CX Bold Moves: New York Times Beats Google

Editor’s Note: This post is part of a series of CX Bold Moves. See all the DoingCXRight CX Bold Moves stories.

One of the most disrupted industries in the last 10 years is the newspaper media. Newspapers have always had a certain sophistication, history, and nostalgia associated with them. This makes it particularly hard to observe their disappearance. Of the newspaper industry’s most recognizable brands, the New York Times is one that brings an additional layer of style that makes so many of us never want to let go.

At the same time, even I, a New York Times devotee, have to admit that my interaction with the famous brand has changed. While I used to subscribe to the New York Times in 2009 and 2010, today I am a digital subscriber. Although I love the idea of the newspaper, even I stopped buying it. Although I married a man who reads the New York Times (it was one of the requirements), I am not reading the digital subscription nearly as often as I used to read the paper itself, in college.

Because of my personal affinity with the paper, I was even more happy to read that the Times’ overall digital business is growing faster than Google and that the annual growth of new online subscriptions is averaging 46% since 2011.

Now that is a noteworthy shift that not many “old school” and “traditional” businesses are able to execute.

How was the Times able to do this? By being bold and building a strategy in 2015 that they are executing flawlessly today. The Times did not wait to fade into oblivion before it chose to re-channel itself. Since April 24th, 2017, the news outlet added the millennial channel to their portfolio by joining Discover on Snapchat. This shift is arguably the most digital signaling a news brand can give to tell its customers, “I am where you are. I have not changed my core value proposition of reliable, credible news delivery. I have just adapted to the times (no pun intended) and I am doing it in a different way.”

For a brand to do what The New York Times is doing it needs courageous leaders. It needs leaders who are able to know exactly what they are selling and who are able to recognize, in time, that their customer has changed. The New York Times has earned its position in our CX Bold Moves Series for doing all of this and not having an identity crisis.

We see brands in such crisis every day. Brands that are holding on to the image of their past customer or who are so afraid of change that they say they are investing in a digital transformation, but all they do is hire a Digital Transformation Director with no support infrastructure around the role.

46% average annual growth only happens when an organization is focused on that goal and when leadership and funding are appropriately allocated to this big, bold, transformational move. The New York Times clearly has that focus and courage. Do you?

 

 

*All opinions expressed on the DoingCXRight Blog and site pages are the authors’ alone and do not reflect the opinions of or imply the endorsement of employers or other organizations.

How to Prepare for AI: Dispatches from CR Summit, Charleston

On the eve of the #CRSummit in Charleston, customer experience leaders from various industries held the first AI Committee meeting. AI is a challenging topic to cover since it has varied customer experience applications depending on a brand’s growth cycle, customer base and business challenges. Companies like eBay place big bets on AI, while others use natural language processing (AI) only to build smart chatbots.

Regardless of their approaches all companies have one thing in common – they all need to prepare for AI implementation by having a comprehensive data strategy with flexible architecture and a lot of storage. This is the missing piece for most companies. Organizations have different reasons for lacking intelligent data. Some brands are too young and have homegrown systems that need major overhauls to even scale for the growth of the companies. Others have more robust data repositories, but have been built without the customer as the common unit.

There is a third scenario: companies that have third party CRM systems that also host the data. This makes it almost impossible to have the end-to-end data to use for building personalized experiences. It is important to learn the necessary foundations so when you meet with sales reps you can recognize the option that will fit your technology needs.

Another foundational and somewhat counter-intuitive aspect of applying AI is the need for humans. The biggest misconception about AI is that it will “remove jobs”. Meanwhile, customer experience leaders are all struggling to persuade CFOs to fund new teams of data scientists, people who would tag existing data, or people who watch for the “triggers” to use the data. Once this is done, brands will need data councils to add new elements or to design new uses of AI. Companies will always need more people to manage AI effectively.

Lastly, we all want to build solutions that will save operating costs today and enable a future customer experience transformation. So when we build, we need to think about scaling and building further, with the customer at the center.

There are still questions we need to answer. How do we begin the process (especially without much funding)? How can we make AI a reality and not just talk about it? What are the tradeoffs (if any) that we will have to make in the process?

Stay tuned for the next post on AI.

 

 

*All opinions expressed on the DoingCXRight Blog and site pages are the authors’ alone and do not reflect the opinions of or imply the endorsement of employers or other organizations.

