How to measure the customer experience

65f I.JKE this place," Bubba said, shoveling another Ifresh-from-the-oven chocolate chip cookie into his mouth. "I don't know why. I just do."

"Because we offer service with a smile," Randi beamed from over the counter, her expression making the point.

"Nope, that's not it," Bubba answered, pouring himself another cup of hazelnut coffee. "Say, did you know you're out of that Harvest Spice Cinnamon Latte?"

"Perhaps it's our everyday low prices?" Randi asked, ignoring his question.

"Nope. That ain't it, either," Bubba replied while checking his email. "Besides," he said, raising an eyebrow, "Y'all aren't all that cheap."

Randi persisted: "Quality of our products?"

"Naw. You've got the same products as everyone else." Bubba took a candy bar from the complimentary snack area and tore off the wrapper. "I can't put my finger on it. But,I do like this place. I just don't know why."

About the PEF

What Bubba struggled to identify-what he couldn't "put his finger on"-is a phenomenon called the Personal Experience Factor.It's the measurement customers mentally use to score a business transaction.

The idea behind the Personal Experience Factor, or PEF, is simple. If you make a purchase in a store and the experience is exactly what you expected, then that transaction would rate a five on a scale of one to ten. The experience was ordinary; satisfactory, but not exceptional. On the other hand, if you felt the experience was less than satisfactory, let's say the salesperson was rude or the wait was long, then you would rate the PEF lower, maybe a two or a three, depending upon your level of frustration with the

By Mike Dandridge

entire transaction.

Corporations spend millions trying to move the needle upward on the PEF meter. It would be easy, if it was about just one thing. But, it involves a multitude of concerns. Some carry more weight than others, but all of the factors add together to determine the business' total PEF scorecard.

Just as corporations and shareholders have become more and more concerned with financial metrics, they now seek ways to measure performance. The challenge is how to quantify something as elusive as the PEF. After all, measuring a "customer experience" is by its very nature a subjective task.

Indeed the idea seemed impossible-until now. Independent research has uncovered 30 key "contactpoints" that a customer mentally checks off-consciously or unconsciously-during a typical sales transaction. By shaping these 30 contact-points into a survey, we can effectively measure the PEF. Though this isn't a precise methodology, it is useful for revealing the areas where a business can improve the customer experience.

30 Critical Points of Contact

Using a one-to-10 scale, l0 being exceptional, score what your customer would experience at each of these 30 contact-points.

1. Parking. Clearly striped, minimum S-ft.-wide spaces; designated space(s) for disabled; parking lot and sidewalk clean and free of trash: curbside heisht wheelchair access.

2. Sigttage, exterior. Clearly legible from main traffic flow; all sign lights operational; font and logo consistent with other business materials.

3. E.tt.unce accessibility. Clearly marked, doors in working order; accessible to disabled, all entries into the branch accessible; no doors with "Wrong Door" signs; extra points for automatic doors for exiting with materials.

4. Ho.r.s of operation. Open for optimal convenience of customers; hours posted and large enough to be visible from vehicle.

5 . C"itit g. Acoustic tiles, unbroken, stain-free; if ceiling is painted, clean and fresh; air exchange, louvers, retum air grills, clean and painted.

6. I-igttting. All operational, no burnouts; no dark spaces in customer areas, appropriate use of accent lighting; no glare at eye-level.

7. Merchandising. Enough inventory to fill shelves and/or wall displays; ease of selection and availability; stock not on the floor; kiosks and displays in working order, easy access between fixtures.

8. Acoustic signature. Easy to talk and to hear; music is intentional, subtle, and appropriate for clientele; background noise (phones, intercom, conversations, etc.) is minimal.

9. Saler materials. Brochures and catalogs accessible and organized; professionally printed, comprehensive and understandable; spec sheets; competitive cross references; business contact information provided on all publications.

10. Cteantiness. Displays dusted; clean baseboards; free of cobwebs; all horizontal surfaces free ofdust.

l-1. tr'tooring. Hardwood, polished; carpet, vacuumed, no traffic wear patterns; cement, clean, good traction; tile or laminate, clean, unbroken; flooring is comfortable for standing and walking; no chips, bumps, or tears that could trip customers.

1,2. Restrooms. Available to cus- tomers; paper and soap dispensers filled; clean, fresh, easily identifiable, private and comfortable; graffiti-free.

13. Point-of-sale terminals. Conveniently located throughout the sales counter.

14. Identifiabte labets. Product labels describe features and benefits.

15. facmging. Product presented in attractive packaging convenient for customer to handle.

