Customer Experience


There shall be no return to normal: Focal points for the post-COVID customer experience strategy

Many people think that as soon as this crisis is over, they will rapidly return to life before COVID-19. Unfortunately, life after COVID-19 will not be the same. The COVID period is a harsh transformation period for all organizations. The very foundations on which the existing business strategies were developed have changed. This crisis has marked a sharp change in most business trends. It has changed customer values and expectations, necessitating new customer experience strategies in the post-COVID-19 era.

Drawing inspiration from publications and reports by some of the world’s most authoritative sources, this write up seeks to demonstrate the effect that COVID-19 has had on the economy, and propose a framework for post-COVID customer experience.

The impact of COVID-19 on the economy.

From December 2019 – 16th October 2020 the world has recorded 38,984,808 cases of COVID-19 with 1,099,184 deaths.  4,14% of corona cases have been reported from Africa, 31,1% from Asia, 47.4% from America, 17,1% from Europe (ECDPC, 2020).

COVID-19 has plunged the world economy into the worst recession in eight decades. While it is projected that growth will recover in 2021, the pace of the recovery is still very uncertain and will largely depend on the availability of a vaccine and the rate of improvements in trade and investments. (WBG, 2020). Some of the shocks on the global economy as revealed in an April 2020 world bank study include a 3% drop in unemployment below the base level, an increase of 25% in the cost of imports and exports in international trade, a sharp drop of 20-32% in international tourism, and a drop in household demand for services requiring closer human interactions by 15%.(WBG, 2020).

The global economy’s return to pre-COVID 19 level of activity remains prone to setbacks. The global growth is projected at –4,4% for 2020 and 5,2% for 2021. These trends imply high unemployment rates this year and next year for both emerging and advanced economies. It is projected that social distancing will continue into 2021 though it shall fade over time with improvements in treatment and the use of a vaccine. (IMF, 2020)

A September 2020 McKinsey Global Survey, however, suggests a positive shift in economic sentiment as executives are becoming more hopeful about the global economy and their company performance as things are slowly getting back under control compared to the perceptions at the start of the crises.

Focal points for post-COVID customer experience strategy

Given the amplitude of the disruptions COVID-19 has had on the economy, we really cannot talk of a return to normal anymore. Businesses would have to play by new rules, set new visions and review their current operational models. Some business trends that were forecasted before the crisis has accelerated due to the crisis while others have drastically slowed down. Three strategic post-COVID customer experience focal areas include: digital transformation, employee experience and reengineering customer touchpoints.

Digital Transformation

Accelerated by social distancing and the adoption of remote working, there could be no better time for engaging in digital transformation projects. The crisis has facilitated the acceptance of technologies which were resisted and ignored before. These new technologies have taught us an alternative way of holding meetings, working and learning.

Digital transformation has also greatly affected marketing processes. The lockdowns and social distancing have pushed people to connect more within online communities, changing drastically the ball game for marketing, and placing the digital marketer at the center of marketing efforts. This trend may not change after the crises and could become the new normal.

The increased online presence and shift to digital channels is reshaping e-commerce. This presents a great opportunity for technology companies. The spillover effect is also beneficial to organizations as these increased innovations and supply of digital services are leading to free and low cost access to digital services and technologies.

Many companies used this lockdown to transform their business models completely and now operate 100% virtual companies with employees working from home.

Employee Experience

Employees are increasingly working from home. Traveling and business trips are reducing, and there are major changes happening in the internal customer service environment. The approach to work is changing, the tools used for work are changing, the approach to service delivery is changing, workflows are being altered, the business operational guides are being adjusted, vacation scheduling is being reviewed and the dynamics that exert external influence on employees such as family, social groups and lifestyle are changing.

The employee is undergoing a 360 degree transformation and many will become obsolete due to the rapid and massive nature of the change.  New talent will evolve and new competencies will be needed. Many performance reviews may not happen in 2020, and for those that take place, many would not be based on the objectives that were set at the beginning of the year. This also means new performance trends will emerge.

The COVID global pandemic has made it easy to differentiate companies with great employee experience from those without it. The approach that has been used by the management of companies to sail through this crisis has shown where most companies stand when it comes to customer and employee care. Some companies have shown no care or responsibility for their workers during this pandemic. The effect on employee motivation and performance will show in the 2020 performance.

Employees are becoming more mindful of personal hygiene and expect the workplace to keep them safe. Companies need to put in place structures and equipment that ensure not only the hygiene of the customers but also that of employees.

With increased unemployment, shutdown of schools and other activities, the financial burden on workers has increased. Though they may be paid the same salary, much will be needed to keep them sufficiently motivated as their hierarchy of needs has changed. Employee access to health and safety is more valuable to them now.

Reengineering customer touchpoints

One evident consequence of the corona pandemic is a total disruption of existing customer journeys. A lot has changed about the customer persona: their taste, motivations, social groups, and preferred channels among others.

Companies need new data to create new user and customer personas. Organizations need to re-engineer their customer touchpoints. They must identify what has changed in the way customers interact with them, customer needs and expectations. Organizations need to design and deploy new customer experiences.

Organizations will need to review and identify changes that have happened in their operations and how these changes are affecting customers. They will need to review their customer touchpoints in order to understand which contact points have become pain-points and redefine their strategy. The new journey maps will be subjected to 3 dominant forces. Alignment to the World Health Organization’s recommendations, the organizational changes and the new customer needs.


Certainly, we will overcome this pandemic but nothing will ever be the same again. The post-COVID economy will be one marked by deep-rooted changes that will affect even the vision and mission of most organizations. Leveraging on technology and customer experience management will be the new playground for competitive advantage. There shall be no return to normal. The new normal begins now.