Autonomous Customers, Traveler Privacy and More Questions for CX Professionals in a Changing World

“As we move toward a more automated culture, most travelers will adapt to a Jetsonian, automated lifestyle.  Every industry we know will be disrupted.  For those of us in aviation, this signals the shift from aviation as a service industry to a transactional one that is potentially devoid of the personal touches that made the romance of flight an event.”

As I am boarding my flight to Denver today to speak at the AAAE Conference on “Autonomous Airports,” I can’t help but question, what does autonomous airport really mean.  The customer experience value of an airport itself is not autonomous.  Rather, the emerging autonomous airport experience aims to give birth to, enable and empower autonomous customers.

That brings about even more questions for CX professionals, particular customer experience professionals in the aviation world.

What is an autonomous customer?

The autonomous customer uses his/her time better and has more of it. Today we have a “holding room” at airport gates. Holding room… even the term itself sounds limiting.

What is a customer supposed to do in a holding room?  Be on hold?

Autonomous airports are open spaces with no physical or process boundaries between the individual customer touch points (check-in, bag drop, etc.).  As a result, there also is no barrier between crewmember and customer. Eliminating barriers in autonomous airports shifts the power from the airport procedures and processes to the traveler. This makes travel more enjoyable.

Because of this customer experience-driven design, the autonomous customer can go through the experience at his/her own pace.  The autonomous customer is not “held” anywhere. The airport becomes a menu of tools and services that the autonomous customer is empowered to choose to use or not. Who would not want to do that?

What about Grandma’s journey?

Autonomous airports enable both customers and crewmembers. A roving crew has access to much more information and tools on the go that enable them to take care of the needs of all customers of all ages, particularly those who do not want to or are unable to do so themselves.

Maybe the first time, Grandma will be intimidated (although not all grandmas are alike!) by the autonomous airport environment, but she will quickly get used to and appreciate the self-driving device that can whisk her and her bags from one gate to another in a few minutes.

What about my privacy? Does autonomy mean my airline knows everything about me?

Autonomy is also about accountability.  On both sides. Customers want information and adequate services at the right times.  It is impossible for any brand to deliver that without access to certain customer information or preferences.

Customers also want seamless journeys across the airport. To design that airlines and airports need access to certain customer history. For example, if you want the airline to wait for the customer one extra minute at the gate, the airline needs to know that the customer is physically at the airport. Even more so, the airline should know whether the customer has passed security already.

In the case of JetBlue’s autonomous airport CX design, Bag Buddy, one of my ideas, was designed to pick up customer bags at their homes and transport them directly to their destinations. That seamless movement of objects and people lays on the foundations of data sharing. More specifically, it rests on good data that is appropriate and useful in delivering the experience customers want.

Questions remain, and as CX experts continue to design autonomous airports and meet the needs of the autonomous customer, new questions will arise.  For now, let me demystify the autonomous airport for you. At the heart of the autonomous airport, from the CX perspective, is the information that will allow the airport as a physical asset to expand its boundaries and reach people’s homes. Data allows physical boundaries to merge and creates one big experience of transporting people and their belongings across space. That is a future we all want, Jetsons fans or not.

 

 

*All opinions expressed on the DoingCXRight Blog and site pages are the authors’ alone and do not reflect the opinions of or imply the endorsement of employers or other organizations.

CX Design – Make the Customer Know Who You Are

Now that we have helped you become experts in the design of space and function and the design of feelings, it is time to turn our attention to aesthetics, and to connect customer experience to brand identity.

T5 is an expression of the JetBlue brand. When customers enter the space, they feel and know that they are flying JetBlue and not another airline. How can you make customers know, without a doubt, that they are experiencing your brand?

Know your brand!

At first pass, the direction to know your brand is self-explanatory, but you would be surprised by how many CX professionals believe that only the marketing department needs to know brand identity.

In today’s digital and mobile world, every member of a company must know the brand. Without a deep understanding of the brand you represent, you are a blind painter. How can you even begin to express brand values and beliefs that you do not know and understand? Know your brand. If you don’t, find a way to learn it! Now.

Convince your CFO that brand equity funding is a long term investment

If many people do not know the brands they work for, even fewer fail to understand the fragile nature of brand equity. If you go to your CFO tomorrow and ask for funding to “infuse the brand” in whatever physical or digital experience you are building, you will be asked for the ROI on this undertaking. You will also be told that it feels like this “brand stuff” is a “nice to have,” not a “must have” feature.

