One of the questions I get a lot especially from people in trainings that are new to customer experience and customer service is, “What do onstage and backstage mean in customer experience?”
Now, these terms are thrown about a lot, so when working in customer service or customer experience it’s useful to know how they’re used.
First of all, we have to give credit where it’s due. The Disney company really came up with this idea of being onstage in a customer-facing role.
One of the ways the Disney Corporation creates its legendary customer experiences is by viewing each experience as a show. Disney refers to its employees as cast members and refers to being customer-facing as being onstage.
What’s the Difference between Onstage and Backstage?
In his book Be Our Guest, Theodore Kinni explains the onstage concept:
The Disney theme parks and their many cast members make a clear distinction between being onstage and offstage. In Disney-speak, cast members are onstage whenever they are in the public...
Check out the video below to hear Adam’s one win that you can take away from Would You Do That to Your Mother? to improve your organization’s customer experience and customer service.
About Would You Do That to Your Mother?
FROM THE PUBLISHER:
Picture your mom deciphering the terms of her credit card contract, struggling through an 800-number menu for assistance, or waiting nervously for a doctor’s appointment. Imagine her joy when she finally reaches someone to discuss her warranty claim, and then her frustration when her claim is turned down three days out of warranty.
Bliss shows how to turn “gotcha” moments into “we’ve got your back” moments by rethinking leadership and business practices, and by enabling employees to care for frustrations that make customers feel like they’re sinking. The result is a playbook to help your company #MakeMomProud.
In this One Win Book Review, we take a look at Deep Work by Cal Newport.
Check out the video below to hear Adam’s one win that you can take away from Deep Work to improve your organization’s customer experience and customer service.
About Deep Work
FROM THE PUBLISHER:
Deep work is the ability to focus without distraction on a cognitively demanding task. It’s a skill that allows you to quickly master complicated information and produce better results in less time. Deep work will make you better at what you do and provide a sense of true fulfillment that comes from craftsmanship. In short, deep work is like a superpower in our increasingly competitive 21st-century economy. And yet, most people have lost the ability to go deep—spending their days instead of in a frantic blur of e-mail and social media, not even realizing there’s a better way.
Deep Work is an indispensable guide to anyone seeking focused success in a distracted world.
In November 2013, we released our concept of the 7 Service Triggers, a unique approach to discovering the most common hot buttons that affect broad segments of customers.
The foundation of the 7 Service Triggers was built upon the idea that our customers do not come to us as a blank slate. Even if they are new to our business, they’ve had experiences with companies like ours before.
And these experiences, for better or worse, have shaped their outlooks and reactions.
While eventually confirmed by our research, The 7 Service Triggers began as a framework derived from my experience working directly with customers and frontline employees. In these interactions, I observed certain customer behavior patterns emerge.
Specific situations seemed to be obvious triggers for customers, creating almost instantaneous negative reactions.
Why are these triggers so powerful? Because perhaps the two most powerful ideas you can combine in customer service are aware- ness and prevention.
In customer service, the old cliché is true: An ounce of prevention is worth a...
Check out the video below to hear Adam’s one win that you can take away from Principles to improve your organization’s customer experience and customer service.
FROM THE PUBLISHER:
In 1975, Ray Dalio founded an investment firm, Bridgewater Associates, out of his two-bedroom apartment in New York City. Forty years later, Bridgewater has made more money for its clients than any other hedge fund in history and grown into the fifth most important private company in the United States, according to Fortune magazine. Dalio himself has been named to Time magazine’s list of the 100 most influential people in the world. Along the way, Dalio discovered a set of unique principles that have led to Bridgewater’s exceptionally effective culture, which he describes as “an idea meritocracy that strives to achieve meaningful work and meaningful relationships through radical transparency.” It is these principles, and not anything special about Dalio—who grew up an ordinary...
Check out the video below to hear Adam’s one win that you can take away from The Intuitive Customer to improve your organization’s customer experience and customer service.
About The Intuitive Customer
FROM THE PUBLISHER:
Consumers are unreasonable – but they’re not stupid. We all like to think we make rational choices. But thirty years’ of research has shown that what we actually do is make instinctive, ‘gut’ choices and then reverse engineer a set of rational criteria to justify that choice in order to fool ourselves into believing that we are not being unreasonable. The funny thing is that those gut choices consumers make are often better than the ones they make when they actively and rationally consider their options. In other words – consumers are sensibly unreasonable. The problem is that a lot of marketing is reasonable – but stupid.
Why does every marketing brochure include a list of features and benefits that...
Each year, we see increasingly more retail establishments fail. However, retail is not dying; in fact, it has a bright future. It just looks different than it did five years ago.
On a trip to Detroit last week, a friend of mine who lives in the area took me to the original Shinola store. I had only recently become aware of Shinola when I purchased one of their watches via a third party a few months prior.
The more I dug into the brand and its story of Detroit rebirth, the more I was fascinated by what the company is doing and how they are creating successful retail experiences.
In Shinola’s approach are a number of lessons for how retail is changing but not dying.
Below are three strategies used by Shinola. None of the below are rules; retailers will innovate and succeed without the first two strategies for sure. However, these trends will likely be heavily represented in the coming retail future.
#Retail has a bright future; it just looks different than it did five years ago. Click To Tweet
Check out the video below to hear Adam’s one win that you can take away from When Genius Failed to improve your organization’s customer experience and customer service.
About When Genius Failed
FROM THE PUBLISHER:
In this business classic—now with a new Afterword in which the author draws parallels to the recent financial crisis—Roger Lowenstein captures the gripping roller-coaster ride of the Greenwich, Ct. hedge fund, Long-Term Capital Management. Drawing on confidential internal memos and interviews with dozens of key players, Lowenstein explains not just how the fund made and lost its money but also how the personalities of Long-Term’s partners, the arrogance of their mathematical certainties, and the culture of Wall Street itself contributed to both their rise and their fall.
When it was founded in 1993, Long-Term was hailed as the most impressive hedge fund in history. But after four years in which the firm dazzled Wall Street as a $100 billion moneymaking...
Back in 2015 , we created The 7 service Triggers, a framework for understanding common triggers or hot buttons that elicit a negative emotional reaction in customers. The 7 Service Triggers explored the idea that patterns are evident in the things that set customers off and that these patterns hold true across a wide variety of customers and interactions.
Even within the 7 service triggers, certain triggers are more relevant to certain individuals than others. For example, a customer might be bothered more by being hassled than being ignored.
Triggers, by their very nature, are highly individualized.
Of course, the 7 Service Triggers do not begin to encapsulate the wide variety of different emotional triggers that customers have. Our emotions are much of what makes us who we are, and our emotional reactions are as diverse as we are.
Each customer has personal emotional triggers that are highly specific to them. They may be formed in childhood or later in life. These triggers may or may not be deeply-rooted in the person’s makeup. For example, someone’s emotional triggers...
Check out the video below to hear Adam’s one win that you can take away from Predictably Irrational to improve your organization’s customer experience and customer service.
About Predictably Irrational
FROM THE PUBLISHER:
When it comes to making decisions in our lives, we think we’re making smart, rational choices. But are we?
In this newly revised and expanded edition of the groundbreaking New York Times bestseller, Dan Ariely refutes the common assumption that we behave in fundamentally rational ways. From drinking coffee to losing weight, from buying a car to choosing a romantic partner, we consistently overpay, underestimate, and procrastinate. Yet these misguided behaviors are neither random nor senseless. They’re systematic and predictable—making us predictably irrational.