By MBINKAR Kpunsa Fomunyuy |Author | Customer Experience Expert |

employee experience

How to improve Employee Experience

Employee experience is neglected and relegated to the background in many organizations. Think of a machine with several parts. For the machine to be fully operational and enable us to have the output we desire, all its parts need to be fully functional. Let us consider the case of a car. The tyres, the engines, the fuel pumps, and all other parts must be in good shape and fully functional for the car to take us around. While our desired output is great products and the delivery of good customer service, the employee is an integral part of the machine that needs to be fully functional for us to achieve this output.

Customer service is divided into two main parts. Internal customer service; which has to do mostly with employees and external customer service which focuses on buyers and users. Though so much emphasis has been put on external customer experience, internal customer experience is as important.

Why the increased concern about employee experience?

The following points explain why there is increased focus on customer experience nowadays:

  • Organizations now realize that ‘people’ are, a resource that needs to be valorized and not cost to be minimized.
  • Talent and people have become an important differentiating factor and a key tool to achieve a long-term competitive advantage.
  • The role of the corporate culture of an organization has never been this evident. Companies now recruit for culture fit, which makes the onboarding of new team members more delicate and priceless.
  • Teamwork and internal harmony are very vital for better collaboration at work and improved productivity.

Employee experience is about creating great working experiences for employees. Enabling employees to have career fulfillment and the needed motivation to get the job done. It is about treating the workers the same way you expect them to treat the customers. Seeing employees as the first customers, whom we need to listen to, give a feeling of importance to, and manage appropriately.

Ways of improving employee experience.

There are many ways of improving the working climate and ensuring that the organization achieves great employee experience. Some of these include:

1. Improving the onboarding experience

Just like our customers, employees also create first impressions about the organization from the way we onboard them. It all starts at the interview. Though you may have dozens of people going through the interviews, one of these people would end up working for you. What impressions do they have at this first contact with the organization? Can they read professionalism and friendliness? Their experience begins here and continues through the selection and recruitment process.

Once the employee is finally recruited, the next stage is to initiate them into the culture of the organization. Every organization needs to have a well-designed onboarding process that permits to create a great impression on the new employee and sets the pace for great working experience with the brand.

2. The employee journey map.

Just like customers have touchpoints (Contact points) with our organization which could become pain points, so too do employees. It is important to evaluate the key activities performed by employees, the ways in which employees have to interact with each other and improve employee journeys. Map out your employee journey and see what areas need your attention. How could you make their job better? In what way can you make them more productive? How can you enable them to enjoy doing the job and getting the desired outcome?

The job design, the organizational structures, the systems, and processes must enable performance, improve employee experience, and customer experience. Constantly review these journeys to minimize errors, and improve learning and efficiency.

3. The organizational behavior or culture

Organizational culture is the group of values, beliefs, expectations, and practices that guide and inform the actions of all members of an organization. Corporate culture is developed through time, organizations need to control these values, shape them, and guide them to the expected behaviors or responses. How do we expect every member of the organization to behave? How do we intend to position ourselves from a behavioral perspective?

This begins with management designing the behavioral positioning they would have to portray to the employees. Then how these employees need to behave towards customers. Management needs to set the pace by creating a culture of trust, support for one another, believe in one’s abilities, recognition of the valuable role each employee plays as a member of the team. This is about designing and implementing great corporate cultures that raise the employees’ confidence levels and motivation to work.

Part of this cultural experience could be communication styles. Does everyone have a voice? Do we listen to our employees? How do we manage their complaints and challenges? Clearly define these focal points in the design of the culture guide.

4. Motivation

At the end of the day, the employee is simply doing a job to earn a remuneration. This remuneration could be in monetary or non-monetary terms. Irrespective of the remuneration models used, the goal must be to keep the employee motivated to work. Employee motivation could take several forms. Learn what drives your workers. While some people are driven by financial gains others are driven by things like; family, recognition, social integration, belonging among others. Learn to appreciate colleagues for the things they do. Do not be the person who complains and criticizes all the times. Keep communication open and hassle-free with team members and respect your contractual agreements.

5. Team building

It is important to organize team-building sessions to remind everyone they are part of a team. To show them the important role they play as a team. To help team members know each other and experience their colleagues out of the work environment. These team-building sessions could range from corporate retreats, outdoor games, outings, and participating in team member’s important events. Teambuilding creates a good social bond and gives employees a second family. We spend more time with our colleagues at work than with our families and loved ones. Giving employees the possibilities to know, learn to trust one another, reduces tensions at work, improves performance, and overall employee experience.

While this is not an exhaustive list of strategies for improving employee experience or better still internal customer experience, these points constitute a good starting point. You cannot replicate people. Creating a strong team, that is motivated and guided by a well designed corporate culture is the ultimate step towards improved employee experience.

voice of the customer

Voice of the customer: collecting customer feedback.

Author: Mbinkar, Kpunsa Fomunyuy.

This article on the voice of the customer aims at defining what this term means, identifying was of collecting customer feedback and demonstrating a practical approach that can be used by organizations of any size to manage their voice of customer programs.

The products and services we produce are destined for use by the customer. One key function of the marketing manager is to identify customer needs and to ensure the products and services produced can meet these needs, then figure out how to communicate this value to the customers. This is important because when the products and services meet the customers’ expectations, they would be more likely to purchase and less likely to use competitive products. The only way to know if we were are able to achieve this objective is by gathering feedback from the customer. This is what we call listening to the voice of the customer.

Every organization needs to put in place a mechanism to capture the customer’s voice at the different contact points with the organization. Feedback collection is an ongoing process that involves everyone at every time. Sometimes the customers’ remarks may not be of any value to one person or department but if we were to put all these remarks together we would begin to see patterns.

Feedback collection is an ongoing process that involves everyone at every time.