If there is one moment when you can self-destruct the business case of Customer Experience, it is the moment you agree with this statement. The right answer is “Investment in the brand side of customer experience is a must-have feature because without reinvestment in the brand equity, the customer will not connect the experience you have built with the brand you represent.”

Treat your brand with the same empathy you treat your employees and customers

If your brand is strong, it has personality. If it has personality, you can treat your brand as a person – with empathy and care. JetBlue’s persona is smart, fresh and stylish. As the CX designer, I translate this to edgy and innovative, taking a modern view – chic and modern, regardless of time. What does that mean during the design phase? Obsession over every detail.

Details make the customer experience memorable and unique. Nothing is too small for the CX designer to touch. The kiosks in T5 are slim, white and without the “catcher” boarding passes. Brand-driven decisions and compromises made this happen. Crewmembers would have preferred wider kiosks to lay down their cups of coffee. They also would have preferred another color that does not require as much cleaning. Customers would have preferred the metal, functional and protruding catcher for the boarding passes.  The brand persona did not fit with any of those functional needs, so they are not in the lobby today.

Without attention to details, the look and feel of the T5 lobby would not have screamed JetBlue the way it does now. By respecting the brand identity, the design came out sleek. Customers tweeted praise for the design, comparing it to Apple.

Location, location, location

How the customer experience touch points are sequenced can also express brand identity. JetBlue is “nice.” Flying with JetBlue is a “nice experience.” The airline is “human and comfortable.” So when the decision was made to invest in custom-made repack stations with integrated scales, we took brand identity into consideration. The table could have been made more cheaply out of metal. But that would not have made the experience “nice.”

Instead, customers would have felt like they were in a factory, or like they were in surgery. The tables also were conveniently built in close proximity to the new real “Bag Drop” in order to make it more comfortable for customers to move between the two touch points.

Customer experience professionals must be the loudest brand ambassadors and brand managers. CX professionals deliver on the promises brand marketers communicate in their campaigns. Without this link, and without that collaboration, customer experience feels disconnected, at best.

As a customer experience professional, you must own the brand equally to the marketers and serve the brand’s values. If you fail to do that, you are delivering a customer experience that has no soul, and you are missing the opportunity to build a deep, meaningful, memorable connection with the customer – the ultimate goal of every brand.

Image courtesy as featured in Cosmopolitan Magazine

*All opinions expressed on the DoingCXRight Blog and site pages are the authors’ alone and do not reflect the opinions of or imply the endorsement of employers or other organizations.

CX design brand goals JetBlue Liliana Petrova CX

CX Design – How Do You Want Customers To Feel?

Last week, we talked about CX Design in terms of space and function. Today, we continue our CX design journey to talk about the design of emotions and feelings. The new look of the JetBlue T5 lobby created customer experience interactions in more open spaces for the benefit of both customers and crewmembers.
The next element of the design, connecting to the feelings of customers, drives that make-or-break goal, ROI. While designing for a customer’s feelings is critically important, it is often overlooked.  Meeting the functional needs of customers is only the base of the experience pyramid. Most brands stop there. They believe that meeting those basic functional customer needs is enough to deliver great customer experience. It is not. In his book Outside In, Harley Manning revisits the three levels of the CX Pyramid: “meet needs,” “easy,” “enjoyable.”
To design great customer experience like we did with the T5 project, we jump right to the top of the pyramid, working on making our customers say “I feel [blank] about this experience.” How you fill in that blank depends on your brand and culture values.

 

How do you want customers to feel?

It is important to think through the emotions you are designing, since those emotions will trigger repeat business. As Maya Angelou said “…people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”
That memory of a feeling is both a risk and an opportunity to create a long lasting relationship with your customers. When we were designing the lobbies, the customer experience team wanted our customers to feel efficient, taken care of, empowered and smart enough to do things themselves without help. We knew the goal: create simple, personal and helpful customer experience. All we had to do was think about what that meant in terms of emotion.

Manage Change 

How big is the change you are introducing? Are you adding enough new customer experience elements to compensate for the discomfort of those you are removing?
 

Start with change management. When we removed the podiums from the lobby, we essentially took away our crewmembers’ comfort zone – their anchor, their place to hold personal items. This change was disruptive to their daily lives. It was important that, as we took away tools, we also gave crewmembers new tools to make them feel heard and understood. So we designed a hospitality training, a CX soft training with standards and tips on how to interact with customers and keep the brand promises we made.

