Just Passing Through

You may be unfamiliar with Seth Godin.

Most people might refer to him as a marketing guru, but he has a lot more to share beyond marketing. For example, this insight about how easy it is to fail to deliver a high quality user experience.

He called this post, “Just Passing Through”:

Older guy walks into the service area on the parkway and asks one of the staff, “do you have a pay phone? My car broke down and I need to call my daughter.”

 

The staff person, killing time by checking his cell phone, is confused. He’s not sure what a pay phone is, then he figures it out, and says, “no,” before going back to his phone.

It never occurs to him to hand the phone to the man so he can make a call.

 

Every one of his customers is just passing through, no need to care.

 

Of course, at one level, all of us are just passing through.

From a more practical, business level, the ease of digital connection means that it’s more and more unlikely that you can be uncaring or mistreat people and not be noticed.

But most of all, life is better when we act like we might see someone again soon, isn’t it?

That phrase “passing through” caught my attention because we have many people passing through Paley Library and Tuttleman. Many of them are just passing through on the way to another destination. On any given day any student may stop at a service desk. Do we think of them as just passing through or is it an opportunity to build a relationship through a high quality user experience?

Many people pass through the library. Not all are Temple affiliates. A non-temple guest stopped at the desk and I could see she was somewhat exasperated. She had a child with her. She wanted to know how she could scan a job application and send it to an employer. Our scanners require an account to access the computers. All the computers were in use. I didn’t want to just say “sorry, but I can’t help you”. She was trying to cope with an impending deadline.

All I could think of was to guide her in using her phone camera to capture the document image, and then email the image to her own account where she could then forward it on to the employer. She felt relieved to have a way to accomplish her task.

Before she left, still holding the child, she put out one hand for me to shake, and as we did she thanked me. I was glad I didn’t just let her pass through even though she was a guest rather than a student. Perhaps she will enroll at Temple in future. Perhaps we will have an opportunity to build a relationship.

Even though we have many people just passing through it strikes me as a good idea, when working with those who do stop for help, to believe they will be back soon – and they will do so because their library experience was worth repeating.

Five Questions You Can Ask About Our Library User’s Journey

You may recall attending, at our 2012 Public Services Retreat, an afternoon workshop on Customer Journey Mapping. We divided up into teams and tackled two specific journeys that our community members regularly take as they navigate our library environment. Half of us worked on the journey faculty travel to put materials on e-reserves. The other half worked on the journey traveled to retrieve a scholarly article. Our workshop facilitator was James Moustafellos, a faculty member is the Fox School MIS Department. For many of us it was an eye-opening experience to see that as our users took these journeys they encountered multiple pain points. With respect to e-reserves, migrating to ARES has eliminated many of these pain points as it is now much easier for faculty to put items on e-reserve and for students to locate these items.

Though we often lack the time to get together for these types of workshops where we can spend a few hours mapping the journeys and analyzing them (and don’t forget we all needed to spend a few hours gathering data and artifacts in advance of the workshop), there may be something each of us can do on a regular and individual basis to adopt a customer journey mindset as we go about our work. It involves a process of asking yourself five questions, while you attend to your day-to-day activities, about our community members’ library journey. According to a blog post at Customer Experience Matters, it may be adequate to integrate what they call “Customer Journey Thinking” into your practice. Here is how they describe it:

Embed thinking about customer journeys into day-to-day decisions across the organization. Employees actively consider why customers are interacting with the organization and think about how those interactions fit within the customers’ broader set of objectives and activities. The goal: Encourage every employee to think about customers’ journeys.

It is the first of three levels that make up the Customer Journey Mapping Pyramid. It involves asking yourself five questions related to your transactions and interactions with community members. These questions are included in the Pyramid figure below:

Figure illustrates the Customer Journey Pyramid

There are three levels in the CJM Pyramid and Five Questions in Level One – CJM Thinking

One way to think of it is to become a reflective thinker about your interactions with students, faculty, alumni, guests and others. What happened? Could it have gone better? What will I do to improve next time? The five questions can help take you through the reflection process.

Who is the community member? Start by recognizing that different segments of our community have different needs. Consider who that person is before thinking about their specific journey.