Mbinkar Kpunsa Fomunyuy

Every feedback given by the customer needs to be recorded and shared with a central organ in charge of reviewing it. The work does not however end here, it is important to summarize these opinions and see how they can serve in improving the overall customer experience or the ability of the products to meet customer needs or specifications.  

A good starting point in strategic feedback management would be to answer the following questions:

  • What do our customers think about us?
  • How can we make the service better?
  • Do we use feedback collected to improve processes and systems?
  • What can we do better?

What do our customers think about us?

There are so many ways to know what customers think about us. To begin with, feedback can be collected in 3 ways. There is direct feedback, which is asking the customers’ directly what they think about the services. There is indirect feedback which is learning what customers think about you through other intermediaries and lastly, there is inferred feedback that involves analyzing the customer’s words, comments, and statements and determining their emotional state and feelings about us.

From simple methods such as handing customers a feedback form, to verbal questions on how they feel about the service or following their comments on our forums or social media, every organization needs to figure out what the best method of collecting feedback from their customers can be. This method would depend on the type of services offered and the manner in which customers come in contact with your organization.

You and your team should be able to sit together and answer this question. How do we know what the customers think about us? Takedown the points raised and adopt your own customer service feedback strategy. Appoint someone who would be in charge of reviewing all feedback collected if such a person does not exist. Have weekly reports on the feedback from customers with empahsis on what has been done in each case. Contact customers to thank them for their feedback, notifying them of corrective actions that you are putting in place when negative feedback is given.

How can you make service better?

The purpose of collecting feedback is not just to know what the customer thinks about us, but for us to use this information to improve processes and tailor the products and services to customers’ needs. To make something better you must first know the state at which it is. Begin with internal feedback from internal customers (the employees, the suppliers) then go to the external feedback from users and buyers. Identify what customers feel you are not doing right and develop a strategy for improvement.

Do we use feedback collected (voice of the customer) to improve processes and systems?

When we learn to listen to the voice of the customer we would identify loopholes in our processes and systems. We would see that sometime the problem is the approach we are using. Sometimes we have great products but the wrong approach. Are our processes and systems designed to improve the experience customers have with us or to satisfy our work organization?

Can we honestly say that the step by step approach we use to serve customers is customer-centric? Do these processes make it tedious for customers to get our products and services? Do our processes make it tedious for customers to react and interact with us? For once, become the customer and walk through the process yourself, feel what they feel, then decide if that is what you want as a customer. Whatever feelings you would have, the customers’ feelings are definitely worst.

What can we do better?

At the end of the day, it is all about improving. Doing better. Offering a better experience to the customers. I would say here that you cannot get what you do not measure. Set clear objectives on why you need to listen to the voice of the customer. How you intend to do so. What you would do with the information obtained. Who would be in charge? How often would the team review the feedback collected and make a commitment to reach out to customers as well as take into consideration their voice while considering improvements to be made.

10 things every customer-centric organization must do as COVID-19 spreads

By: Mbinkar Kpunsa Fomunuyuy

The CDC describes Coronavirus disease 2019 (COVID-19) as a respiratory illness that can spread from person to person. This virus was first identified during an investigation into an outbreak in Wuhan, China. As the virus continues to spread outside China, it has been declared a global emergency by the World Health Organization. Many countries have thus taken preventive and curative measures to handle this global pandemic. The US has issued travel ban from Europe, India and Kuwait have suspended visas to all foreigners, Italy is locked down with permission needed to travel within the country, over 39 countries have already announced or implemented school or university closures and this affects business activities of thousands of companies in one way or the other. What therefore should be the response from a customer-centric organization?

  1. Show solidarity with the victims
  2. Join the health organizations in doing sensitization about the pandemic.
  3. Tell your customers how this can affect your company’s activities.
  4. Tell customers the preventive measures you will be taking.
  5. Put in place measures to protect your employees.
  6. Consider remote working options
  7. Divert your corporate social responsibilities efforts to fight the spread of the disease.
  8. Be careful with meetings and travel
  9. Disinfect your business venues & and respect health standards.
  10. Review your business procedures and adapt them to the crisis period

Let us look at these in greater detail:

  1. Show solidarity with the victims: This is the time to shift those marketing messages to messages of care and solidarity to the thousands of patients in this difficult moment. A customer-centric organization is one that truly understands their customer’s needs, their greatest preoccupations and their fears. One that stands with them in difficult moments. This creates an emotional connection with your brand.

A good example of such solidarity can be seen by LUSH offering free handwashing facilities to the public