With the hospitality training, JetBlue crewmembers had the cultural/brand guidelines of service delivery that perfectly complemented the new space we built. One of the 5 Whys informed us that the only thing a “Bag Drop” position should do is check IDs and scan boarding passes and bag tags. Podiums and computers were replaced with Blackberries to do just that, and the transaction times at Bag Drop dropped in half.  Customers spent 30 seconds dropping their bags and continuing on their (CX) journey. The lines disappeared. The negative comments about long lines in our VOC surveys also disappeared. We had a drop of 65% of any mention of “long queues”.
 

Does your corporate culture support the internal disruption you are creating?

Since we completely disrupted our crewmembers’ work space, we needed to think about the soft side of this innovation. At the time, we were the first airline in North America to remove podiums at Bag Drop. This is where JetBlue’s culture is a true differentiator. The CX design did not stop with the Ccustomer. It included the crewmember.
We treated our employees as customers.
We spent equal time deliberating how to design (and pay for) the new Bag Drop positions to minimize the functional changes in the lives our crewmembers. For example, where would they leave their phones, purses, wallets, when they worked? We built drawers in the blue arcs above the intake bag belts to meet that need. The thinner design better matched the overall open space approach of the lobbies. Despite that, we built them thicker, making the trade-off between brand look and function to manage the customer experience of our crewmembers and their acceptance of change.
The design of exceptional (and memorable) customer experience requires empathy. To connect to your customer, you need to go beyond meeting the customer’s functional needs. Making an experience like this easy for customers is very hard for CX professionals. There is no doubt about that. But ease only connects with the rational side of your customers. To generate more ROI through CX, you need to also create a positive emotion that will trigger the irrational decisions to (hopefully) pay for your product or service at a premium next time.
They will come back to you, even at a higher price, not only because they had a seamless customer experience, but because they want to relive the feeling you gave them. You will be one of the few brands that is not just offering a product or a service.  You are offering amazing customer experience – you are a well oiled machine for feelings.
 
Image courtesy of JetBlue
*All opinions expressed on the DoingCXRight Blog and site pages are the authors’ alone and do not reflect the opinions of or imply the endorsement of employers or other organizations.

Why I Don’t Love Chat Bots

Today, we tackle the value proposition that chat bots are more valuable to companies than customers. I reject this.  The ROI simply is not there, especially since better customer experience is not there. I have experienced both fully automated bots and “augmented” service agents interactions using the chat channel, and neither delivers on the promises of chat bots as the game-changing resource we all need.

For our blog we use a photography subscription service. They push chat support heavily. When I used it, it was slow. The person either did not know English well enough or was multi-tasking several chats, but it felt like he was not present. On occasion, it felt like he was not answering the question I was asking, but rather providing a generic response. The base for effective communication is connection. When I felt unheard by the “support,” my frustration almost led me to drop the service (there are plenty of options for photography sources). Suddenly the chat offering threatens to cause the loss of a customer… and the organization PAID for it, for its integration, monthly support fees etc. I do not like that. It makes no sense.

empathetic response ai photos

AI presentation photo by Liliana Petrova, CCXP

Let’s talk about the fully automated chat bots. Allegedly, this is where companies see the real efficiencies. Again, no real value for customers unless the automated chat function allows them to fully self-serve. The problem is, the fully automated chat bot today is stupid. It can perform only very distinct functions.

The customer faced with a chat immediately tenses up with anxiety. He/she knows that the chances are pretty high he/she will have to channel switch pretty soon. How many bot interactions have you had that allowed you to solve your problem without switching to a human? Chat bot is supposed to deliver customer-centric experience. It is supposed to be customer directed, but the customer feels anxious that the minute the bot gets “stupid,” the customer loses control of the experience. Suddenly, the power is with the bot.

What is the future for chat bots? Disturbing is a word that comes to mind. Soul Machines is the company to check for the preview. They have developed a digital human that has a BRAIN built on a virtual nervous system. Now that is equally exciting and terrifying. It reminds me of the AI empowered female voice that sounds like a human one (the digital human is also female…just saying). It will take some time before the digital human agent becomes the norm, but one thing is for sure, the next version of “stupid bot” will have empathy.

According to Forrester, 60% of us prefer not to use a chat bot at all. I bet you if you ask why, you will also hear that the bots just stupid. So how can chat bots become smarter? We are back to the data conversation. Chat bots are as smart as the power and scope of the underlying data they can pull/learn from. In the case of the JetBlue customer experience team, without an integration to our reservation system, the chat bot cannot change or re-book a passenger’s ticket. Until then. customers will keep reading “please speak to an agent.” That is hardly a way to feel the love.

