Making it Easier to Complain

Today, it is almost a cliche that brands want to “listen to customers”. They have Facebook pages, Twitter accounts and myriad social media initiatives to supposedly ‘listen’ to customers and make the brand open and communicative. Unfotunately, this is mostly limited and as soon as a customer has a real complaint that needs a real solution, the company suddenly doesn’t feel so communicative any more.

AT&T has launched a nifty iPhone app that could a be model for companies that actually want to listen to their customers and use the complaints and feedback to improve the service. AT&T’s “Mark the Spot” application lets a mobile subscriber complain about dropped calls, low network coverage and bad voice quality. This is a location based app that uses aggregated data from many complaints to find and show areas in the AT&T network where subscribers experience the most problems.

This is a good way to let the customer vent their anger about a dropped signal, feel that AT&T is going to do something about it and at the same time provide AT&T useful information about problems in its network. The information is a collected in a way that is instantly usable rather than generic ‘feedback’ that usually finds it way to ‘nowhere’. This is also removes irritating IVRS systems and call centers from atleast a small part of the customer care function.

The only problem with this approach is that a customer could easily end up feeling that he’s sending complaints into a black hole (which is usually true even while talking to customer care), in the absence of a response or any updates on what happened to his complaint. This is standard psychology, you want a ’sense of progress’, a sense that someone heard you and they’re doing something about your problem. This is what responsiveness means (not just sending a auto-reply email acknowledgement). AT&T should take this forward and when the network problem in a particular area is fixed, it should send a short update to everyone who complained about the particular location.

I like this app particularly because it acknowledges the fact that most customers are not going to report dropped calls and network problems (from location) if it means opening up an email client and writing an email to a generic email address (complaints@att.com). Consumers have become too cynical to expect anything to come out of such an email. It is smart to acknowledge this and make it easier for customers to complain in a way that gives them a sense of ’specificity’ (as against the ‘generality’ inherent in writing to a generic email address or filling a web form).

IFFI Pitch

Currently working on a very interesting proposal to the design the participant experience at the International Film Festival of India, Goa. It is held in early december each year and attracts participants from all over India and from the festival circuit across the world.

We are proposing to design every aspect of the experience, right from participant registration, choosing movies, booking tickets, the venue, networking at the event… Using a mix of technology and common sense! :-)

Just the process of making the proposal and explaining what could be done is extremely interesting. As an avid participant at IFFI for the last 5 years, I guess ‘research’ and ’studying user behaviour’ is well taken care of!

Tomorrow is the pitch. Lets hope that we get a chance to create a better Film Festival experience!

CASE STUDY: Influencing ATM Usage through Service Design

Today, we are proud to publish our first Service Design Case Study :-)

The Reserve Bank of India recently mandated that bank customers can use any ATM (not just their own bank’s) without any additional fee from April 1, 2009. Earlier, a bank would charge a customer anywhere between Rs.15 to Rs.50 for the use of ATMs belonging to other banks. This fee acted as a disincentive for customers to use the ATMs of other banks. In absence of this, customers will freely use any ATM.

When Bank A’s customer uses Bank B’s ATM, Bank B charges Bank A a usage fee of Rs.17-20. This was passed on to customers. Now that the bank cannot pass on this fee to the customer, it has to bear this cost for every transaction that its customers use another bank’s ATM for. A Bank with a small ATM network will be saddled with huge costs as customers start using the ATMs (of other banks) that are closer or more conveniently located.

“Influencing ATM Usage through Service Design” outlines how a bank can design its service to minimize the use of ATMs belonging to other banks by its customers. We analyze the different scenarios in which customers would use the ATMs of other banks and create a service model to deal with each scenario. We also studied the usage patterns and pain areas for customers in the current system to devise a new service that allows customers to record, track and account for cash expenditure, which otherwise appears as a single-line “ATM Withdrawal” entry in the bank statement, without providing any details of how the withdrawn cash was used.