A sign in the window of a Lush store in Liverpool offering a free hand wash service, source Bristol Post
A sign in the window of a Lush store in Liverpool offering a free hand wash service, source Bristol Post
  • Join in the sensitization about the pandemic: To reduce the spread of this pandemic a key factor is to reach everyone with the most useful information on how to remain safe. Use your media outlets and contact points to sensitize your customers on how to remain safe.
UBA Bank Sensitization flyer on symptoms of coronavirus
UBA Bank Sensitization flyer on symptoms of coronavirus    
BatStateU Integrated School student councils’ twitter sensitization on 7 preventive measures against COVID19
BatStateU Integrated School student councils’ twitter sensitization on 7 preventive measures against COVID19
  • Tell your customers how this can affect your company’s activities: You should not assume that everyone knows there is a problem and that they will understand if there are delays or cancellations. Set a task force to identify how this pandemic affects your industry as a whole and your organization in particular. Communicate to your customers how this can affect your activities and what measures you would be putting in place to overcome these challenges. Do not use the pandemic as a justification for poor service.
ShakeTastic’s notice to customers on the efforts they are making to contain the corona virus outbreak
ShakeTastic’s notice to customers on the efforts they are making to contain the corona virus outbreak
  • Tell the customers the preventive measures you will be taking: as already mentioned, identify what preventive measures you will be taking at each contact point with the organization to keep your customers safe, as well as up-to-date actions you are putting in place. This helps to calibrate their expectations and maintains their confidence in your business. It reassures your customers and avoids unnecessary panics that could shift the existing problem to other sectors.
Everyman Espresso notifies customers on hygienic actions to fight corona virus
Everyman Espresso notifies customers on hygienic actions to fight corona virus
  • Put in place measures to protect your employees:  Your internal customers’ health is also a major concern. Reducing their exposure to risk without compromising the delivery of services is very important. Evaluate the risk your team is exposed to and define strategies to mitigate these risks. Clearly communicate these risk areas and how you expect the team to respond to it. You must do this even if your organization is not in an affected zone, this preventive measure is fundamental in building rapport with your team and improving internal customer experience.
Notice on no handshake zone, to protect employees at Los Angeles International Airport.
Notice on no handshake zone, to protect employees at Los Angeles International Airport.
Source US Today / Frederic J. Brown
  • Consider remote working options: Do a business management assessment of what can be done in the office and what can possibly be done from home. Give your team members in affected zones the possibility to work from home, the possibility to stay away from work if they fall sick. This should be a priority in high-risk zones and a factor to be considered in low-risk zones as it is not clear where the virus will be next.
Hypernode takes on remote working as a COVID 19 protection measure
Hypernode takes on remote working as a COVID 19 protection measure
  • Divert your corporate social responsibilities efforts to fight the spread of the disease: Thousands of health workers risk their lives every day, millions of people could be safer if they had certain facilities in place. Research laboratories need funding as they all put hands on deck to find a cure and a vaccine. This could be a great area to divert your company’s corporate social responsibility.
Comment from Facebook health department on measures Facebook is taking to fight the COVID 19 virus.
Comment from Facebook health department on measures Facebook is taking to fight the COVID 19 virus.  Source Facebook
Mark Zukerberg on solidarity response fundraiser for WHO  to fight the COVID 19 virus.
Mark Zukerberg on solidarity response fundraiser for WHO  to fight the COVID 19 virus.  Source Facebook
  • Be careful with meetings and travel. Truly review your work models and see which meetings can go virtual, which movements could be postponed, which events could be postponed. Reduce the risk of exposure of your team and your customers by reducing meetings and travel as much as possible depending on the risk level of the zone in which you are located.
Oxford United FC postpones matches for COVID-19 health concerns
Oxford United FC postpones matches for COVID-19 health concerns
  • Disinfect your business venues & demonstrate the standards: get help from health practitioners on the right chemicals and cleaning materials to keep your surfaces and offices clean and protected as much as possible. There is a need for awareness on how to manage public areas and how to orientate customers to avoid contact with risky surfaces.
Delta airlines expand their cleaning processes to include a fogging procedure that disinfects surface areas that are often touched in the aircraft.
Delta airlines expand their cleaning processes to include a fogging procedure that disinfects surface areas that are often touched in the aircraft.  Source Delta Airlines
  1. Review your business procedures and adapt them to the crisis period: one key factor about customer centricity is to constantly remodel your business to focus on improved customer experience. What temporal measure do you need to take to keep your team and customers safe? What procedures do you need to modify to make the workplace safer?
Red River co-op food store notifies customers on new rationing policies due to COVID19
Red River co-op food store notifies customers on new rationing policies due to COVID19
Verizon waives late fee for customers and small businesses disrupted by COVID 19
Verizon waives late fee for customers and small businesses disrupted by COVID 19

All businesses exist to serve customers, today the world is fighting the COVID-19, and this is not some strange virus that only affects others. It affects you and it affects your customers. These guidelines will help you approach the virus more professionally and maintain the best customer service standards.

Guide to customer expectations

Guide to Customer Expectations

Customer expectations are the desires or anticipations customers have about a brand when interacting with it. It is the anticipated outcome of the interaction. The secret of providing great service lies in the ability to understand and respond to customer expectations. When we do not know our customers, we fail to meet up to their expectations. In this article, you will understand customers’ expectations and what shapes their attitudes. To begin with, let us look at the dimensions of customer engagements.

5 Dimensions of customer Expectations

A Texas A&M University study categorizes customer expectations into five dimensions: reliability, tangibles, responsiveness, assurance and empathy.

  • Reliability: Customers expect you to perform the promised service accurately and dependably. They want to see you do what you say you do. They expect the product will perform as you have said it performs.
  • Tangibles: Customers want inviting and good looking physical facilities, equipment, personnel, and communication materials.
  • Responsiveness: your firms’ willingness to be of assistance to the customer and provide prompt service.
  • Assurance: Your employees’ ability to convey trust and confidence and their knowledge about the products or services.
  • Empathy: The individualized attention provided to them and demonstrations that you feel for them.

We can thus observe that customers have very basic expectations. It is not about the magic investments it is about the magic moments the customers spend with your brand. With the advent of the internet and growth in technologies, customer expectations are also evolving.

4 New customer Expectations

A Salesforce research on understanding customer expectations reveals that, todays customers expect:

  • Connected Journeys: Customers are expecting more connected journeys. Making it necessary for companies to eliminate bottleneck processes and breakdown silos.
  • Personalization: Customers expect more personalization of products and services to meet their very specific needs.
  • Innovation: Customers want to deal with innovative companies, expect product development, and appreciate those embracing new technologies.
  • Data protection: Customers expect their data to be protected and their privacy assured.
4 New Customer Expectations

These new trends which are typical of the digital age in which we live, permit to significantly improve online user experience. It will be necessary to know if customer expectations are absolute or variable. To better explain this concept let us look at the zone of tolerance.