 

 

*All opinions expressed on the DoingCXRight Blog and site pages are the authors’ alone and do not reflect the opinions of or imply the endorsement of employers or other organizations.

CX Design Makes Form and Function Beautiful – and Cosmopolitan Magazine Notices

At its core, design is about value creation. In the world of Customer Experience, value-driven design requires CX professionals to use empathy to imagine a future customer experience that is easy, fast, and seamless.
The specific CX design can be building a new lobby, changing an existing customer-facing process that takes too long, or simplifying an internal procedure that prevents employees from solving customers’ problems quickly. Due to its importance, CX design is also one of the six disciplines that the CCXP Exam covers. Every CX professional must feel accountable and responsible for CX design. It is our job to design customer-centric experiences and to prove the ROI of that design.
All of this can feel overwhelming. How can one person solve all of these structural problems in a creative way? Where do you even begin?
 

What do you want the customer to do?

Begin with the process. Look at the current process, envision the future process, and identify the gaps. In the case of the JetBlue lobby, before we even began building T5, we met with industrial engineers to go over the mechanics of the space. Our objective: “We want movement. No queues.” Airports and airlines share that goal. But it is too generic a statement to foster an immediate design solution.
 
Answer the following questions at this first phase of the CX design process: “Why is there no movement today? Why are people waiting on line?” 
Next, use the 5 whys technique to really understand what to address in your design (in the case of the lobby, we looked at what we needed to do to create movement). In order to create the customer-centric design to meet the “create movement” goal, we needed to address a number of existing issues. There were long lines at the “Bag Drop” position. And, often, the Express Bag Drop line was even longer than the Full Service line that offered more services. All of this left customers and crewmembers feeling frustrated.
 
Photo: JetBlue

Design Solves Problems by Meeting Needs

The original plan to address the bad customer experience was to introduce self-tagging kiosks in the lobby. The thought was, if customers could print their own bag tags, the lines would disappear. At first look, this sounded logical. 
But then, we all remembered the great book “The Goal” . The Goal teaches to look for the bottleneck of any operation and to chase it all the way down/out of the system. Instead of building the business case only for kiosks, I kept thinking about the end-to-end journey of the customer. Not surprisingly, when we asked our 5 Whys, we quickly found the root cause that we needed to solve with the future CX design.
Kiosks were not enough. We had to go farther.
We never truly had Bag Drop positions. Functionally, there was nothing different between the Bag Drop position and the Full Service position. Customers would go to the fast lane and clog it with questions or needs that required crewmembers to act as a full service desk, holding the line for up to 15 minutes per customer.
As a CX Designer, we solved that by stripping the full service functionality from the Bag Drop position. We removed the computers to signal to customers that those positions have limited abilities to assist. As it turned out, this was not enough. Customers still expected to get the “Full Service” experience at Bag Drop.  

Use Design to Change Behavior

We responded by removing the physical barrier between the customer and the crewmemeber –  the podiums.  The result was a completely different environment for crewmembers to operate in. We not only disabled them from ever functioning again as full service desks, we also SHOWED the customers that these are different positions. In so doing, we made customers behave differently through design.
Featured in Cosmopolitan Magazine, the new design empowered them to deliver a personal, helpful and simple experience by removing the physical barrier between the crewmembers and the customers. In the end, this created an open environment that ignites conversations.
 
Creative thinking, process mindset and empathy are the key ingredients to building CX journeys that differentiate your business and make your customers come back for more. People do exactly what you design them to do. The good news is, as the customer experience designer, you are in charge. There is no such thing as overthinking design. Keep imagining all the things that can go wrong and then amend your design accordingly. Enjoy the art of CX design!
 
Featured Image Courtesy of Cosmopolitan Magazine
Get more tips on CX Design and CX career questions through our DoingCXRight Mentor Program.
*All opinions expressed on the DoingCXRight Blog and site pages are the authors’ alone and do not reflect the opinions of or imply the endorsement of employers or other organizations.
the customer experience effect jetblue liliana petrova

Keep The Customer In Focus For 2018

In her latest post for JetBlue’s Into the Blue blog series on customer experience lessons learned in 2017, our own Liliana Petrova explores how to combine innovation and knowledge of human behavior to keep the customer in focus at the same time CX professionals are developing new strategies.

