Posts tagged: customer satisfaction

Employee Satisfaction Leads to Customer Satisfaction (and Big Profits)

“Companies with strong consumer branding outperform Standard & Poor’s index.  It’s a lesser known fact that companies with a high rating from both consumers and employees double that return.”
Carol Parish, Enterprise Global Brand Agency

Employee Hierarchy of Needs

Employee Hierarchy of Needs

I actually considered calling this post, “If mama ain’t happy, ain’t nobody happy.” In the same way that mothers are often the key connector in familial relationships, employees are the key connector in the relationships between a company and its customers. As a result, if our employees aren’t happy, our customers won’t be happy with our companies and our companies won’t be happy with the business results.

For some reason, the topic of employee satisfaction has come up in a multitude of conversations I’ve had lately. I recently had a great one with my most excellent colleague at ForeSee Results, Maggie Kalahar. Maggie had this to say:

“Employees shape the experience a customer has with your company each time they have contact, making employees the most memorable voice of your brand as they constitute the actual brand Maggie Kalaharexperience.  It’s people who ultimately deliver your brand promise.  It does not make a difference what you tell your customers about your brand if those who actually encounter the customer don’t deliver the values consistently.  For example, one poor experience with a rude sales associate at Retailer X can undo millions of dollars of brand advertising touting “The Friendly Faces of Retailer X”.  On the other hand, when employees deliver a positive experience consistent with your brand promise, your customers will in turn become stewards of your brand as well, translating to dollars for your company.”

Given the huge importance of satisfied employees in the overall success of a company, it’s surprising that more attention isn’t paid to employee satisfaction as a key financial driver. (And by the way, I’m certainly not guiltless. Sadly, it’s taken me way too many posts about other topics before getting to this important topic.)

All too often, we take our employees and their job satisfaction for granted. We focus all the power of our Type-A personalities on achieving financial results, acquiring new customers, launching new businesses, and driving customer satisfaction, but too often we forget about the people who actually turn all those action verbs into real-life actions.

We spend lots and lots of time considering our brand messaging, and we even spend a lot of time teaching our brand stewards (our front line employees, in particular) how to message our brand. But how much time do we spend ensuring our employees have the tools and the environment they need to effectively deliver our brand promises (as well as the actual desire to deliver the brand promises)? Sure, HR probably talks about it all the time, but this is not an HR issue.

This is really about the basic service every manager in an organization should provide to his or her staff in order to achieve those financial goals.

I previously mentioned putting employees first (even before customers) as one of the keys principles of a customer centric organization. The base principle is really the same as when flight attendants advise us to put the oxygen mask on ourselves before assisting our children. If we don’t provide a productive, positive environment for our employees, how can we expect them to provide the right environment for our customers?

But, man, satisfying employees is hard!

Providing the type of consistent environment required to really satisfy employees is actually a lot harder than providing the type of experience that satisfies customers. The reality is employee relationships are more interdependent, frequent, intense and intimate than the relationships we have with even our best customers. And we have so many more interactions with employees, any one of which can potentially derail the relationship if we don’t handle it correctly.

So what do we need to do to satisfy employees?

In my experience, the things that make the biggest differences are not parties, free lunches or even bonuses. Those things, while good and worth doing, are fairly temporary. They come and they go and they can be quickly forgotten if there are problems in the basic working environment.

I think the tenets of great working environments are really more akin to Maslow’s Hierarchy of Needs. Maslow’s pyramid starts with physiological needs and progress through safety, belonging, esteem and ends with self-actualization.

The Employee Hierarchy of Needs, if you will, contains a similar progression to ultimate satisfaction:

Basic tools
Certainly, a company’s employees need to have the basic tools to do their jobs. Those tools could be computers, uniforms, office supplies, etc. I don’t think many companies have big problems at this level. I would even add being paid a fair wage here. There can be little question that pay is an important aspect of any job. But getting the pay right is part of the very basic level of the working environment.