Zone of Tolerance in customer Expectations

The zone of tolerance represents the range of service performance that a customer considers satisfactory. It is important to recognize your ability to manage your customers’ tolerance, and therefore satisfaction and dissatisfaction, through transactions. The zone of tolerance is the difference between customers’ expectations regarding their desired service and the minimum level of acceptable service.

The acceptable service can be considered as the lower level of what they expect to receive and the desired service is the higher level of their expectation. The target of the organization should be to deliver a level of service superior to the zone of tolerance.

When the organization exceeds the zone of tolerance, they are offering a service beyond the customers’ expectations and this creates a “wow” effect. It is therefore important for the organization to do an audit of the things they must do to have the minimum level of acceptable service. To achieve this it will be good to look at the factors that shape these expectations so as know how to manage them.

The 7 major factors that shape customer Expectations

Some of the major factors that shape the customers’ expectations are the corporate promise, the price, the marketing, the customer’s mood/attitude, alternatives, Comments from others, and education. 

The Corporate promise

Looking at adverts today, we realize that, instead of showing the characteristics of the product, marketers try to patronize the customers, build a passion for the product and apply to the cognitive faculties of customers. These adverts, corporate logos, slogans, utterances of CEOs, create a certain expectation in customers.

When an event planner says ‘your one-stop wedding shop’ the buyer entering this shop expects to find everything linked to the wedding.  Customers tend to judge the organizations from the promise the enterprise has made.

Customers measure the services in function of what the enterprise has promised. Most customers are unsatisfied because they feel the enterprise has not kept the promise. Corporate staff who promise to resolve a problem within one week should do so, and in case of inability, call the customer to report the status of the problem.

The publicity made by the enterprise, slogans on its magazine and websites should be tailored to the internal processes. All workers must know the promises the enterprise has made because it is binding on them and would constitute the measuring rod for the services offered.

The corporate promise must be internalized into the culture of the organization. The first consumer of the adverts of the firm should be its internal customers. They must be aware of the promises being made and their role in delivering this promise.

The price charged

Price is a key element of the marketing mix. Price can be determined in several ways. One of the common methods consists of determining the psychological price. This is the price the greater number of buyers are willing to pay.  Some other organizations would set the price either based on the profit they want to make or the cost of the goods they need to cover.

The higher the price the higher the expectations the customer would have about the quality of the product or service. However low prices are not considered to be a guarantee of poor service. A high fee charged by a lawyer, doctor, or consultant for consultations determines the degree of attention the customer would be expecting to receive.

Customers pay the price; so they expect an equivalent or higher service to what they are paying. The price should therefore be more than or proportionate to the service offered. Customers would expect an increase in quality for every extra fee charged.

Comments and recommendations and reviews

Today customers read the reviews before they buy. People’s reviews will tell you about their experience and this shapes your expectations.

When someone else talks about you the effect is different.  More people would believe if your story is told by another person. Comments, word of mouth, reviews and recommendations play a very strong role.

One way organizations could encourage customers to talk about how their experiences have been or recommend them is by promoting word of mouth. Word of mouth is very strong and gives the customer a first impression of the products or services.

While positive reviews are an indication of good experience, it is also professional to leave the negative reviews, correct them, and comment on the organization’s corrective measures undertaken. This is another way to build trust.


How do customers perceive our products, among other products? Do they compare us with others?  Most customers have seen, appreciated, or consumed similar products elsewhere. They thus tend to compare the service between organizations. Sometimes much effort is put to satisfy customers, but because these same customers have had better experiences elsewhere they tend not to appreciate the service received.

It is important to know the customer in order to better manage their expectations. Some customers may even know the product better than you, making it very difficult to impress them with a good presentation.

To better manage this, organizations must always perform a competitive analysis of their products and share with their teams how the organization’s products stand out from the rest.  Knowing the competition permits you to know where you have a competitive advantage, and thus have an idea of the customers’ expectations about your brand.

Customer’s mood

The customer as already mentioned is a social being whose character changes and whose mood is not the same all the time.  We should not conclude that the customer will be calm and comprehensive just because they were nice the last time. You must be able to read the customer’s mood each time. It is recommended to always start the interaction with a mood breaker. A mood breaker could be a joke, a small story, a comment, or a compliment.

We must learn how to give an appropriate compliment without necessarily flattering the customer. Customers love being appreciated and valorized and this when done can improve their mode.

The customer’s mood has a direct effect on their purchase behavior and subsequently their satisfaction. Happy customers have a higher probability to purchase. They make the purchase decision faster. Functional magnetic resonance imaging (fMRI) shows that when evaluating brands, consumers primarily use emotions (personal feelings and experiences), rather than information (brand attributes, features, and facts).

Level of education

Intellectuals tend to be more confident and feel too much detail is boring. Whereas persons of low educational levels tend to question more and require more information before making a choice. You should understand that people have different temperaments and IQs. Do not show off your knowledge or have a low impression of others. People would get very offended when you make them look inferior.


The customer always has an expectation. At every interaction with the customer, make sure the customer leaves impressed. Every interaction is an opportunity to sell both the products of the organization and its image. When you know the customers’ expectations, you are able to deliver superior services. When you cannot determine the expectations still deliver a great service that would at least exceed their acceptable service levels.

Now that you know what customers expect, the level of the expectations, and factors that affect the customers’ expectations it will be important to develop a strategy to manage your customers’ expectations. What we will suggest is:

  • Deliver what you promise.
  • Make your interaction environment inviting.
  • Be ready to assist at all times.
  • Know your products.
  • Remember at all times they are humans with feelings.
  • Create Omnichannel experiences.
  • Show what is in it for them.
  • Make it better every time.
  • Protect their data.
  • Know that for every penny you charge they expect something extra.
  • Know that they value the reviews they read about you.
  • Be sure you know what competition does for they know.
  • They could just have had a bad day, be nice!

