Dear Sony,

I recently purchased my fourth Sony Vaio - a custom FW390. It cost over $2200.00 by the time I upgraded to 80 gigs of RAM, a high speed processor, advanced graphics card and other features.

I thought you were a smart move. We had already dated for five years - and you were my fourth Vaio. You were sleek, handsome and you had a battery that could last a lifetime. And sure, maybe we weren't the ideal fit -- but a Mac with similar configuration would have been about $4,000. You were slim but powerful, reliable and a great traveling companion.

But then, you betrayed me. You made yourself over into a dysfunctional mess. Your new design proving to be an inconvenient, non-ergonomic nightmare of cables and irritation.

• All USB and audio ports are located at the front right of the machine, interfering with the opening/closing of the Blu Ray disc in back, as well as my mouse..
• This thing is designed so there are cables shooting out of both sides of the computer - which also takes up valuable workspace (Video cable is in the front third left of the computer? Duh.)
• The control buttons on the screen are about 1/8 inch thick and wide - with counterintuitive labeling - they are hard to distinguish and impossible to read.
• My energy saving LED display already has an artifact in it - squiggly red line
• NO DOCKING STATION available - so I have to halfway shut my screen to use my 25 inch monitor.

When I got the computer I did call to express my disappointment. You told me "if you don't like it, call it quits and send it back".  My only option was to return it.  After a week of research and two weeks of extended business travel - I did have an extra week on the 30 day refund policy to return it and I didn't.  Shame on me.  Perhaps I just hoped I would get used to it.  Now, I'm left with regret, and the bill.

I did write Sony Style on Twitter to provide some helpful feedback -- and got no response. I put my feedback in a customer satisfaction survey also and heard nothing back. Perhaps an acknowledgement of the problem, a little sympathy, apology - proactive response would have kept me around for one more chance.

...but it occurs to me that your lack of response only underscores what I feared:  that you really don't care about me after all!

I feel a little silly, Sony. I mean, I write about brands and customer experience for a living. I wanted to love you -- I wanted to be your friend. But it dawns on me now that if you really cared, not only would you respond to my complaints -- you wouldn't have shown such disregard for the user when you designed this machine.

So, after more than a decade of being your friend, I am breaking up with you.

I've met someone new -- we dated several years ago -- and he knows how to deliver. His name is Mac and suspect we will be very happy together. I realize you're under warranty.

You might feel bad -- and you should.  It's not me -- it's about you! You shouldn't have taken me for granted -- especially in a down economy when every customer counts.  But cheer up.  Maybe you will find someone else, just as hopeful and clueless as I was. I hope she reads this letter.

Good luck,
Leigh

Forrester just released their Customer Experience Index for 2008. The study surveyed 4,500 people and asked them to rank 114 companies across 12 industries.

At a high level, the results were relatively sad: Only 11% of companies garnered a rating of "excellent", and 38% percent of firms were rated as “poor” or “very poor.”

This is pretty interesting in a day and age where Harris Research and Forrester say that between 82% and 85% of executives agree that customer experience is critical to competitive advantage and may well be the next competitive battleground over the next three years.

This lackluster performance also suggests an opportunity -- especially if I am correct in repeating a Harvard Business Review claim that a 5% decrease in customer attrition can increase profits by 25%. (Note: I saw that figure and wrote it down and am looking for the specific citation)

What's missing? Well, more than one person or post can cover, but consider this:

If you ask any large company to give you a site map of their website, most could provide one with ease. However, if you asked them to show you a cross-channel experience map that illustrates the "brand journey" for a key customer segment, they'd probably look at you with confusion.

Why does that matter? Well, it could mean a few things. No map may indicate there is no unified or accurate understanding of the actual customer experience that is being delivered. No map may mean there is no truly integrated plan to proactively manage customer experiences across channels. No map may also indicate an inability to unite the vision of leadership with all other "agents of experience" (staff, agencies, third parties, partners, etc.) to drive coordinated execution.

Just consider the incredible channel proliferation we've faced over the past two decades alone. It's enough to make one's head swim. The way we go to market, the way customers shop and the way we all communicate has shifted entirely. As we have attempted to adapt to this raging amount of change, the truth is this: our customer experiences simply evolved over time. Most were never strategically conceived for the environment we live in today...