Trust and Respect
Trust and respect are the foundation of pretty much all successful human relationships, and it’s certainly no different in employee relationships. One of the best ways to assess the levels of trust in an organization is to examine assumptions regarding intentions. Do policies and procedures seem to assume the employees act on their best intentions or their worst intentions? In other words, are the policies in place mostly to ensure employees don’t do things they shouldn’t do, or are the policies in place to ensure employees have the right environment to do the things they should be doing.

Respect can certainly be gauged by how we treat each other. Do we follow the Golden Rule? In the workplace, one of the best ways to test Respect is in how input is heard from various members of the team. Are people’s ideas, when presented with thought and backed with supporting evidence, taken seriously? For the record, I don’t think “taken seriously” necessarily means the ideas are always accepted and implemented. However, if the idea is ultimately rejected, it should be rejected with the same or better level of thought and supporting evidence. To me, that’s taking an idea seriously and respecting the generator of the idea.

Matching the “A”s
This one is critical, and a mismatch here is often the source of some of the biggest problems I’ve seen during my career. The “A”s are Accountability and Authority. Many positions have job descriptions, but I’m talking about something a lot more specific and meaningful. I’ve found it’s critically important to be very, very clear about what each and every person in the organization is accountable for. This takes a lot of careful thought. Once we’ve defined those accountabilities, we have to ensure each person has the authority to deliver those accountabilities. This is hard. Accountabilities will inevitably overlap in some areas, particularly in hierarchies in the organizational structure. So the accountabilities need to be defined specifically and conflict resolution paths must be predefined. (Frankly, this could be a whole separate blog post…and maybe it will be.)

All of this is made much easier if the company has the types of vision, values and objectives frameworks I discussed in a recent post. Such a centrally defined framework provides the types of guidelines for decision-making that, while not eliminating conflicts and disagreements, at least provides a solid basis for debate and resolution.

Confidence
With a solid framework for decision-making, clear accountabilities and matching authority, employees can begin to make decisions about their daily work with confidence. As those decisions become more and more effective, employees become more self-confident. I’ve always found that self-confidence is the key to success in all aspects of life. Self-confident staff find it much easier to do what’s right for customers and for the business.

Training/Knowledge/Growth
The final layer of employee satisfaction is all about growth. Companies that invest in their employees’ growth will not only have happier employees, they will have more productive employees who generate better and better ideas for improving the company. This means mentoring employees, training them in areas even beyond their current scope of responsibilities, being more transparent about aspects of the business that are interesting to particular employees and more. Creating more skilled and more knowledgeable employees has an extremely high ROI.

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Focusing and delivering on all layers of the Employee Hierarchy of Needs can lead to the type of employee satisfaction that leads to customer satisfaction and big profits (investor satisfaction?). But there’s no question that it takes constant focus and a lot of hard work.

Behavioral economist and author Dan Ariely, in his excellent book The Upside of Irrationality, ran some interesting experiments around meaningful working conditions. He found that “if you take people who love something…and you place them in meaningful working conditions, the joy they derive from the activity is going to be a major driver in dictating their level of effort. However, if you take the same people with the same initial passion and desire and place them in meaningless working conditions, you can very easily kill any internal joy they might derive from the activity.”

We’ve all encountered employees of various establishments who’ve had their joy killed. They’re not productive and they don’t provide great experiences. We certainly want more for our teams and our companies. The alternative of course, is joyful employees, customers and investors. That’s a happy world I want to live in!

What do you think? How would you describe the Employee Hierarchy of Needs? What have you seen work and not work in your organization?

The 4 Keys to a Customer-Centric Culture

customer centric organizationRetail: Shaken Not Stirred reader Sarah submitted an interesting question for today’s post:

“What does it really mean to create a customer-centric culture ? We hear companies say it all the time. I would wager that almost every retailer claims to have it. But what does it really mean and how do you know if you really have it?”