The video below from Marketing 360 gives more insights on why we should manage customer expectations.

Never tell a customer “how can I help you?”

Help! Are you kidding me? It is amazing how things have changed and how customer’ needs are evolving. Customer Experience is very much influences customer buying behavior. Customer buying behavior is influenced by small sensitive things that have nothing to do with the technical attributes of products. Today the f eel of the purchase environment and the warmth of the sales persons play an important role in buying behavior..

How can you ask a customer “How can i help you”. The word “help” puts you in the position of strength and the customer in the position of weakness. To help sounds like you are the hero, the solution and the customer the victim. Interesting right!

What is the right thing to say?  You should ask the customer “how you may assist them” as this puts you in the position of service and reechoes the notion of the customer as the king. Businesses are born to meet customer needs and customer centric organizations can achieve this corporate goal through a delightful customer experience.

Positive Language is key

This customer experience trend must be able to echo through all services from the public sector, down to hospitals, schools and businesses. There is this general conception that customer service in developing countries is for Businesses. In this information age, poor service is easily shared and condemned. Positive language has to be considered as a way of life and an integral part of every profession. Expressions like “no”, “I don’t know” must give way to responses like “this is what i will do about it”.

Words have power

Words have power and the power of words is the charm of sales. Today the sales person has to be able to create lasting relationships with customers. This means creating value for the customers and in return value for the firm. You have to use words that bring your customers back; you have to use words that make your customers feel right.

This is the way forward:

1.      Always appreciate your customers genuinely.

This begins with your colleagues. Which words do you use on your colleagues? and are they the same words you would love them to use on you. Learn to appreciate what they do. Begin seeing the little things they did right and not focusing on what they did wrong. Appreciation heals. Appreciation creates real bonds and builds trust.

2.      Never condemn or complain.

No one likes being condemned. It is very easy to complain and condemn others. It is easy to point out faults in others because its easy to see them. I am not asking you never to point out the mistakes. the advice is to do so constructively.

A customer service expert is one who masters the use of positive language. Words that heal, Words that create bonds, and Words that nurse loyalty. Great words win the heart and make the sale. A customer service professional must be able to create a bridge between the heart of the company and the heart of the customer through strong positive words.

Predictive Data Analytics the Future of the Customer Service Industry

The Customer service industry is one of the fastest growing industries in modern business. This could be explained by two main concepts:

  1. The fact that business leaders are beginning to see how much profits they could consolidate through an efficient loyalty program, that pushes repeat purchase and reduces churn rates.
  2. The growth in technologies which permits to better manage queues, obtain feedback faster and improve on the customer experience at touch points.

The increased use of Customer Relationship management(CRM) software has provided companies with greater insights and more visibility on their clients. CRM paves the way to more complex Predictive and Data Analytics software.

Now it is possible for a bank to know that a customer will need a loan even before he/she shows up for one, it is possible for a Telecom firm to know the customers preferences and ability to subscribe for products and services even before they show up. Now it is possible to know a customer is about to terminate his/her relationship with us and avoid such termination before it happens.

Now companies can take smarter decisions not only because of the intellectual and emotional quotients of their staff. But also through the aid of predictions made from customer behaviour and preferences.

As more and more companies are adopting these technologies, there is need for the skill set to manage it. Technology is taking a central role in customer experience management and explains the increasing need for Data Analyst in Corporations.

Though many multinationals are conscious of this and are shifting investments towards digital platforms and data analytics software, many firms still believe in traditional models and continue to over burden front line staff allot of manual work, rendering them less and less productive.

For more efficiency, front line staff no longer need only customer service competencies, but also ability to use CRMs and enter all basic data obtained from customers. Front line staff are contact points and could be able to obtain the highest information during sales. They must be able to engage constructive and professional discussions that feed the CRM with detailed information.

The customer service industry is growing at a geometric rate, the more data we have on our clients during interactions at touch points, the higher the ability to exceed the customers expectations. Predictive data Analytics is taking the central stage and becoming a topical trend in the customer experience industry.

Customer Intimacy : The greatest business secret

To achieve sustainable market shares, companies must embrace a competitive strategy. Treacy, M. & Fred Wiersma, F (2017) describe 3 competitive strategies to be used; operational excellencecustomer intimacy and product leadership.

A customer intimate company provides superior value by clearly segmenting its markets and fine tuning its products or services to exactly meet the needs of targeted customers. Such a company focuses on satisfying unique customer needs by establishing close relationship with and intimate knowledge of the customer. Empowering its people to respond quickly to customer needs. Kotler, P., Gary, A., & Margaret H. (2005). 

Today in some business units the customers are mere numbers, in some hospitals patients are called by their bed numbers. Is your customer nothing beyond a telephone number, or customer ID? Do we know our customers by their names? Do we go beyond business relations to know the customer for whom they are and go an extra mile to personalize the transaction?

Many corporations have a KYC (Know your Customer) sheet. To some staff KYC is just part of the procedure to be fulfilled and nothing more. Other give the customer the KYC to fill and never look at it.

Do we really know our customers, do we know their preferences?

Remember that customers have needs. One characteristic of needs is that they are heterogeneous. Two people may request for the same product or the same service but this will be used to satisfy separate needs. The winning sales person is he who goes beyond the product and service to focuses on satisfying the customers’ needs.

One who engages in strong professional relationships with the customers. Staff who are customer intimate are generally better sales persons as they drive more repeat sales and can also advise the customers on the best products.

Customers need to know we can meet their needs. They want to trust you. They want to feel comfortable dealing with you, they want to feel understood, they want to feel important. Building strong customer relationships is the first step to meeting these basic customer needs.

