So, to my BFO or Blinding Flash of the Obvious – it’s about the fundamental essence of the Customer Experience: that elusive concept, responsible for more than its fair share of vacant expressions on C-Suite-level faces, and frustrated middle managers with the words “Visitor/Customer Experience” in their job title.
In a world where “experts” are derided, “truth” has become “post-truth” and “news” has become “fake news”, how do organisations become trusted partners with their customers?
In 2017, information has never been more readily available, and yet less trusted, by consumers. The 2016 Edelman Trust Barometer shows that just 28 per cent of Britons say they trust business leaders – and 59% would prefer a computer algorithm chose news for them than a human editor!
So, what should organisations do, to survive, and thrive, in this most competitive and unpredictable environment?
My first newsletter of 2017 has a new look and a new focus. It’s inspired by a quotation given to me by my friend, futurist Nick Price:
“Customer Experience isn’t simply the quality & arrangement of assets. It’s their orchestration.”
So this month’s newsletter reflects three aspects of my mission:
“I help organisations orchestrate their assets so that everyone and everything plays to their full potential.”
My philosophy on how to sell more of something is simple: you have to explain what it is, you have to make it look desirable, and you have to ensure that it creates an appropriate impact on your Customer.
One of my hobbyhorses is that most visitor attractions fail to maximise sales of guidebooks because they don’t follow this simple approach.
The key principle is to get the timing right. Whenever I’ve been involved in designing shops, cafes or visitor centres I’ve ensured that signature products have pride of place, in a prime location with point of sale that is written from the Customer’s point of view.