Culture is a powerful and interesting beast, and I certainly don’t claim to be an expert in developing corporate cultures. However, it’s a topic of great interest for me, and I’ve had the opportunity to observe and operate within many corporate cultures. I’ve learned that corporate cultures cannot be decreed from the top as cultures get their power from all of the people within them. While CEOs and other leaders can be influential in culture development, they can also be completely enveloped by powerful cultures that are driven from all levels of the organization and formed over many, many years.

That said, I believe there are certain dynamics that drive cultures, and we can influence and shift cultures by focusing on these key areas.

Without further ado, here are what I believe are the four key facets of a truly customer-centric culture:

  1. Faith
    Customer-centric organizations believe in an almost religious way that sales and profits are the by-product of great customer experiences. They are unwavering in their belief that intense focus on creating the best possible experience for their customers is the best way to grow their businesses. Some of these organization will go as far as saying sales don’t matter, but that’s not exactly accurate. All businesses need to create profits, but truly customer-centric organizations focus on the customer experience and not on directly “driving sales.” They believe the best way to improve sales is to view them as an outcome of great customer experiences rather than something that can be directly affected.

    I once had the opportunity to meet with Yahoo and Google in back-to-back meetings regarding potential partnerships with my company, and the two discussions could not have been more different. The Yahoo team was very focused in determining how the partnership would increase Yahoo’s revenues while the Google team interrupted us immediately when we began to discuss revenue. They said they were only interested in opportunities that would enhance the Google experience for their users. Period. I didn’t take this to mean they weren’t interested in growing their business. They simply believed that Google’s purpose was to help people find all the world’s information, and they would maximize their revenue by delivering on their purpose in the best way possible for their users.

  2. Fortitude
    Relentless focus on the customer experience is not easy, particularly for public companies. Truly customer-centric organizations constantly have their faith tested by both external and internal forces who are looking for short-term sales or profits, even if those sales and profits might come at the expense of the customer experience. Customer-centric organizations focus on the value of a customer engagement cycle that relies on great customer experience as an engine that drives retention and positive word of mouth.

    There will always be pressure to run short-term promotion to goose sales. It’s not that customer-centric organizations don’t run promotions; it’s just that they run those promotions in context of their larger purposes in service of their customer. They focus on earning  sales and loyalty rather than buying sales and loyalty.

  3. Employees first (even before customers)
    It may seem counterintuitive to say customer-centric organizations put their employees before their customers, but in my experience this is true and this may actually be the most important of the four keys I’m discussing here. It’s a bit like when we’re instructed by flight attendants to secure our own oxygen masks before helping our children secure theirs. All employees play a part in the experiences we provide our customers. Some have direct contact with our customers and others make daily decisions that ultimately affect the experiences our customers have with us. Their attitudes about their jobs and the company can make or break the experience they provide for our customers. This is sort of obvious for front line staff like store associates and call center agents, but it’s also true for site developers, delivery truck drivers, mid-level managers, executives and, frankly, janitors. Even those not on the front lines are constantly making decisions that affect our customers’ experiences.

    Truly customer-centric organizations therefore provide absolutely great career experiences for their employees so their employees pass along the greatness to their customers. While decent salaries are certainly a factor, money alone is not enough. An “employees first” approach means employees are treated with great respect. They’re trusted with the authority to deliver on clearly defined accountabilities. They’re also given clear direction and clear guidelines and fully supported when they make decisions that improve the customer experience.  Colleen Barrett, President Emeritus at Southwest Airlines (a customer-centric organization), also points out that the customer is not always right. There are scenarios where the customer is clearly out-of-bounds and truly customer-centric organizations know when to support an employee over the customer. Watch a brief clip of her discussion at the recent Shop.org Annual Summit for some of her keen wisdom on empowering employees and defining an employee-first, customer-centric culture.

