Sept. 1, 2021
Implementing a CEX - Customer and Employee Experience Strategy with Jason Bradshaw
In episode 88, host Eric Dickmann interviews Jason Bradshaw. Jason is an entrepreneur, global guru on customer service, award-winning executive, keynote speaker, CMO, and Best-Selling Author of "It’s All About CEX." He created his first business at 14, selling telecommunications and computer equipment in the Australian regional city of Toowoomba. Jason tested and implemented strategies for improving the experience in a variety of sectors, including telecommunications, retail, media, finance, automotive, health, and not-for-profit.
A cornerstone of Jason’s career has been an unwavering commitment to improving the lives of customers and employees. During his time in the telecommunications industry, he implemented ideas for improving customer experience in a number of verticals by over 100% in retail and media. His initiatives to improve efficiencies by focusing on the customer and employee experience saved tens of millions of dollars in a matter of months and improved employee retention by double digits year over year. Additionally, he has led transformational programs resulting in tens of millions in revenue improvement.
Jason Bradshaw’s "It's All About CEX" breaks experience down into its core components - success, ease, and connection - and shows you how to get the most mileage out of each one. This book reveals how to generate positive experiences for your customers and employees, win their loyalty, and maximize your profits in the process.
For show notes and a list of resources mentioned in this episode, please visit: https://fiveechelon.com/implementing-cex-customer-employee-experience-strategy-s6ep7/
Send us your questions or comments
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WEBVTT
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Welcome to The Virtual CMO podcast.
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I'm your host, Eric Dickmann.
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In this podcast, we have conversations with marketing professionals who share the strategies, tactics, and mindset you can use to improve the effectiveness of your marketing activities and grow your business.
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Hey Jason, good day and welcome to The Virtual CMO Podcast.
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I'm so glad you could join us today.
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Hi Eric.
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It's great to be with you.
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And I have to say it's not often you hear someone from the US say good day.
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So good day back to you.
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Yeah well, thank you very much.
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The wonderful world of technology allows us to connect across the world.
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One of the things I've loved about doing this podcast is I've been able to chat with thought leaders and experts from all over the world.
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And so I'm really excited to have you on today because we're going to get a chance to talk about one of my favorite topics, which is all around customer experience design.
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You know, this is just such a timely topic, and one of the things that I think is so important for businesses to understand is that they really do have to design their customer experience, right?
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It's not just about the products and services that they sell, but it's the whole experience from how you market your product, to how you sell it, to how you service it after the fact.
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When you start to engage with clients and you talk to customers about the whole idea of creating a strategy around this, how do you frame it for them?
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Well, I tend to look at research and Qualtrics is recently released some research that shows that 30% of consumers will change who they do business with based on just one bad experience.
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So the question I ask is, can you afford to lose 30% of your customers today?
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And most business leaders will say no.
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But the really interesting thing is over the last decade, CEOs across the world have been asked, you know, what are your top five, top 10 priorities for the next 12 months?
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The next three years?
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They all say customer experience.
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Yet so many fail to invest in it and invest in it in a tangible way.
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And what I mean by that is not just throwing cash at it, you know?
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Any Fortune 500 company can throw cash out and have throwing cash at improving the customer experience.
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But it's like putting lipstick on a pig.
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If you don't change the culture, if you don't embed the process, if you don't make all of your decisions around the promises you make to your customers intentionally, then it literally is just that.
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A promise that's empty and leads to mistakes, which 30% of customers will go.
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just so you know, over 80% of customers will recommend you if they've had a great experience.
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You know, I'm not sure how to be on that 80% scale than the 30% one.
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Yeah, and it seems like there are so many opportunities to create an enhanced customer experience that just get missed.
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I'm sure we've all had the experience of calling into our bank or financial center or a utility company.
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You know, these classic cases of these huge call centers that seem to do nothing but frustrate the people that call into them.
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And yet they've had years to perfect what they're doing, and they seem to have made little progress.
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In fact, the biggest change that I've noticed over the past five years or so is that they always want to take you to a survey at the end of the call, which does absolutely nothing to improve the experience.
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Cause they're not going to change anything based on my survey results.
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Well, I'd argue that many of them don't change anything based on all of the survey results.
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It's absolutely important to ask customers how well you're doing or otherwise.
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But you have to ask at the right point.
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You shouldn't over survey.
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Sometimes you get five or six surveys from the one interaction.
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Uh, because different people in the company want to know different things.
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Now there's really only maybe three or four questions you need to ask.
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The first is, did we get it right?
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And if the answer is no.
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How can I get it right?
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How can I make it better?
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And, you know, I always advocate how do we get it right for you?
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Did we make it easy for you?
