Our Philosophy
Create environments and experiences that customers talk about. Once they start talking, good things happen. They tell their family, friends, and colleagues, who in turn get the word out to the people they know. Honest, infectious customer excitement builds businesses faster than any other method.
Technology by itself is neutral. What makes it good or bad is the reaction of customers interacting with the technology. Technological designs, then, must strive for emotional reactions. The designs should create a Wow!, while driving home a message that you desperately want customers to know and share.
When going for Wow!, steer clear of meaningless spectacle. Technology that's flashy for the sake of being flashy is meaningless. It doesn't generate an important result, nor is it part of an experience that draws customers in and demands that they return with friends. The spectacle is more about showing off than it is about helping customers with their lives.
Use is key. When thinking about technology, the question is always, "How are you going to use it?" Use brings meaning. The right use of technology drives a strong business result.
Distance yourself from the crowd. Standing out from your competitors is good business sense, even when it comes to your business's environment. Suppose, for example, that you're a retailer, and your competitor has plasma screens lining their stores. Think twice, then, before doing the same thing yourself. Otherwise, you seem like one of the pack. Come up with other ways of enhancing your customer experience. Or, if you must have plasmas, alter their look and content in a way that differentiates you and pumps up the value for your customers.
Only do things that provide value to the customer. If the customer doesn't benefit from what you're doing, what you're doing is at best a distraction, and at worst a waste of time and money. See through your customer's eyes. Discover what's important from their perspective.
People will pay for an outstanding experience. That's why they plunk down $3,000 for a suite at the Waldorf when they could spend $50 at a Motel 6. Commodity products and services are everywhere. It's the outstanding experience that's unusual and valuable.
Make your experience so strong that people will gladly pay admission to be part of it. Would you pay admission to shop your local supermarket? Sounds silly, doesn't it. But think of Costco. It's really just a market, yet it provides customers with the type of experience that they can only access through paid membership. Always be thinking, "What would I have to do to get people to pay for the privilege of shopping my business?"
Powerful customer experiences don't have to be overwhelming or costly to execute. When some people think "customer experience," they think of a destination like Disney World, with its splashy concepts, mega-rides, vast staff, and high-energy shows. An extravaganza, though, is only one type of experience. Experiences can be quiet and small. Think of what it would mean to a client if, while it was raining, you met their car in the parking lot and held an umbrella open for them.
First ask "Why?," then ask "How?" When planning an experience, it's tempting to start by asking questions that begin with the word "how." For instance, "How do we improve our call center?" and "How might we extend our hours?" Asking questions like those too early, though, is a mistake. "How" questions are tactical. They're execution questions. Before you know what to execute, you must examine your overarching strategies.
The first questions to ask yourself, then, should be "Why?" questions, such as "Why do we have a call center?" and "Why do we think extending our hours is a solution?" By first understanding your "Whys?," you can create breakthroughs.
"Whys" make "Hows" easy.