  4. They talk the talk and walk the walk
    As Sarah says in her question, most retail organizations profess to be customer-centric. Those that truly are customer-centric talk about customer experience internally exponentially more than they talk about it externally. Strategic and tactical discussions always center around improvements for the customer. These organizations measure the success of their businesses by metrics that represent the perceptions and voices of their customers. They spend a lot of time and effort ensuring these voice of customer metrics are credible, reliable and accurate, and they focus on them incessantly. These metrics are the first metrics that are discussed in weekly staff meetings from the executive level to the front line level. Bonuses are driven by these metrics, too, but the regular discussion of the voice of customer metrics and the drive to improve the experience on a daily basis is what separates customer-centric organizations from companies that discuss sales first and customer metrics later, if ever.

Are these attributes ideals for a perfect world that aren’t rooted in reality? I don’t think so. Organizations such as Google, Zappos and Southwest Airlines attribute their success to such thinking, and based on some of my experiences with them they seem to be living up to the promise. Is it easy? No way. While earning loyalty may not yield the immediate sales results buying loyalty can, the longer term efficiencies gained through providing great customer experiences can more than make up for the difference.

Those are my observations about customer-centric cultures. But as I said a the beginning of this post, I am not an expert. I’m very curious to hear from you.

What are your observations about customer-centric cultures? Have your worked for such an organization? Did true customer-centricity ultimately lead to solid financial results? What would you add to the keys I’ve listed?

(By the way, this is the first time I’ve had a reader submitted topic for discussion, but I would love to have more. Please email me at kevin.ertell@yahoo.com if you’ve got a topic that would be good for discussion in this space.)

The Missing Links in the Customer Engagement Cycle

customer engagement cycleThe Customer Engagement Cycle plays a central role in many marketing strategies, but it’s not always defined in the same way. Probably the most commonly described stages are Awareness, Consideration, Inquiry, Purchase and Retention. In retail, we often think of the cycle as Awareness, Acquisition, Conversion, Retention. In either case, I think there are a couple of key stages that do not receive enough consideration given their critical ability to drive the cycle.

The missing links are Satisfaction and Referral.

Before discussing these missing links, let’s take a quick second to define the other stages:

Awareness: This is basic branding and positioning of the business. We certainly can’t progress people through the cycle before they’ve even heard of us.

Acquisition: I’ve always thought of this as getting someone into our doors or onto our site. It’s a major step, but it’s not yet profitable.

Conversion: This one is simply defined as making a sales. Woo hoo! It may or may not be a profitable sales on its own, but it’s still a significant stage in the cycle.

Retention: We get them to shop with us again. Excellent! Repeat sales tend to be more profitable and almost certainly have lower marketing costs than first purchases.

Now, let’s get to those Missing Links

In my experience, the key to a strong and active customer engagement cycle is a very satisfying customer experience. And while the Wikipedia article on Customer Engagement doesn’t mention Satisfaction as often as I would like, it does include this key statement: “Satisfaction is simply the foundation, and the minimum requirement, for a continuing relationship with customers.”

In fact, I think the quality of the customer experience is so important that I would actually inject it multiple times into the cycle: Awareness, Acquisition, Satisfaction, Conversion, Satisfaction, Retention, Satisfaction, Referral.

Of course, it’s possible to get through at least some of the stages of the cycle without an excellent customer experience. People will soldier through a bad experience if they want the product bad enough or if there’s an incredible price. But it’s going to be a lot harder to retain that type of customer and if you get a referral, it might not be the type of referral you want.

I wonder if Satisfaction and Referral are often left out of cycle strategies because they are the stages most out of marketers’ control.

A satisfying customer experience is not completely in the marketer’s control. For sure, marketing plays a role. A customer’s satisfaction can be defined as the degree to which her actual experience measures up to her expectations. Our marketing messages are all about expectations, so it’s important that we are compelling without over-hyping the experience. And certainly marketers can influence policy decisions, website designs, etc. to help drive better customer experiences.

In the end, though, the actual in-store or online experience will determine the strength of the customer engagement.