Management teams that only focus on procedures and policies and do not give credit to staff that thrill customers with positive relationships are definitely on the wrong track.

We must learn to build customer intimate businesses, we must learn to become customer intimate staffs and we will be able to move from sales persons to customer opinion leaders. We do not sell products and services; we sell promises of satisfaction. We do not interact with customers, we relate with them.


Treacy, M. & Wiersma, F. (1997). The discipline of market leaders: choose your customers, narrow your focus, dominate your market. Massachusetts: Addison-Wesley.

Kotler, P., Gary, A., & Margaret H. (2005). Principles of marketing. Toronto: Pearson Prentice Hall.

Why Companies continue to have poor service

The need to eliminate poor customer service is no longer news. Many organisations have this as a business objective but the reality is; they often fail to meet this objective because of 3 simple misconceptions.

Companies wrongly believe they are providing service excellence

While organisations think they have an 80% great service and 20% amelioration to do, the customers think they have 6% good service and 94% amelioration to do. Most organisations have a wrong perception of their Customer Experience level. To know what your customers think about you, start listening to the voice of the customer, through appropriate feedback systems.

Organizations don’t understand the significance of customer service

Many organisations have a very wrong perception of what customer Service is. Some think good service is having a customer service department and big customer service titles. Some organisations still use 1990 customer service skills to serve 2019 customers. Many still adore NPS as though it is the only customer experience metric, failing to understand that the customer life-cycle has 5 stages and each stage has its own metrics. You must rethink your customer service strategy and philosophy.

Organisations don’t know how to deliver consistent, high quality customer service on an on-going basis

Customer service is a culture. Not a one time show. It must be inscribed in the organisations strategic plan and must have a clear policy manual. Note that the more customer service friendly you become, the higher your customers’ expectations and the need for even better service. Customer Service is the very essence of the business.

Now you can see why despite the buzz about customer experience. Many companies still have very poor service, and keep doing the things customers hate.

Cameroon Public Sector Customer Experience: Governments Biggest Failure!!!

It is very common for Civil Servants in Cameroon to give extremely poor customer service to those who visit public offices. A recent survey done by Institute of Customer Service Cameroon demonstrate that of 10 sectors surveyed, public and para-public companies as well as state agencies and ministries have the lowest customer experience score in the Country.

This consistent poor service affects the very productivity of state corporations and the internal customer service explains the low morale and lack of patriotism in civil servants.

This poor service has 5 obvious consequences:

–        It reduces the confidence of the public in the government in place.

–        Makes the delivery of public services very costly and inefficient.

–        Accounts for the falling output of public sector employee’s performance.

–        Makes it difficult for government to achieve its mission.

When state agencies focus on improving the citizen experience—for instance, making it easier to complete a transaction in a more timely manner, this can improve the citizen’s voluntary compliance, make the delivery of services more cost effective, and improve the citizen’s trust in government. (D’Emidio et Al,2017)

One of the best ways governments can demonstrate that they work better for the people is by improving the customer experience with government services. This can be achieved by making public sector customer experience a top priority, simplifying and speeding up the way people get public services such as paying taxes, obtaining arrears and allowances, the ease with which people make their way through airport security, through ministerial services, as well as all other services government provides.

Meyers. M. et Al (2016), stipulate that as governments look to build a workforce able to tackle the tough, interconnected challenges of the 21st century, strengthening the government employee experience is particularly critical. By treating employees as customers, agencies have the chance to improve both the employee experience and their own ability to execute their mission.

This brings to light the concept of the internal Customer, the civil servant themselves. If government cannot ensure a consistent high work experience for its employees, it is difficult for them to render a positive and consistent good service to the public.

As a civil servant you must look at the service you provide through the customer’s eyes, and this will help you see how to make it better. To truly think, act and plan from a customer viewpoint is highly challenging and thus requires a holistic and ‘eyes open’ approach. This requires putting in place a structured and systemic approach. One of the ways you can do this is by looking at the customer journey. This consists of identifying all ways in which the customers interact with you, and map out the process, tools, systems, and expectations across each stage. You must ask yourself this basic question; how do customers feel when I serve them, and what are their emotions? Then see how to improve these reactions to your service? (Smith. N. 2016)

If the public sector can root itself in the basic principles of customer experience design and research as well as the Six pillars of Personalisation, Integrity, Expectations, Empathy, Time & Effort and Resolution, then the barriers which stand in the way of innovation and service delivery will soon become more manageable and easier to navigate. To do this is to position the public sector once again as truly for the public it aims to serve, thus enabling it to achieve its mission (KPMG, Nunwood n.d.)

The Public Customer Experience in Cameroon may be bad, but something can be done about it. It must start from the top and with every government unit defining its mission, reviewing its processes and developing a strong customer centric culture. This requires an active intervention of State ministers and head of services and corporations. State Corporations must compete with private organizations from the perspective of quality services.

Improved public sector Customer experience would permit to:

–        Improve the Economic climate and boast economic growth.

–        Improve public confidence in the state.

–        Increase patriotism and love for the Nation.

By: Mbinkar Kpunsa Fomunyuy ( Customer Experience Consultant / Master trainer)


D’Emidio. T., Malfara. D. & Neher. K. (2017), Improving the customer experience to achieve government-agency goals. Retrieved from : Visited 11/03/18

KPMG, Nunwood (n.d). Customer experience design in the public sector: provoking innovation through service user research. Retrieved from visited on 11/03/2018

Meyers. M., Roth. H., Niu. E., & Dye. D, (2016), Employees as customers: Reimagining the employee experience in government. Retrieved from: visited on 10/03/2018

Smith. N. (2016), Improving customer experience of public sector services. Retrieved from: Visited on 10/03/2018.

The top 10 things customers hate and how to avoid or resolve them.