What is the community member’s real goal? Why was the person using the library and what brought them to you. To understand how that community member views an interaction and what’s shaping their expectations, you need to think about what they are really trying to accomplish?

What did the customer do right before? The patron may be contacting you now, but it is probably part of a longer journey. So you need to think about where they’ve been prior to the interaction in order to understand how they will respond to an interaction with library.

What will the community member do right afterwards? When patrons interact with us it’s almost never the last step on their journey. So we need to think about what they will do next to understand how to best help them.

What will make the community member happy? Rather than just aiming to satisfy customers’ basic needs, think about what it will take to provide each person you encounter with the most positive experience–given what we know about their real goals and their entire journeys.

Taking time to think through interactions with community members – being reflective about the exchange whether brief or time consuming – may help each of us to better observe where the pain points in their journey occur. We can then work together to eliminate those pain points, improve that journey and help build a better overall library experience.

If you think there may be value in doing more in depth customer journey mapping projects, please let me know.

(Almost) Wordless Wednesday: Wayfinding we could use

Princeton Public Library.jpg

Princeton Public Library

Photo by: James D’Addio, Hillier

Society for Environmental Graphic Design2006 SEGD Design Awards

 

 

sjasis - Seattle Public Library - Welcome and Check out.JPG

Seattle Public Library – 5th Avenue Welcome Desk

Photo by:
Susan Asis Kalman @ The Way I See It . . . 

 

Brown University Friedman Study Center Signage.jpg

Brown University Friedman Study Center

Photo by: Chris Mueller

Society for Environmental Graphic Design2009 SEGD Design Awards

 

 

Children's Museum of Pittsburgh - Bathroom.jpg

Children’s Museum of Pittsburgh

Photo by: Peter Mauss/Esto

Society for Environmental Graphic Design2005 SEGD Design Awards

 

 

Hand to Hand.jpg

Hand to Hand – Wayfinding/art installation in Madrid and Barcelona

Photo by: AZAphoto (Madrid);

Hassel & Gretel, Xavier Pascual (Barcelona)

Society for Environmental Graphic Design2010 SEGD Design Awards

A Great Customer Experience Story

Sometimes we receive extraordinary service – when we least expect it – and that’s what makes it so memorable.

Here is a story of just such an experience.

Pull quote:

Customer service is no longer about telling people how great you are. It’s about producing amazing moments in time, and letting those moments become the focal point of how amazing you are, told not by you, but by the customer who you thrilled. They tell their friends, and the trust level goes up at a factor of a thousand. Think about it: Who do you trust more? An advertisement, or a friend telling you how awesome something is?

One Mission: Provide the Best Customer Service Possible

I came across this quote that comes from a leading organization in the field of customer experience excellence:

At Zappos they state that, “Customer service isn’t just a department. We’ve been asked by a lot of people how we’ve grown so quickly, and the answer is actually really simple… We’ve aligned the entire organization around one mission: to provide the best customer service possible.”

To me this speaks to the importance of having the entire organization, regardless of where one works or what one’s specific responsibilities are, focused on the design of and delivery of a great customer experience.

From: “The Changing Role of Marketing

NY Times Article on Pret A Manger

Passing along this article about promotion, motivation and customer service systems at a UK/US fast food shop.  I wish I had bonus money or iPods to hand out to the folks who support me everyday.  
But, does anyone see a downside?  Could this foster resentment in staff that are never rewarded?  

Inside The Apple Store: The Rules That Govern The Retail Chain

http://www.huffingtonpost.com/2011/06/15/apple-store_n_877553.html

I saw this article online today, some highlights:

— In-store technicians are asked to deal with emotional customers by using “simple reassurances” that they are listening, like, “Uh-huh” and “I understand.”

— Employees at the Genius Bar are asked to say “as it turns out” instead of “unfortunately,” for a more positive spin on their bad news.

— Employees are forbidden from correcting customer mispronunciations, because it would make them feel “patronized.”

— New employees are made to shadow more experienced co-workers and are forbidden to talk to customers until they’re ready–which takes a few weeks, or more.