Everyone plays a part in the satisfaction stages. Merchants must ensure advertised product is in stock and well positioned. Store operators must ensure the stores are clean, the product is available on the sales floor and the staff are friendly, enthusiastic and helpful. The e-commerce team must ensure advertised products can be easily found, the site is performing well, product information in complete and useful,  and the products are shipped on time and in good condition.

We also have to ensure our incentives and metrics are supporting a quality customer experience, because the wrong metrics can incent the wrong behavior. For example, if we measure an online search engine marketing campaign by the number of visitors generated or even the total sales generated, we can absolutely end up going down the wrong path. We can buy tons of search terms that by their sheer volume will generate lots of traffic and some degree of increased sales. But if those search terms link to the home page or some other page that is largely irrelevant to the search term, the experience will be likely disappointing for the customer who clicked through.

In fact, I wrote a white paper a few months ago, Online Customer Acquisition: Quality Trumps Quantity, that delved into customer experience by acquisition source for the Top 100 Internet Retailers. We found that those who came via external search engines were among the least satisfied customers of those sites with the least likelihood to purchase and recommend. Not good. These low ratings could largely be attributed to the irrelevance of the landing pages from those search terms.

Satisfaction breeds Referral

Referrals or Recommendations are truly wonderful. As I wrote previously, the World’s Greatest Marketers are our best and most vocal customers. They are more credible than we’ll ever be, and the cost efficiencies of acquisition through referral are significantly better than our traditional methods of awareness and acquisition marketing. In my previously mentioned post, I discussed some ways to help customers along on the referral path. But, of course, customers can be pretty resourceful on their own.

We’ve all seen blog posts, Facebook posts or tweets about bad customer experiences. But plenty of positive public commentary can also be found.  Target’s and Gap’s Facebook walls have lots of customers expressing their love for those brands. Even more powerful are blog posts some customers write about their experiences.  I came across a post yesterday from entitled Tales of Perfection that related two excellent experiences the blogger had with Guitar Center and a burger joint called Arry’s. Both stories are highly compelling and speak to the excellent quality of the employees at each business. Nice!

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Developing a business strategy, not just a marketing strategy, around the customer engagement cycle can be extremely powerful. It requires the entire company to get on board to understand the value of maximizing the customer experience at every touch point with the customer, and it requires a set of incentives and metrics that fully support strengthening the cycle along the way.

What do you think? How do you think about the customer engagement cycle? How important do feel the customer experience is in strengthening the cycle? Or do you think this is all hogwash?


“If it ain’t broke, you ain’t looking hard enough”

The poor economy has done nothing to lower customer expectations of online retailers, and recent mixed results data from ComScore and ForeSee Results indicate that retailers who continue to improve their customer experiences are pulling away from their competitors in both sales and customer satisfaction.

ComScore reports online retail up 4% for the holiday season. While an increase is always nice, this is a much lower growth rate than online retail has seen in the past. And last year’s comparison base was far from stellar. ForeSee Results shows a significant drop in customer satisfaction year over year. Since satisfaction is predictive of future financial results, a drop is concerning.

But still, I wondered how sales could be up at all if satisfaction was so far down.

A deeper look at the ComScore data shows the Top 25 retailers growing 13% while “Small and Mid Tail” retailers are declining 10%. Satisfaction scores are also split, but the differences we’re seeing seem to be more based on those retailers who are continually improving their sites versus those whose cost containment measures have slowed or stopped improvements. It appears that the retailers who closely measure the effectiveness of their sites from their customers’ perspectives and continuously improve their customers’ experiences are the retailers with increasing customer satisfaction scores. Those retailers who didn’t improve customer experience this year are suffering declining satisfaction scores. Many of those in the Top 25 are the retailers who have continued to enhance their customer experiences. Those enhancements are not only helping them to increase their sales, but because of the high visibility and usage of those tops sites, they’re also raising consumer expectations of all sites.

