Tag Archives: amazon

Applying Ethan Evans’s (Ex-VP at Amazon) Secrets of the Magic Loop to Your Career Development as a Customer Experience Professional

As a Customer Experience (CX) professional, we are always looking for ways to improve the customer journey and our career growth. One of the most effective ways to do this is to apply Ethan Evans’s Magic Loop approach to your career development. Ethan Evans is a former VP at Amazon with extensive first hand experience of what it means to be customer-obsessed. His Magic Loop approach has helped numerous professionals achieve their career goals. I have adapted his model to add my take on it but of course all the credit goes to Ethan for developing this great model. You can see the full model laid out here. Let’s dive into how you can apply this approach to your own career development.

Step 1: Self-reflection – Are you doing the best job you can in your current CX role?

The first step to applying the Magic Loop approach is simple but critical: Self-reflection. Take a moment to reflect on your current position and assess your career goals, what you want to achieve, and where you want to be in the future. Analyze your CX strengths and weaknesses, which areas interest you, and what you would like to learn and improve. Are you strong in customer survey research? Great dealing with customers one on one? Able to build journey maps? Can you influence team or organisational culture to be more customer centric? Are you good at building CX business cases?
Make a list of actionable steps to achieve these goals and develop a plan with a practical timeline. The more specific and measurable the objectives, the better you will be able to increase your skills and improve your career growth.

Step 2: Experimentation – How can you help your manager?

The Magic Loop approach suggests that experimentation is essential to career development. Ask your manager what you can do to help, then do it. Be open to new experiences, take advantage of networking opportunities, and exit your comfort zone. Try and learn new things, take new courses, involve yourself in different projects, or volunteer to gain new skills. Engage leaders in other functions, gain a broader and deeper perspective of the business. Exploring new areas can help you see opportunities from different perspectives, allowing you to utilize various perspectives to solve problems more effectively.

Step 3: Make sure you implement

Whatever your manager asks, take it on, get it done. After this experimentation, evaluate your experience and knowledge. Reflect on the new skills you’ve learned and explore how they can be used to enhance your career development. Analyze whether the skills align with your career goals, the challenges you faced, what you enjoyed, and what you found challenging. Use this feedback to adapt your plan and determine what steps you need to take to continue your learning journey.

Step 4: Ask your manager how you can develop further so you can advance your CX career

The final step is to collaborate with your manager to advance. Use the evaluation feedback to improve your plan and reinforce your strengths. Identify what areas you want to improve and focus on learning new skills relevant to your career goal. Seek feedback from your manager, colleagues and other leaders, and identify gaps between your current skills and your career goal. Use this feedback to tailor your personal development plan so that it aligns with your career goals. This feedback loop mirrors the one that many of you are responsible for in your organizations, the customer feedback loop.

Step 5: Do as they recommend to improve your value.

Again make sure you take on their recommendations and stretch yourself to demonstrate your value as a CX pro, take on a new challenge that will grow your competency and contribute to the business.

Ethan recommends for those who are more advanced in their careers that they recommend ideas.

You could use language like this to suggest an idea, “I noticed that we are becoming a little too internally focused and sometimes we forget to get customer input. I’ve been thinking we could get the team’s input by running a simple customer-centric culture assessment to gather everyone’s view. Would that be helpful?”

The most successful CX professionals we know have taken on the challenge of influencing their organisations level of customer centric culture. What better way to have impact than to help change the environment within which your organization operates!

In fact as I am writing this post, there is a team of awesome CX professionals enrolled in the Masters of Customer Experience Management at Michigan State University currently undertaking their own projects to determine their organizations’ level of customer centricity.

For them it is a great way to get their senior leaders involved in a conversation while providing valuable data on how they benchmark versus the best and uncover the hidden factors that maybe stopping their organization’s growth.

Repeat this Magic Loop!

Conclusion:

Ethan Evan’s Magic Loop approach is a proven way to build your career. Its cycle is designed to encourage movement and improvement. As a Customer Experience (CX) professional seeking career development, using the Magic Loop approach can help you achieve your goals and reach your true potential. The Magic Loop approach will allow you to assess your current career position, encourage experimentation, assess your learning experience, and reinforce your new skills while closing the gaps.

So, take that first step today, and start experimenting, why not try the MRI Benchmark, a customer-centric culture assessment tool, and witness the magic of the loop approach unfold in your career!

What we can learn from how Amazon deals with poor customer experiences

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A true test of any company is what happens when things go wrong. Does the leadership step up to fix a problem? Is it a bandaid fix? or is it something permanent, that involves going to the root cause of a problem.

The world’s most customer centric company, Amazon has a great methodology called “Correction of Error” or COE. As Scott Brinker outlines in his article on innovating like Amazon: It has been baked into their culture and requires all leaders to ask the following questions:

  • What happened?
  • What was the impact on customers and your business?
  • What was the root cause?
  • What data do you have to support this?
  • What were the critical implications, especially security?
  • What lessons did you learn?
  • What corrective actions are you taking to prevent this from happening again?