Download a PDF of the Case Study here. (824 kb)

We would love to have your comments and suggestions on the process, content and presentation of this case study. Please comment here or write to abhi@gutse.in

Airtel is India’s Largest Music Company

Business Standard reports that Bharti Airtel has become India’s largest Music company, surpassing Saregama which has revenues of around Rs.150 crore.

Late last year, Bharti Airtel had bagged the ‘Best Mobile Music, TV or Video Service’ award at the GSMA Asia Mobile Award 2008 at Macau. Airtel’s Music-On-Demand was awarded for creating a uniquely intuitive, personalised user experience of music on mobile.      Airtel had bagged the prestigious award among stiff competition from global leaders such as Telstra Corporation, Australia, Geodesic Inc, US, Artificial Life Inc, Hong Kong and Gracenote, US.     

This is really revealing of trends we might see in the future with service companies leveraging their reach and interaction with consumer to sell other services.

Another amazing fact that I recently highlighted in a presentation to a bank’s management: Vodafone is the largest bank in kenya. Yes, it is still a mobile service provider, but its mobile based money transfer service (M-Peso) is the most widely used banking service in a nation where a majority of the population doesn’t have bank accounts (but have mobile phones!)

Touchpoint: Service Design Journal

I just got my copy of Touchpoint. It is supposedly the ‘first ever’ Service Design Journal, published by the Service Design Network. The content is very interesting, but a bit ‘Journal’ like. It has interviews with Service Designers, case studies, articles on methods of service design and much more.

You can get a subscription here.

Treasure Hunt: Find the Drop-box

There hasn’t been much publicity about it, but HDFC Bank has launched a new innovative game at select branches to make the customer experience more lively and fun. Aptly called ‘Treasure Hunt: Find the Drop-box’, the business objective is to increase the time customers spend at a branch, maximize interaction with as many different staffers as possible and to give customers a tour of the entire branch.

When a customer walks into the branch and goes to the teller to deposit a cheque, he is given a cryptic answer and sent to fill the deposit slip. Once filled, he is given clues to find the drop-box. This leads him to different areas of the branch and creates oppotunities for interaction with more bank employees in his quest to find the drop-box. Finally, he finds it hidden behind a desk on the first floor, reaching there only after crossing the deadly dungeon (narrow spiral staircase).

Ok, so its not a game. Just another example of how customer experience doesn’t figure in most descisions at service companies. But this is taking it too far! You don’t need a service designer to tell you that something as commonly used as a cheque drop-box should be in an open area, preferably close to the entrance and definitely with signage.

But then again, may be you do!

At Guts, we do a ‘Service Audit’ to pin-point these kind of situations. The Service Audit involves experiencing a company’s service through all possible touch-points and in every possible situation. This really helps find the pain areas in the company’s service delivery and a customer’s experience. In many instances (like the one described above), operational expediency overrides any consideration for customer experience. Setting this right is not difficult or expensive once you look at it through a ’service design’ lens.

Customer Service / Customer Experience

In the last week since I started writing this blog, a few readers have shared their ‘bad experiences’ with services. More often than not, these have been bad experiences with ‘customer service’ as opposed to bad ‘customer experience’. There is a big difference. But in the absence of any noticable ‘customer experience’, most customers perceive their experience with the helpline or customer service desk of a company to be the ‘customer experience’.

Customer experience is what a customer feels about any interaction (and all interactions as a whole) with a brand/service before, during and after he buys the service. Customer Service is a much smaller sub-interaction, usually when there is a problem.

The fact is that customers are the most sensitive to how they are treated when they go to the company with a problem. This makes customer service the acid test of customer experience. If a company has an ordinary customer experience, but very helpful customer service, it will still endear itself to the customer.

Customer experience on the other hand is about how useful the customer finds your service, whether he perceives it as ‘value for money, how easy it is for him to learn to use it, if his experience with your employees is uniformly good… and other tangible and intagible attributes that constitute your service.

In a sense, customer service is a commodity, a hygiene factor. Customer experience is what differentiates your service and creates loyalty in the long run.