers will stop believing them\r\n if they appear to be tampered with.\r\n<\/p>\r\n

\r\n Here is a nice example from Best Buy that lets the CX cards fall where they\r\n may. You can see that the reviews are verified (they have to be\r\n purchasers). If you were to scroll down you would see many that are not so\r\n stellar.\r\n<\/p>\r\n\"\"\r\n

\r\n This level of transparency not only helps customers make a good choice, it\r\nallows for self-policing of CX so long as it does not degenerate in a quid pro quo<\/em> economy where there are favors (i.e., incentives)\r\n traded for good reviews. That is a topic for a whole different post.\r\n<\/p>\r\n

\r\nMany others, particularly in hospitality<\/a>,\r\n have adopted a similar approach, thus creating a natural selection system\r\n for CX. While some ratings site have been criticized by having\r\n reviews suppressed<\/a>\r\n and others have been accused of not being vigilant enough in preventing\r\n fake reviews<\/a>, other companies like SureCritic<\/a> Reputation.com<\/a>, and others act as\r\n intermediary of\r\n reviews that seek out to post the good, the bad, and the ugly.\r\n<\/p>\r\n\r\n\r\n

Transparency Drives Engagement and Trust<\/h2>\r\n

\r\n We live in a time of information transparency. It is expected by customers\r\n and integral to consumer decision making. A recent\r\n report by Deloitte<\/a>\r\n found that almost 80 percent of consumers have interacted with brands\r\n before they even set foot in-store.\r\n<\/p>\r\n

\r\n While CX information is important for consumer decision making, it also has\r\n a large role in driving both employee and customer engagement. Those\r\n dashboards and reports sitting back in HQ do little to get buy-in from the\r\n field. The private curation of data is seen as Big Brother\r\n paternalistically trying to keep tabs on regions and outlets that clearly\r\n cannot be trusted.\r\n<\/p>\r\n

\r\n You can start to turn the cultural ship a bit by democratizing the data.\r\n Push CX and operational data down to the lowest level and get the front\r\n line\u2019s buy in. If it\u2019s under everyone\u2019s nose every day and they feel like\r\n they have some part in influencing it, it will help drive behavior.\r\n<\/p>\r\n

\r\n Second, I personally prefer the low-tech version in lieu of, or in addition\r\n to, technology based solutions. The grocery example is easy to set up,\r\n requires about $14.98 of monetary investment and requires local management\r\n and front-line employees to engage in the process versus being passive\r\n recipients of data.\r\n<\/p>\r\n

\r\n Third, make CX simple and embed it into the culture. I know many hotels and\r\n retailers start the day by reviewing customer feedback. This a great\r\n practice that gets everyone focused on the customer rather than the score.\r\n It includes everyone in the solution; and most importantly those who can\r\n make the biggest difference.\r\n<\/p>\r\n

\r\n Finally, the practice of cherry picking, tampering, incentivizing, or\r\n modifying customer feedback before it gets to the public domain is a very\r\n bad one. People aren\u2019t stupid and will catch on to these shenanigans. It\r\n will reduce perceptions of trust and they will, over time, dismiss the\r\n information as bogus, transforming an entire feedback mechanism into an\r\n enormous waste of everyone\u2019s time and money.\r\n<\/p>\r\n

\r\n Getting unvarnished customer experience feedback out in the public, in a\r\n simple to understand, and non-punitive fashion will help engagement with\r\n employees and also engender trust in customers that you are dedicated to\r\n making sure they have a rock star experience. When people have access to\r\n the data, believe in it, and understand its impact they will be much more\r\n apt to do something about it. And action is the whole reason for doing any\r\n of this.\r\n<\/p>\r\n

\r\nNote: Thanks to my colleague Dave Ensing<\/a>\r\n for the Best Buy example and Matt Inman<\/a> for input on this topic.\r\n<\/p>","protected":false},"excerpt":{"rendered":"One of the largest under-acknowledged challenges in launching a new CX initiative is getting front line employee buy in. Real time data collection is pointless if only an exclusive coven of technocrats in HQ can see the results. This is an important step in the CX value chain that is often overlooked. We can\u2019t begin […]","protected":false},"author":7959,"featured_media":740382,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":[],"categories":[82,328,84,14,92,115],"tags":[419],"_links":{"self":[{"href":"https:\/\/customerthink.com\/wp-json\/wp\/v2\/posts\/740379"}],"collection":[{"href":"https:\/\/customerthink.com\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/customerthink.com\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/customerthink.com\/wp-json\/wp\/v2\/users\/7959"}],"replies":[{"embeddable":true,"href":"https:\/\/customerthink.com\/wp-json\/wp\/v2\/comments?post=740379"}],"version-history":[{"count":0,"href":"https:\/\/customerthink.com\/wp-json\/wp\/v2\/posts\/740379\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/customerthink.com\/wp-json\/wp\/v2\/media\/740382"}],"wp:attachment":[{"href":"https:\/\/customerthink.com\/wp-json\/wp\/v2\/media?parent=740379"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/customerthink.com\/wp-json\/wp\/v2\/categories?post=740379"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/customerthink.com\/wp-json\/wp\/v2\/tags?post=740379"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}