This is a great way to ensure that Amazon continues to learn and minimizes the chance that the same problem will happen for multiple customers.

Now for a fun 60 second example from the movie “Meet the Parents” with Ben Stiller

While this is obviously a made-up example, I am sure many of us have had similar experiences of over zealous staff taking policies and procedures a little too seriously.

If you were the responsible manager, or a colleague, what would you do?

 

To get the right customer culture you have to be obsessive!

Passion Fuels Innovation

If you want to be one of the best at creating a consistently great customer
experience you have to be obsessive about it. Think professional athletes, think
sustainable weight loss, think the most customer-centric companies in the world
like Amazon.

Too many companies today have their weaknesses in their customer culture exposed – some with devastating effects for their customers, employees, and shareholders. Consider what’s happened in the banking sector, the retail sector, and the telecommunications industry.

The culture of companies towards customers is now exposed for what it is – both to their customers and to non-customers. Customer reviews, unwanted publicity for failures of service delivery as well as visual cues from its website and physical channels now expose a company’s customer culture – or lack of it.

This can’t be fixed using band-aids. A customer-centric culture is not a bolt-on. It has to be built-in. If your company needs to build-in a strong customer culture you will have to be obsessive about it – just like professional athletes, sports teams, and the world’s most successful companies.

Jeff Bezos, the founder of Amazon, has been obsessive about customers, since its inception just over 20 years ago. He has made sure that everyone working at Amazon is also obsessive about customers.

This means being obsessive about getting and acting on customer insights, giving permission (empowerment) to employees to do what’s right for the customer, working in collaborative teams to provide greater value for customers and aligning everyone in your business to deliver a customer-centered strategy.

This is not some nice intangible idea anymore, we have been obsessed with developing a proven methodology with measurement and best practices that any company can use.

If you really want your organization to be customer-obsessed, learn more in our MarketCulture Academy we know the way!

Amazon Founder Jeff Bezos explains how he drives a passion for customer obsession with his senior leadership teams

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Creating a customer-obsessed culture requires strong leadership and one of the very best exponents of the practice is Jeff Bezos of Amazon.

Even though Amazon now employs more than half a million employees and serves more than 300 million customers, Jeff Bezos personally reads every customer complaint email sent to him. While he does not respond to them personally, he is immersed in them as a way to stay in touch with the reality of what is going on in the business.

We call this, customer immersion, and it is one of the most important activities any CEO can engage in.

So how does he manage the wide range of customer complaints/feedback he receives directly?

He is known to forward the email directly to the leader accountable for that area with a simple “question mark”. The question mark is his short-hand for can you look into this? why is this happening?

Leaders know they are then on the hook to drill into the issue and find out what is happening and resolve it in a systemic manner, ie so it does not occur again!

And this is the crux of what makes a customer-obsessed culture different, leadership takes this seriously and follows through on making the changes necessary so that the source of the complaint is eliminated…. this simply does not happen in most organizations.

This approach gives Bezos a frontline insight into what customers think and experience. It is a huge leadership advantage as he can maintain a pulse on what is actually going on across Amazon’s massive and complex business.

In this great article by Julie Bort, Jeff explains:

“The thing I have noticed is when the anecdotes and the data disagree, the anecdotes are usually right. There’s something wrong with the way you are measuring it.”

For 10 years MarketCulture has helped leaders around the world understand how to engage employees in building a customer-obsessed culture. The MRI Assessment provides valuable feedback to leaders they can act on to enable employees to deliver great customer experiences.

MarketCulture has proven scientifically that a stronger customer culture will drive increased business performance through retention of customers and increased advocacy.
Contact us now to find out how we can help your company become customer obsessed.

This is the secret to delivering powerful Customer Experiences that only a handful of CEO’s know about!

Richard_Branson_Customer_Centricity

Why engaged customer-focused employees are vital to business success!

In today’s market, the majority of companies have very little to differentiate themselves from their competition. Their product and services are very similar if not identical. It is so easy to change to another company that it can be done in minutes or even seconds on the web. Social media can instantly let millions of people know what just took place. Customer expectations have changed and their demands are greater than ever.

Future business performance and sustainability will come down to whether or not customers continue to use your products and services or leave for an alternative supplier. It costs 7.5 times as much to gain a new customer yet the majority of companies spend their budgets on attracting new customers. What are you doing to retain your current customers?

MarketCulture’s purpose is to help companies recognize the importance of building stronger customer experiences that retain customers. We believe that inspired, engaged and empowered employees focused on customers are vital to success. It comes down to how the company delivers on its promise and ultimately it is all employees that make this happen. It takes one bad experience and you have lost a customer.

As leaders do you truly understand what your employees need in order to deliver a great customer experience? Are we telling them what to do or are we engaging them in what they believe is important? Richard Branson says that engaged and happy employees deliver superior customer experiences. Virgin enters markets where customers are dissatisfied. They quickly win a strong market share by providing great service with a touch of magic. Employees want to be part of the solution and feel that they belong. They want to be listened to and feel that their feedback contributes to the success of the business. Your employees are the ones that retain or lose your customers.