This article examines the top 10 things customers hate, things that lead to poor customer service. It also gives the solutions that permit an improvement in customer service and user experience.

1.     Not keep the promise

Most often we or our marketing team emit messages and make promises to our customers. This could be through adverts, publicity or public relations. We create brochures or websites and use words that raise the customers expectations about our brand and our product. This is a promise we are making to the customer, which we must keep. When we fail to keep, this leaves the customer very dissatisfied and could lead to high churn and abandon rates. In its article on the power of keeping promises, the American Management Association makes this clear; we should not drive people to a flawed service, as advertising and driving people to your business, without a powerful brand identity—leads to failure.

This is the solution: You should learn to under promise and over deliver. Keep the expectations low and exceed them at every sales contact. Or Master the level of expectations set and meet up to them with a little extra each time.

2.     Long waiting time

Customers hate waiting indefinitely, people are busy and do not come to your company or service to spend all their time. Some service representative just find delight in keeping staff waiting. This creates a very negative impression about our brand and our service.

The solution to this is better queue management. Let the customer know how much time they will have to wait. Distract them during waiting time with maybe a TV to watch, a newspaper or magazine to flip through or a coffee. Notify them of the waiting time. They should know how many people will be served first. This requires skill and friendly nature. Some organisations use an electronic queue management system but the human touch remains very vital.

3.     Treating people as a number or reference

It is common to treat customers as a number, maybe their number on the line, the hospital bed number or the complaint ticket number. This is a grave error and could lead to great dissatisfaction.

The solution is simple. Learn to call people by their names. Each time they come try to remember or retain one thing about them. A person’s name is the  sweetest word in any language. That is why we can hear our names even if we were asleep.

4.     Allowing customers face the same problem every time

The customer may forgive you on a problem they channel to you the first time but will not if they come back for the same problem or face the same challenge a second time. Quite often customers have the same complaint every time. They are received by the same service representatives who will claim every other time to be working on a solution. This kills the brand and destroys the image of the organization.

The solution to this is to escalate any challenges you may not be able to solve, jot down every customer complaint , obtain their contacts and be the one to give them feedback on the evolution of their problems and not them checking on you on how far the problem has been resolved. Note that you must write it down and not rely on your brain. Some organisations manage this through Customer relationship management software. Call the customer often to know if they were satisfied with the solution offered.

5.     Delay in responding to messages and emails

Poor service is not only when the customer is in front of you. As we communicate with them we could already be offering them poor service. It is possible for the customer to know even from your tone of voice, or from your written reply if you are smiling or frowning. Many service representatives just ignore emails and messages and focus on the customer physically present. Others read them, flag them and plan to reply latter, most of them forget totally.

The solution here is replying to all business emails and messages within 24hours. Any reply after 24Hours is a sign of poor service. This does not mean you must provide a solution within 24 hours. This means acknowledge reception of the email and indicate the actions to be taken and how long it will take.

6.     Customer explaining their problem over again to another staff

One of the most challenging things customers face is explaining their problem over and over to different customer representatives or staff of the organization. The customer comes to you and spends 10 minutes explaining his challenge, and you notice you are not the right person to handle, then you simply direct the customer to another person for the customer to explain again. This really hurts!

The solution is taking ownership of the problem, understanding the problem and recapitulating it to the person who can handle. You must walk the customer to the right person and do the introduction yourself. Then do a follow up and ensure that the problem was effectively solved.

7.     Not having a phone number to call.

Many organisations are so difficult to contact, most have no social media or Website that enable ease of access. Most have social media and websites but the telephone numbers lead you to a dead end. It is never reachable or always busy. Customers get irritated when they have to drive long distances for simple information they could get by phone. How many times have you called your company or organisations’ phone line to see for yourself what customers go through?

The solution is an efficient phone management system. We should ensure that we are reachable on phone and quality check regularly to be sure the phone lines go through.

8.     Not putting yourself in the customers place

Many sales representatives and employees just feel the customers are just being too hard, too exigent, so difficult. This is because on a daily basis they receive and handle challenges, this makes them to see challenges as normal and reduces their human side. They stop seeing the customer’s situation as unique. Most people see it as just another task to be tackled. This mindset leads to a look warm nature in the manner in which the customer’s problem is handled.

This can be resolved by understanding that the customer is unique and that it could be us in that situation. How would we handle it if we were the once having that problem. How would we expect it to be handled if it was you or me having that problem. We must put ourselves in the customer’s position, then we will understand the customer’s pain and challenge, and even if we do not offer an immediate solution we will offer a humane and satisfactory way forward.

9.     Being very hard to reach or too busy

Have you ever been to a shop and the sales person is so busy that they cannot give you information, or go to the restaurant and the sales person looks so hardworking and busy that they don’t even notice you have walked in? That is what we are talking about. You felt frustrated, you felt like leaving, you felt like your presence or absence meant nothing. That should not however be the case.

The solution to this is; first and foremost, smile with the customers on first contact even if for the moment you are busy, this smile means you are welcome and I will be with you soon. Next at the least opportunity understand what they need and tell them how long it will take to serve them. You must develop a strong ability to multitask and remain cheerful and professional.

10. Dealing with Inexperienced Staff

A Genesys Global Survey reveals that more than 78% of customers feel the service representative accounts for the customer experience received. Staff who do not master the products they are selling will tend to offer poor service as they may not fully satisfy the customer with their display of product mastery.

The solution consists of being professional and know the technical aspects of the job. This permits the customer to save time and to have the right advice on the purchase. It also permits the organization to make more sales as the sales persons or customer service rep become product or service counselors

These 10 things explain poor service. In our article on why companies continue to have poor service. It is evident that some companies do not even know they have these problems and as such keep hurting the customers.

Here is an image of the article, 10 things customers hate.