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Customer Experience – Drama in Action

Customer Experience – Drama in Action

Customer Experience is the new competitive battlefield. So companies are battling out in the field.  Fortunately (for customers), this battle can’t be won with fake ammunitions.

Recently I had my vehicle serviced at the authorised service center.

Hyundai’s service center uses NPS to gauge CX. So they ask customers to rate the services once it is done. NPS is a one question survey, so easy to rate. But along with that, they use 25 sub-questions on different parameters of the service. They want us to rate every small thing done with the intent to better CX.

However, every time I visited this service center, their executive asked me to rate only the NPS question and the rest of the questionnaire he would answer on my behalf. When I asked about those 25 questions on the list, he stated that the company wants to know about the quality of its various sub-services. But who should rate it? The customer? Or should the company executive rate his own services?

What was galling was that after every service, they would call me to rate their services again so as to confirm that what I have rated is authenticated. Not only that. They would advise me, “You will get a call from our HO and you should say the same thing.”

Once I rated their services below their expectations since the service executive rather than listening to my problems or checking the car, suggested that it could not be a problem with the car but more likely it was the driver’s mistake. Later, he discovered that the problem was indeed with the car.  However, finding the below par rating, they called me several times and the same executive even called to say “sorry’’. But they insisted that I change my rating, which I refused.

The height is their NS measurement style. They ask us to rate on a scale of 1 to 10 by asking:

1 to 8 is poor, 9 is very good and 10 is excellent.

Usually services are not POOR. But it cannot be either POOR or VERY GOOD or EXCELLENT. Poor is pathetic. It can be average, good or unsatisfactory.

So when they tell us 1 to 8 rating is POOR customer even if not satisfied would not like to rate it POOR they rate 9.

Their mission is accomplished. They want all customers to be PROMOTERS. No Detractors no Passives. Boss is happy. All is well.

The moot point when asking NPS rating is not to disclose what the number would mean.

Using a 0-10 scale: How likely is it that you would recommend [brand] to a friend or colleague?

(Where 0 is not at all likely and 10 is extremely likely)

Let the customer decide how they would like to rate.

This company is not particular about creating better CX, but very particular about the system of data collection and keeping the record straight. Had they been particular about better CX, they would have invested in training their people first. They would have made sure that the feedback forms are completed by the customers and not by service executives & NPS is implemented in its spirit not by twisting it the way they want.

They should have trained their executive not to advise customers before checking the vehicle. Perception has a huge impact on CX. As they say in their book ‘The Effortless Experience’,

” CX is 1/3rd about DO and 2/3rd about FEEL.”

They should also know that several calls to customers to get rating confirmations and reconfirmations are intrusive and irritate customers.

Another instance that is worth narrating, if only to recognise the ‘me-too’ mistake: Again, this is one of the largest companies in their field. I registered a service request on their website. I got a call and the conversation lasted for less than a minute. After the conversation, I was asked to rate it. Too much of showing off that we care’, can boomerang. Usually, call center conversations are recorded for quality purposes; at least that is what they tell us. And their executives can figure out how they have performed from the conversation.

Feedback at every small step is irrelevant and nonsensical. Customers are not there to give you feedback for every small act of yours. They are there to get their things done. Therefore, seek feedback only when what the customer asks for, is done. Don’t keep asking at every process. Keep observing. Keep listening on social media and keep learning. This is what smart companies do.

Better CX should be seen at each touch point. Mere data collection and feedback at every stage is not improving CX. It looks more like showing off without the necessary touch point level customer empathy and sensitivity.

Just like one can’t be physically fit through a superficial or excessive workout, similarly, for offering better CX, neither cosmetic change nor over-doing it, will help. Just focus on fulfilling the needs with Ease and Delight and avoid too many intrusions into the customer’s life unnecessary. Just APT is the key word. Differentiation has to be created, then and then the company will move up in the value chain to command a premium.

CX drama will not be of much help.

Another recent instance at CCD. They have a hanging board at the order counter:


They care more about what they LOVE rather than what customers LOVE. Self service is fine, but language matters. Customers want companies to love them. Do they care about what company loves?

Simple, Please Order Here is fine and the signboard in the store should be rather like:

We would love to make your experience pleasant and endeavour to do whatever it takes.


 ” CX is 1/3rd about DO and 2/3rd about FEEL.” 

Sunil Gandhi
Sunil Gandhi

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