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And then when you do business with us again now, Obviously, you want those questions to suit how you interact in the language of your company.
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But if you get the answer to those three questions and you actually take action on what customers are saying, imagine the growth that your business is going to have.
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We are so busy collecting data, we failed to act.
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We have to act on the data.
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And so that's why I say ask questions.
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Absolutely.
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But just ask three or four, the reality is you've probably only got the attention span to focus on three or four.
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And if you nail a culture that is absolutely focused on improving, then your business will grow.
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You know, with every business out there makes promises and then they deliver something.
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That gap between the promise and the delivery is the opportunity, the opportunity to grow.
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And with growth comes, everything that business owners enjoy profit.
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Right.
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So, uh, Look, I'm absolutely with you that people ask too many surveys, but they do have a place that you have to use.
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One of the things that we focus on a lot on this podcast is small and mid-sized businesses who are really trying to grow their business.
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And many businesses seem to follow a path.
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You know, they start out and they build their product or they build their service.
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So that's where all the focus of the company is going, right?
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On creating that core part of their business.
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And then once the product is ready to be released or the service ready to be released, then they focus on ramping up their marketing and sales activities to actually sell the product.
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And now the product is in people's hands.
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Now we have to service it.
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Now we have to have people to service, whatever we've released out into the world, but all of these things tend to lag.
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It seems the one mistake that companies make over and over again is they're reactive, not proactive to building out the customer service experience.
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So I'd love to get your thoughts, maybe start like on this first stage when you're marketing, when you're presenting your products and services to the world, and trying to make it easy for customers to buy.
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Well, yeah, I think most marketers, because look at their job as you know, leading to a sale, how do I create a sale?
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How do I create enough desire and interest in our product to sell something?
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and talk about how can I start serving our audience?
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How can I start delivering value to my audience that may or may not lead to a sale?
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And so no work that I did with Volkswagen group Australia, well, you made it really simple for them consumers to get a valuation on their car that they already own, that they'd be trading in, in the process.
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Now you might go, why do you want to give a customer that information before they've even committed to buying one of your cars?
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Well, an informed consumer is a consumer that can make a decision.
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And if that customer's journey is to trade in their car.
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They might not have any idea around what their car's worth and once they know what it's worth, they might trade up.
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They might go to a higher spec vehicle.
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They might decide to buy two vehicles.
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But it doesn't matter.
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It's about that value creation that you make at the beginning, because then you started that relationship.
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And that relationship means that you can continue a conversation with them that hopefully leads to a sale.
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But so often marketers are thinking about how do I get that lead?
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How do I get that person to buy today?
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Let's just start creating value for customers, making it really easy for customers to have a relationship with us.
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That then lets us sell to them at the right time.
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Because the goal of an organization surely is to have a customer for a lifetime, not for a transaction.
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And when you're coming from a customer centric point of view, you're thinking about a lifetime, not a transaction.
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So I come back to, in my book I talk about making things easy for customers.
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You know, there's some good colleagues of mine that have written books around the power of convenience and being frictionless and.
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The easier.
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I fundamentally believe that that if we design an experience for consumers that is adding value, that is really easy for them to get that value both before the sale and after the sale and that's key, then you'll create a lifetime customer.
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And that's where your cost of acquisition, which is another metric that now, every marketer talks about will start to decrease.
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Because your cheapest acquisition is one that's been referred to by an existing customer.
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And so.
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you know, I talked about creating value before the purchase, but it's also important to create value after the purchase, I was talking to a potential client earlier this week and they were explaining to me that on their website, they're an e-commerce company.
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And on their website, they sell a range of products that they effectively manufacture and distribute themselves as well as resells of other products.
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As you could imagine the profit margins are different based on those products.
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And this individual was telling me about a customer service situation where a consumer bought a third-party product through their website.
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And had had 30 emails between their call center and the consumer about this product.
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Now the consumer obviously was happy with the service because they came back and said, I'd like to buy this product.
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And that product was worth about six grand.
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So their first product, they spend a couple of hundred.
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After 30 emails they wanted to buy a$6,000 product.
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And the customer service agent turned around and said, we don't have it in stock.
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Oh no.
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And the situation ended., The relationship ended.
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Now.
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We could spend hours talking about why did it take 30 emails, but obviously there was some value being created there to keep the consumer coming back and wanting to buy again.
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But because the organization and every part of the organization, wasn't completely centered on making it easy for the customer to have success, we had a break point.
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And that's where you get the 30% of consumers leaving after just one bad experience.
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So.
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Yes.
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with that example, there was a great opportunity to continue to add value that would have led to more sales.
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But it's beyond that.
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You know I'm using a Sony camera on our broadcast today.