16. Sigttug", indoor. Exits clearly marked; departmental signs visible; no handwritten signs.

17. Op"nness. Overall appearance establishes a feeling of trust, as if to say, "We have nothing to hide;" no signs that say "Employees Only," "Do Not Enter," or, my favorite, "Customers Not Allowed."

1,8. rloo. plan. Interior design layout logical for customer engagement; if store is pan of a chain, floorplan is consistent with other locations.

L9. Pac" of business. Length of transaction-from selection to purchase-meets or exceeds customer's expectations.

20. nugr. Sturdy enough to carry products; clearly marked with business contact information.

21.lnteractive displays or product demos. Models that customers can "try before they buy."

22. voic.. Business personnel speak in a pleasant tone that suggests an attitude of cheerful helpfulness; bilingual staff where a large portion of customers speak different language.

23. .q,tti.e. Staff easily identifiable; dress code to standards determined by business owner; matches or exceeds customer expectations.

24. tdequate number of counter salespeople on hand to offer customers personal attention.

25. Professionalism. Individual staff members are empowered to do what's necessary to serve customers.

26. Sates language. Sales staff comfortable making suggestions to buy and selling up when appropriate: don't speak jargon to customers.

27. Yri"irg policy. Pricing structure clearly understood by all person(Please turn to next page)

SERVICES "OUTSIDE THE BOX'

Products

- Dick

Ert.127 - Renee

Ext.162 - Brad

Phoenix

Ext.222 - Greg

Ext.224 - Scott

Ext.223 - Tom

Scheduled Truck Runs, VMI Programs, Monthly, Quarterly, Yearly Pricing Programs, Cut-To-Size, Just-ln-Time Delivery, One-Stop-Shopping, Experienced Sales Staff, Warehouse, Direct and Reload Sales.

Specialties

Long Length Plywood and OSB - Thick PanelsAlternative ltems: Radiata Pine, Okume, Elliotis Pine, Low Grade Plywood and OSB - Salvage / Closeout Buys

Sanded Plywood

Siding Plywood

Duratemp

Sheathing Plywood Mill Grade Plywood

OSB

Fire Treated Plywood

Pressure Treated Plywood

Hardwood Plywood lmport Plywood Industrial Adhesives

Elk Composite Decking

Particleboard

MDF

Overlaid Composites

Hardboard Siding Trim

KD Lumber

Pine Boards

Firestone Roofing

Lattice Panels

Hardwood Lumber

FRP Board

Tyvek

Measure Customers' Experience

(Continued from previous page ) nel and easily accessible to customer.

28. Customer business center. Separate space for customers to access computer, fax, phone and other business peripherals; Internet access; WiFi or Ethernet available to customers.

29. Wurranty or Guarantee. Posted information regarding a customer's options when dissatisfied with product/service.

30. fne Wow Factor. Anything that is surprising, interesting or fun; examples: popcorn machines, gourmet coffee, complimentary beverages, television, free food, popular magazines, word puzzles, trivia questions, video games. Get the idea? Be imaginative.

Bubba Likes It

Yesterday's "breakthrough" becomes tomorrow's old news. To deliver a powerful customer experience requires constant innovation and risk-taking. In the near future, companies will add Personal Experience Factor improvements to their annual budgets and set aside hard dollars to build a better experience. Is this really necessary? Only if you want to outgrow your competitors in the next decade.

Don't take my word for it. Type "customer experience" into your favorite search engine and you'll discover a muscular beast emerging into the service arena. It's destroying the companies who don't "get it."

The story at the beginning of this article is true. By periodically measurins the PEF at the counter sales area, this branch continually found ways to build a better experience for its customers. Besides the fresh baked cookies, gourmet coffee, and free WiFi, you would also find in this counter sales area, a customer break room, Etch-A-Sketch drawing toys, and "Tavern puzzles" to occupy customers while they wait for their order, and a small refrigerator with cold beverages for "Customers Only."

No wonder Bubba likes it. There's always something new-over the counter.

Personal Experience Factor Scorecard

125 and below: Qualifies for Extreme Counter Makeover.

126 to 150: Congratulations! You're average.

151 to 200: Above average is good.

201 to 249 Well done. Exceeding customers' expectations. 250 and up: High five! Model Sales Counter.

- Get your own PDF copy of the Personal Experience Factor Scorecard at ww w.hi ghv o lta g epe rfo rmanc e.c o m. M ike Dandridge is a sales trainer, speaker and author of Thinking Oustide the Bulb. F1e can be reached at (254) 624-6299 or md @ t hep e rfct rmanc epro .c o m.