Customer satisfaction can be best defined as the degree to which a customer’s actual experience meets his or her expectations. Therefore, rising expectations can depress satisfaction scores if customer experience improvements don’t keep pace.

In the rapidly changing world of online retail, stopping or delaying improvements is like treading water in a swimming race. While you may temporarily save some energy, you will fall hopelessly behind and your only hope of catching up is spending a lot more energy than you likely saved treading water

Growing online retail businesses realize and fully embrace the need for continuous improvements, and they also realize that online retail in general is far from producing the level of customer experience truly necessary to provide excellent self-service shopping experiences. I recently heard Robin Terrell, Managing Director of John Lewis Direct in the UK (and Amazon alum), say “If it ain’t broke, you ain’t looking hard enough” in a talk about the need to improve customer experience. It’s a brilliant statement, and I totally agree with what he was saying.

So, “improving customer experience” is a huge and vague statement. Where do we start?

  1. Recognize that it’s broke and you ain’t looking hard enough
    We’re still in our infancy in online retail, and we’ve got a long way to go. We too often try to increase our sales by generating more traffic and don’t spend enough time converting the traffic we’re already got. Often, the obstacles to conversion are not the big, shiny, whiz bang functionality; they’re lots of little things that add up to big problems. Those problems are hard to see without a concerted effort, as I discussed in more detail in my Tree Stump Theory post and other posts on conversion.
  2. Truly learn how effective your site is from your customers’ perspective
    We can all identify lots of improvements we’d like to see on our sites, but it’s the improvements our customers most need that will drive our best growth. So understanding where we are and aren’t effective from our customers’ perspectives is critically important, but difficult.Focus groups and usability labs can be very helpful, but they can’t be our first or only methodology because it’s not possible to project learnings from a small group of people onto our entire population of customers.

    First, we need to quantitatively understand our effectiveness in the eyes of our total population, and that requires a statistically solid customer polling and analysis capability. Blatant and shameless plug alert: I’ve had great success using ForeSee Results in the past for exactly this purpose. Once we understand problem areas at a macro level, we can add a lot of color by interacting directly with customers in focus groups and usability labs. More details on this process can be found in my post entitled “Is elitism the source of poor usability?”

  3. Consider getting some help from usability professionals
    Usability audits are different from usability labs. Usability auditors are professionally trained to understand how people interact with websites. Many of them have degrees in Human-Computer Interaction, a field that truly seeks to understand how people interact with software. These types of people can really help to identify problems with our user interfaces that untrained eyes have trouble seeing but which regularly obstruct customers from accomplishing their tasks.
  4. Put in place a process to continuously improve
    This is really about budgetary and project management mindset. We must just accept the fact that we can’t tread water in a never-ending swimming race, and our only chance of competing is to keep swimming. We have to build our staffs, our budgets and our processes with the recognition that competing in the marketplace means continuously improving our customer experiences. Which leads to …
  5. Wash, rinse, repeat
    Since the leaders in the marketplace are running this same cycle, we cannot rest. We must continue to recognize our sites are broken, continue to measure our effectiveness from our customers’ perspectives, find problems, fix them and begin again.

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We’ve got a lot of data that shows that retailers who best satisfy their customers generate the best financial results. I suppose that statement doesn’t sound like rocket science. But understanding that satisfaction has a direct relation to expectations and that our customers’ expectations can change independent of what we do on our own site is important. The leaders are continuously improving their sites, and they’re improvements are raising our customers’ expectations. We’ve all got to swim harder to keep pace.

What do you think? What’s your view on the marketplace? How have you see customer satisfaction affect your business?


Is elitism the source of poor usability?

Most sites are still achieving single digit conversion rates even though customer intent-to-purchase rates are 20% or higher in most cases. Customers are continuing to run into obstacles to the purchase process that need to be eliminated. The good news is that during this time of limited capital investments, retailers can use low cost means to find and eliminate as many obstacles to purchase as possible.