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Sony has never contacted me since I purchased the camera for any reason, other than to try and sell me something.Imagine in Sony sent me information once every three months, which would be less frequent than how often they try to sell me, helping me get more out of the camera.
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You know, the day I unboxed it.
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it was a glorious day.
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But it's probably got a million features I don't know how to use, a million features that would make me look better on camera.
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The camera is specifically designed for live blogging and situations like this.
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They could create a relationship with me.
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That means that I'm going to spend more with them over time because I know I'm going to maximize the value of that purchase.
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And it's a cycle.
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We as marketers need to create value first, make it really easy for customers to get that value and have success.
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And we will succeed and grow our businesses by doing so.
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Yeah, I love it.
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It's a great point.
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There are so many things that we purchase and you have to register or maybe you bought them through an online site and you never hear from these companies again, unless they want to sell you something, which typically they do.
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And often you're usually unsubscribing because you get so much junk email.
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I also think it's interesting, you know, your experience at Volkswagen, you know, car dealerships are one of the highest friction businesses, you know, according to surveys.
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You know, people do not like the experience of buying a car.
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And yet you've got these automakers that have been around for years, they've had ample opportunity to improve the experience, but they're not really doing all that much, it seems.
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It seems what's happening is the upstarts are coming in and allowing you to order a car from your phone and have it delivered into your driveway.
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It's the pandemic forced some of this to happen, but still people dread going in there.
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And oftentimes I look at the car dealer experience and can sort of relate that to other businesses.
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They are trying to push you into a sales process that works for them.
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Not necessarily a sales process that works for you.
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And I see a lot of businesses making that mistake.
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And it's because businesses are designed around silos.
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The sales team is responsible for sales, they don't care what the accounting team does.
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Their metric is not how well the invoice goes out, their metric is, did they get the sales order?
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You know, the accounting team's metric is how probably aged debtors.
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You know where is those common metrics that everyone in the organization is responsible for?
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You know quite often I get asked by people, who's responsible for customer service or customer experience, then I say, well, everyone, of course.
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And then I get this blank look back.
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But I can't copy everybody, it needs to be a department.
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And then I say, well, who's responsible for sales?
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And they're like, well, the sales department, but really everyone should be selling.
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Yes I agree, everyone in the organization should be selling through the experience that they deliver.
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You think about your favorite movie and last time you spoke to a friend about your favorite movie, you were probably talking about the actors, and the characters, and how will they act it?
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They're the employees that, they're not the business owner, they're the employee, in 95% of cases, delivering the experience, the experience that your employees deliver is what your business lives and dies on.
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And now whether it be the automotive industry or Walmart, we have to get focused on solving problems for customers, but at the same time, making it really easy for our employees to deliver a consistent experience.
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It's no great.
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It's nothing great about going into a store virtually or in person and having a fantastic experience today.
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And then going in the next day and having a terrible one.
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Because that terrible one could be the one I leave.
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People want to trust their experience.
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Why is Amazon so popular?
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Yeah, Consistency,
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Consistency.
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I say to people that creating a emotional human connection with people is absolute paramount for creating longterm success with customers.
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And then I tend to say and Amazon does it brilliantly, and I get challenged.
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And I understand I get challenged, but Amazon's online.
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You know, most, most of the time you don't speak to anyone.
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You know on the phone or online, you just place your order, and it turns up the next day, I'm like that's trust and trust is a powerful human emotion.
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And why do we trust Amazon?
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Because they consistently get it right.
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They do what they say they're going to do.
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And I think organizations, and this is the trap that a lot of small businesses and medium businesses get into.
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They think they need to be a hundred times better than Walmart or a hundred times better than at and T or whoever the big competitor is.
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No.
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They just have to nail delivering on their promise consistently.
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Because people will buy consistency and pay more for it than an inconsistent experience that puts them at risk.
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When I'm talking to my mortgage broker, I don't want him to say today that I can have a million dollars and tomorrow I can have nothing.
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want him to give me a consistent answer and deliver on that promise.
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Yeah, everyone's willing to pay for that.
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We just need to focus on being consistent and small business, medium business, they actually have the greatest potential to deliver on this because they have less people to get focused and running in the same direction.
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Hey, it's Eric here and we'll be right back to the podcast.
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But first, are you ready to grow, scale, and take your marketing to the next level?
00:17:22.104 --> 00:17:28.463
If so, The Five Echelon Group's Virtual CMO consulting service may be a great fit for you.
00:17:28.734 --> 00:17:34.644
We can help build a strategic marketing plan for your business and manage its execution, step-by-step.
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We'll focus on areas like how to attract more leads.
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How to create compelling messaging that resonates with your ideal customers.
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How to strategically package and position your products and services.
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How to increase lead conversion, improve your margins, and scale your business.