Read more and watch the video.

 

*All opinions expressed on the DoingCXRight Blog and site pages are the authors’ alone and do not reflect the opinions of or imply the endorsement of employers or other organizations.

 

When Not To Invest In Self-Service Technology?

Every progressive brand today aspires to have more self-service. Very few implement self-service successfully. Self-service is a new tool to optimize a company’s workforce by removing transactions from the system. All industries are looking at self-service as a strategy of the future.

Hospitals, airlines, and hotels are installing kiosks to self check-in while grocery stores and taxi companies are implementing self-service check out with digital payment products. The list goes on and on. What differentiates a successful use of self-service as a building block of innovation from a failed implementation that adds more effort for the customer that leaves him/her angry and frustrated?

Successful self-service is self-sufficient. It enables customers to meet all their needs by themselves. If users can do only some of the steps of the whole process alone then self-service adds costs to the business, adds complexity and effort to the experience. For example, if a customer can print his/her food voucher when there is a delay, but cannot rebook him/herself (i.e. still needs to call customer service) then all the brand has accomplished is to add steps for the customer to get the same value he/she could have done before with ONLY a phone call.

Another thing to be aware of with self-service is what type of labor is optimized and what labor is part of the self-service solution. The business case of self-service might not work if the solution requires incremental (and expensive) IT resources while removing existing (and cheaper) unskilled resources. As Matthew Dixon says in  :  “[t]he challenge is not in getting today’s customer to try self-service. The challenge lies in getting today’s customer to avoid channel switching from self-service to a live phone call… the self-service battle isn’t about getting customers to go, it’s about getting them to stay.” It is important to launch the solution that solves all the needs of the customer before launching a technology solution to avoid getting the wrong results.

Design for 80% of the customer base, not the high touch 5% – 10%.  The 5% base solution is more expensive and most probably will break the business case.  Be ready for all the people who will question the design that will NOT cover 100% of the customers. Questions about the exceptions will keep coming up: “What is the customer does not have a credit card? What if the customer does not speak English? What if …?” The answer to all of them is: “They will go to the full service option at that touch point. They will not self-serve.” Be strong and keep the focus on the goals of self-service – to alleviate, not eliminate, the calls to the contact center; to allow the employees to offer a better service to those people who do not have a credit card and/or do not speak English. It is counterintuitive, but by not solving for them through self-service, we are building a better service for the exceptions as well.

Be brave! Some people will not like the self-service design. You will hear a lot of push back about de-humanizing the experience for the customers. Anjali Lai from Forrester studied the emotions of brand interactions (see below) and was able to show that there is no significant difference in the perception of the customers when they self-serve (from interacting with a live person).

What is more human? To have a human tell a customer that he/she is not able to solve the problem, because the process is not designed well or that they will be put on a brief call to speak to another person, or having self-service solutions that empower customers to create their own experiences in a personalized and independent way (without telling their names and confirmation numbers 2 or more times).

Self-service is an integral part of the future, but unless self-service is designed and executed in a strategic and empathetic manner it can drive more costs and complaints than savings and satisfaction. The basic value creation mandate is critical in this business strategy: unless self-service creates real value for the customer he/she will not embrace it.

So ask yourself, if you were the customer, would you gain anything from doing a task yourself vs. getting help from the company? As the company, do you gain anything by self-serving? Is it faster, easier or simpler? If you cannot answer yes to any of those questions, do not invest in self-service technology.

 

*All opinions expressed on the DoingCXRight Blog and site pages are the authors’ alone and do not reflect the opinions of or imply the endorsement of employers or other organizations.

Liliana Petrova

From Pain Points to Magical Moments: Transform the Customer Experience

Argyle Journal recently interviewed customer experience professional (and Doing CX Right writer) Liliana Petrova about emerging self service technology and meeting and exceeding customer expectations in airports.

Liliana brings out a point that is integral to all technology-based customer experience solutions, namely that “[w]e want to create something that feels like magic, without breaking any foundational rules.”

Of that magic and the quest to create it as part of customer experience, Liliana explains, “[i]f there is a way to create a seamless and invisible experience, we want to find a way to get there.”

Read more about how she and her team are working to do so.

Play the audio below to hear Liliana speak about the magical customer experience.

 

 

*All opinions expressed on the DoingCXRight Blog and site pages are the authors’ alone and do not reflect the opinions of or imply the endorsement of employers or other organizations.