The first step is to get into the right mindset and remove what I feel is the biggest disconnect with the customers that many retailers have: we’re way more comfortable and experienced with our own sites than our customers are. We use our sites every day, and we know exactly how they’re supposed to work. However, our customers are generally nowhere near as familiar with our sites as we are.

Two weeks ago, I was lucky to be able to attend GSI‘s Connect conference for its clients. I was even luckier to attend a fantastic session by GSI’s Senior Director of Usability, Michael Summers. Michael got the audience’s attention pretty quickly by calling us all elitists…and he had a good point. He asked us how many of us fit the demographic for today’s main Internet users and quickly made the point that we were higher educated, higher paid and more Internet savvy — by a long shot — than the average site user in the marketplace. If that wasn’t enough, he showed some video of average Americans shopping online who had trouble with some of what we in the industry would consider among the most basic aspects of websites.

To solve this disconnect we need to see our sites through our customers’ eyes. There are a number of ways to do this that I’ve found to be effective.

  1. Use statistically significant customer satisfaction surveys to get trendable data that will  point to the biggest problem areas of the site.
    The two key phrases here are “statistically significant” and “trendable.” Per my last post, continuous measurement is important to avoid random outliers and uncover the underlying truth. When done correctly, customer satisfaction surveys can be extremely reliable, accurate, and predictive and can tell you not only which areas of a site customers complain about most, but also which areas of the site will actually have the biggest impact on purchase intent and loyalty. This is critical information to provide some some direction on where to focus your usability efforts.
  2. Ask open-ended questions to add color to the quantitative information.
    Quantitative analysis is extremely useful, but numbers alone aren’t nearly enough. Numbers will certainly tell you the problem areas of the site, but to really get your arms around what the numbers are saying requires adding some color to them with some qualitative information. Asking more open-ended questions like “If you could make one improvement to our site, what would it be?” are good starters to bring some of the numbers to life. If the numbers tell you that customers in general are having problems with navigation and you see that multiple customers say in open-ended comments they just want to see all the blue dresses in stock, you might start to consider adding color choice to your navigation. Or maybe you already have an option to navigate by color, but the customers aren’t seeing it and you’ll need to find a way to make it more apparent.
  3. Watch your customers use your site.
    The absolute best way to add color to the data is to actually watch customers use the site. In the past, I’ve seen great discoveries come from taking a laptop into a store and asking real customers to shop on the site while I or someone on my team watched silently. In these situations, it’s very important not to be too prescriptive in the tasks the customer is asked to do. Ask them to “find and buy a new pair of dress shoes” rather than “go to the men’s tab, then select dress shoes and find a pair of black, size 9 shoes.” It never fails to amaze me in this situation how many different avenues customers will take to accomplish the task, and they’ll frequently run into trouble. These trouble spots are the areas to find and eliminate. Some of the smallest fixes can often significantly improve conversion and customer satisfaction.If the logistics of getting into a store are too difficult or you don’t have physical stores, there are technology alternatives, like Tealeaf’s CX and ForeSee’s new CS Session Replay, that provide the ability to replay customers’ sessions on your screen.
  4. Have an expert conduct a usability audit.
    Even after discovering where customers are having trouble, it’s sometimes still very difficult to determine exactly what you should be doing differently to make the experience easier and more intuitive for your customers. In those cases, expert advice via a third party usability audit is an excellent solution. I’ve used trained usability experts in the past to identify specific improvements that led to tremendous business results. Third party usability auditors bring to the table both fresh and trained eyes that have likely seen problems similar to those on your site before and have come up with solutions for those problems or seen how other sites have solved those problems.

Regardless of the mechanisms you choose to use, the key to better usability, better customer satisfaction and the resulting better conversion and sales, is finding ways to see your site through your customers’ eyes.

Are you a usability elitist? Do you watch customers use your site? What have you learned in the process?




Retail: Shaken Not Stirred by Kevin Ertell


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