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To find out more about our consulting offerings and schedule a consultation, go to fiveechelon.com and click on Services.
00:17:59.064 --> 00:18:00.324
Now back to the podcast.
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I think that's so true.
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You know, when we talk about an example like Volkswagen, you could argue that they have limited incentive to make their process better.
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Because if you want a Volkswagen, there's really only one place that you can go to get it, right?
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You have to go to your Volkswagen dealer.
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Whereas if you, I know you had some experience working at Target as well.
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So if you take Target, Walmart, and Amazon, you know, any of these big box retailers, they're selling the same goods and services as their competitor is selling.
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So what they've got to do is they've got to provide an environment, an experience, a price that's better than their competitors.
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All that has to come together for them to win market share.
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And I think sometimes smaller businesses, they think they're competing a little bit in a niche where they don't have as much competition.
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So they don't feel the need to invest in customer experience the same way that these big retailers do who are fighting against each other to win that customer.
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And I think it's important to actually take a step back and say, do you want to be in that war that Walmart's having with Target and Amazon?
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You know, there's not necessarily profit in that war, you know?
00:19:15.680 --> 00:19:18.549
Think about you walk into target and you can get a.
00:19:19.451 --> 00:19:22.660
$5 towel,$5 beach towel.
00:19:23.049 --> 00:19:25.269
Walk into Walmart and get a$3 beach towel.
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They probably are produced in the same factory or the factories neighboring each other.
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probably the same quality, not discernible difference between them.
00:19:38.139 --> 00:19:40.059
Yet, one's$3 and one's$5.
00:19:40.480 --> 00:19:53.200
And if that's the only thing that's going to create my decision to buy, well Target's gonna make more money out of me and Walmart is going to make less, and Walmart's going to have to sell a lot more to make money.
00:19:53.589 --> 00:19:56.800
Now, the alternative is to compete on experience.
00:19:57.040 --> 00:20:03.310
Now, when I was 14 years of age, I started my very first business selling computers and telecommunications products.
00:20:03.310 --> 00:20:10.901
And yeah, when I was interviewed by a current affair, I was asked, you know, how are you going to compete against the big guys in town?
00:20:11.680 --> 00:20:12.579
And I said, I'm not.
00:20:12.639 --> 00:20:20.019
I can't compete with them on price, but I can compete on service because it's the only lever I can pull.
00:20:20.259 --> 00:20:25.089
I don't have enough customers to get the scale, to get the prices down.
00:20:25.480 --> 00:20:31.779
But I do have a passion for making my customers love what they buy, and serving them well.
00:20:32.139 --> 00:20:41.200
Every small or medium business can have that same passion and compete on something that matters, the experience, how we enrich people's lives, than just on price.
00:20:41.200 --> 00:20:51.740
Because if all you're competing is on price, as soon as Walmart drops to$3, you've got a choice, do I sell less or do I drop to$3 to try and stay competitive?
00:20:51.740 --> 00:20:54.609
Or do I go to two, where does it end?
00:20:55.059 --> 00:20:56.789
No, it was Southwest airlines.
00:20:57.569 --> 00:21:03.430
Funny enough is, a great example I think of not playing a price war.
00:21:03.910 --> 00:21:07.720
Now people might go, but hang on, their prices are cheap.
00:21:07.900 --> 00:21:09.610
Nope, I disagree.
00:21:09.683 --> 00:21:10.523
They're really not.
00:21:10.554 --> 00:21:11.124
No.
00:21:11.619 --> 00:21:28.720
You know by the time you add baggage, and all the various things that you probably need, they're around the same price as America and All United, but they are absolutely famous not for their price, they're famous for the experience that they deliver consistently.
00:21:29.619 --> 00:21:34.480
You know they talk about prices and marketing can make.
00:21:35.019 --> 00:21:39.769
They're real rhetoric, the real thing that they deliver is an experience, you know?
00:21:40.150 --> 00:21:50.171
Go into Barnes and Noble bookstore, you'll see a dozen books talking about the Southwest way, how Southwest have revolutionized the airline industry.
00:21:50.711 --> 00:21:51.280
What did they do?
00:21:51.310 --> 00:22:02.670
They cared about the customer and they deliver the right experience every day unlike some other airlines that are famous for breaking a guitars on runways and things like that.
00:22:02.670 --> 00:22:05.884
The annual survey that they put out that are the top brands in the world.
00:22:06.203 --> 00:22:12.296
The top brands are rarely the ones that are ranked based on the lowest price products that they sell, right?
00:22:12.296 --> 00:22:17.586
Many times they're luxury brands, they're brands that, that price their products that are premium.
00:22:18.145 --> 00:22:22.615
But they deliver that experience that you're talking about, which is so critical.
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