Companies today implement many tools that measure either employee engagement or customer satisfaction. They allow leaders to know whether or not they have happy/unhappy employees or satisfied/dissatisfied customers yet they rarely provide insight into how they can improve. Leaders need to understand what employees need to deliver the company’s promise and customer satisfaction.

“There are many ways to center a business. You can be competitor focused, you can be product focused, you can be technology focused, you can be business model focused, and there are more. But in my view, obsessive customer focus is by far the most protective of Day 1 vitality.” Jeff Bezos – Amazon Founder and CEO

How do we engage employees to build stronger customer experiences?

Customer experience comes down to the way your company and employees behave – whether you deliver or not on your promise. It can be as simple as responding to a customer in a timely fashion or just the tone of your voice. Amazon is now one of the biggest companies, yet they have retained a strong focus on their customer experiences even as they have grown to employ more than 300,000 people. The test of a company is not when things go well but when they don’t. Customers are looking to receive the value they paid for or they will simply try an alternative supplier. Where do you start building a stronger customer experience? You can start with the customer and find out whether or not they are satisfied but that is after the event has occurred and maybe too late. Alternatively, you can start with those that create the experience – “the employee” – and find out what they need in order to be able to deliver a great customer experience.

Steve Job’s recognized this towards the end of his time as CEO of Apple when he said:

“It’s not about me, it’s about the company and it’s about the cause. It’s not about everything being dependent on me. I have to build a culture, I have to think about a successor, I have to think about setting this thing up to do well over time. And in the end, what matters is, I want Apple to be an enduring great company and prove it didn’t need me.”

How do we do it? – It is simple. Listen to your employees, find out what is important to them, engage them, act on their feedback, empower them to solve customer problems and they will deliver better customer experiences.

MarketCulture researched 100’s of companies across the globe that exhibited both customer-centric decision-making with employees empowered to deliver great customer experiences. Some of these companies included Amazon, Google, Virgin, Apple, and Ikea.

The research revealed 8 disciplines that employees act on to deliver great customer experiences. We found these disciplines used across the entire organization including all support functions. This was not evident in companies that deliver inconsistent customer experiences.

Through both quantitative and qualitative employee feedback companies are able to act on strengths and weaknesses in order to support employees in delivering superior customer experiences.

What – A unique employee assessed customer engagement measurement tool.

Where do we start? The first step is to discover what is important to the employees in order to provide a better experience for customers. To do this we need to engage the employees and gain their feedback. The Market Responsiveness Index (MRI) is a unique assessment tool that all employees, including leaders, complete. The MRI has quantitative (scaled questions/benchmarked) as well as qualitative feedback (verbatim comments). This will identify the strengths and weaknesses of your company against companies that use best customer-centric practices. This will create change and build future business performance through the retention and growth of customers. Studies have shown that companies with Customer Centric practices outperform the others.

What is the Market Responsiveness Index (MRI)?

The MRI is a web-based employee assessment, requiring 15-20 minutes to complete, that benchmarks employee behaviors within your business against the most customer-centric companies in the world. This translates into 8 key disciplines all with a strong focus on the customer. These are Customer Insight, Customer Foresight, Competitive Insight, Competitor Foresight, Peripheral Vision, Cross Functional Collaboration, Empowerment and Strategic Alignment. Your company’s performance in these disciplines has been shown to drive future customer satisfaction, revenue growth, and profitability.

The MRI will provide key benefits to your company.

1. Momentum, Engagement and a New Mindset: It will create focus and momentum for a Customer Centricity initiative across the business and can be used to drive the embedding process.

2. Measurement: It is designed to provide the basis for benchmarking and measuring progress on those customer-focused behaviors that drive customer satisfaction, advocacy, revenue growth, profit and plans for individual managers to drive improvements.

3. Gain Insights: Hear directly from employees on the key issues holding the organization back from being more customer-centric in specific areas and across the entire business.

4. Tangibility and Communication: It makes customer culture tangible for all staff by identifying relevant activities that support business strategies. Through its methodology and measurement process, it facilitates communication of clear priorities.

5. Gain broad employee involvement: It provides staff with an opportunity for input and direct engagement in Customer Culture initiatives and a forum for agreeing with actions to be taken and a feeling that they are a key part of the journey and contributing to its success.

6. Build a common language across the Business: It also acts as a tool for ensuring staff within the business “get it” and develops a common language and behaviors from Customer Culture initiatives. It forms the basis for ongoing discussions and actions deep within each functional group which is where the ultimate success in embedding customer culture will be determined through collaboration.

7. Accountability: It provides customer-centric behaviors that can be included in the Key Performance Indicators of managers and their teams.

8. Benchmark: It provides the business with a benchmark against some of the world’s most customer-centric organizations. How do you compare with companies like Amazon, Apple, 3M, Virgin and others included in the database? The current database includes more than 300 corporations globally across B2B and B2C and several hundred business functions and units.

Interesting in starting your journey to a customer culture? Learn more here.