For the most part, most of today's customer experiences can be likened to a structure that was built one room at a time: The floor plan is a confusing and in places, nonsensical. The many ad-hoc renovations have made the foundation uneven and unstable. Visitors (customers) do their best to navigate the rooms...and sometimes we knock holes in walls to make it easier... but the truth is there are a lot of pitfalls along the way. However, unlike the mansion with only a few doors to the outside -- in real life, our customers can leave easily, whenever they want.

What can we do about this? Well, Forrester has some good recommendations, and I tend to agree with these. In addition to things like employing "Voice of the Customer" programs, leveraging data mining and BI tools and making customer experience a top priority, I'll add my thought that companies need to start with more fully understanding the true customer experience that is being delivered today.

To do this, I'm a proponent of employing interaction design principles to visually map out the customer experiences we deliver. . "Customer experience maps" are visual diagrams that illustrate the customer journey across channels, including the key linkages, programs, services and critical engagement intersections, where customers decide they'll leave you or love you. By engaging in proactive customer experience mapping companies can better understand the true customer experience, identify the pitfalls that damage relationships and fix what's broken. As they do this, they can begin to more proactively manage the experience, correct operational barriers that damage loyalty and better position themselves as listeners and customer advocates.

Getting back to Forrester's Report, Here are the top 25 performers:

1. Barnes & Noble
2. USAA (credit cards)
3. Borders
4. Amazon.com
5. Hampton Inn/Suites
6. BJ’s Wholesale Club
7. Sam’s Club
8. A credit union (bank)
9. Kohl’s
10. Marriott Hotels & Resorts
11. JCPenney
12. Target
13. Old Navy
14. Holiday Inn Express
15. eBay
16. Southwest Airlines
17. Macy’s
18. Apple
19. Costco Wholesale
20. Toys “R” Us
21. USAA (insurance)
22. CVS
23. Holiday Inn
24. Lowe’s
25. Staples

It's worth mentioning that a lot of the companies at the bottom are within industries that are facing financial hardship (e.g. Financial Services industries, Airlines), although not exclusively. It's easy to see how today's market factors can weigh in to customer experience viewing this report...

However, the good news is that even in a down economy, 58% of customers say they'll pay MORE for a better experience (Forrester also). It's time to get tactical on improving customer experience!

Giving a hat tip to Evelyn So Evelyn So for the link to Forrester's free complimentary research report. Enjoy!

Every time I go to the Great Harvest Bread Company, I am greeted by the smell of freshly baked bread, an earthy, calming environment and a sign on the door that says “No shirt, no shoes, no problem!” No matter what city I’m in, I am welcomed by cheerful, helpful staff with strong knowledge of the quality ingredients that go into their products. The positive helpful attitude they exhibit is refreshing. To add to the joy, they also give out generous, free slices and samples of fresh baked breads, cookies and scones. While not so good for my waistline, it’s great for goodwill!

But what happened today at the Great Harvest in Herndon Virginia took the cake -- or shall I say bread -- for me!

The door swung shut behind me and I entered the bakery. The heat index in DC today is 102 degrees (gasp!). I immediately noticed the distinct lack of temperature difference from the outside to the inside. The air was terribly warm, and fans were whirred in the background. "Boy! It is really WARM in here!" I remarked.

A bright-eyed Asian girl in a blue tank top popped around the bread rack. With a twinkle in her eye she cheerfully spouted, "Yes! We know! Our air conditioner is broken!" I looked around the room. The three young hipsters attending the counter were, surprisingly, smiling and cheerful despite the heat. “What can I help you with?” she offered.

They were out of what I wanted - Bonnie's Low Carb Bread. However, Traci (as I later came to know her) quickly showed me a great healthly substitute. She also offered to reserve low-carb loaves (baked Wednesday) for me for pick it up on Fridays, and then taunted me with a fresh slice of Tomato, Herb and Cheese bread (not low carb!).

The happy team jokingly apologized about the lack of butter, explaining that it had become "drawn butter" the sweltering heat. Great for lobster or crab, Traci said, but not so great with bread.

I was amazed at the good mood that pervaded the sweltering room: After just a few minutes, I was "gaschvitzing” and uncomfortable in my jeans and t-shirt. “I hope you guys are getting a bonus pay for putting up with this heat!" I remarked. Traci winked and grinned, "Oh, it's okay! Management has been really nice about it! They keep bringing us ice cream and popsicles!” She seemed completely unfazed.

I paid for my loaf and thanked the gang - wishing them all a great day and a quick AC repair. Exiting the store I was smiling, too. What a cool, refreshing experience on a terribly hot day!

I was so impressed with this experience, I called Great Harvest a few hours later, and spoke to Traci. I explained that I was customer experience architect, and that I wanted to thank them for offering me such a great experience. I also asked her a few questions.

While it's just a glimpse into one store - and one person, I thought It'd be good to share the insider perspective given to me by Traci Brooks, a bread maker extraordinaire and student at NOVA. I asked her what it's like to work at Great Harvest and how that impacts the customers. Here's what she had to say:

About the work environment:
"I have been here for two years. This is the most fun job, EVER. I love it. We have so much fun. Management is very generous, we all have a good time, they let us play our music and everyone is really positive. They tell us if we're happy it shows to the customers, and I guess it does!"

About generosity:
"The way they gave us money for Dairy Queen and brought us ice cream when the air conditioning went out is a great example. They just do stuff like that. With the job, of course, we get free bread, which we like! Also, I love the people I work with - they hire really great people. I guess you could say they pay pretty well, too. In high school, you might start around $7 per hour [well above minimum wage] and they give raises. It's especially good considering that it's like being paid to hang out with your friends. It's a job but it doesn't feel like one."

About management style:
"A lot of us start working here in high school and continue until we leave for college, which is kind of cool. It works for us - especially on afternoon shifts when we get busy. The managers really encourage us to make it [the bakery] our own, and have a good time. They treat us well and they're fair. They're not just in the back office telling us what to do, they're involved, and actually doing the work, too.

About customer service:
” I gotta say, working here is a LOT better than working in a "Do you want fries with that" kind of atmosphere." Our managers really encourage us to be ourselves and to connect personally with each other and our customers. At first, this can take you out of your comfort zone; but it helps you in other areas, by making you more comfortable asking questions and getting involved in discussion. I have learned that I really like getting to know people and hearing about their lives and getting into real conversations. I really enjoy working with the customers.

The experience created for me by Traci and her team is a great reflection of the Great Harvest Philosophy, which can be found on their web site:

--> Be loose and have fun,
--> Bake phenomenal bread,
--> Run fast to help customers,
--> Create strong, exciting bakeries,
--> And give generously to others.

Sometimes executing the simple things well can make all the difference in the world.

Yesterday, I made my way through Dulles Airport for the fifteen-billionth time.

You may recognize Dulles for it's magnificent Frank Lloyd Wright curved facade -- or for the "Star Wars" looking people movers that shuttle individuals between the airport's terminals.

Dulles airport has been undergoing significant renovation that seems to be taking a decade. As a result, the customer experience at Dulles Airport stinks!

Ridiculously bad security line queing seems to be a primary welcome point for the customer. This was recently transitioned from white-shirted TSA employees to yellow-shirted Airport Authority staff, who evidently specialize in bottlenecking, gum-chewing, dull-eyed glances and confusion.

For travelers headed to the recently renovated B-gates, Dulles offers a NEW 1/4 mile (plus) underground walkway, featuring regularly broken people movers and frozen escalators. There is one people-mover for transportation to terminal B every 15-20 minutes. It's across the hall, down two levels, around in a back corner -- there are no posted signs for this shuttle! Otherwise, there is no public transportation between security (and within) the B Terminal for the physically challenged, exhausted or those traveling with children.

Don't get me started on baggage delays.

No wonder my grandma won't visit me anymore!

Unfortunately, unless I select an alternate airport or mode of transportation, I do have to live with it...

Fortunately, I can live with it! I'm blessed with a reasonable amount of patience, and arms of steel that can tug luggage on marathon journeys. I’ve got good cardiovascular endurance, and the ability to strut on high heels for amazingly long distances.

It occurs to me, that many people can't live with it. I'm guessing, however, that because the cumulative impact cannot be readily measured, this probably makes no difference to the Airport Authority or the airlines.

We can't always measure the cost of forcing people to live with bad customer experience, but this shouldn't interfere with fixing glaringly obvious problems. Beyond ethics, it's stupid to beat up your customers!

Unfortunately, it doesn't work that way with companies that have a monopoly on service ... and I guess we'll have to live with that.