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Archive for the ‘Customer Service’ Category

Make Customers A Good Reason To Go To Work This Morning And Every…

And think of this: We, in service sector, do good to our customers again and again often see their happiness right before our eyes and get paid for it too!  Even Bill Gates giving away his billions in philanthropy doesn’t get to do that.

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How a rest stop on the side of the road inspired a web page design

Introducing the YesAQars ago I was driving back to Chicago from Wisconsin. On the Illinois side there are a couple of rest stops over the tollway. It’s a great place to get some gas, grab some caffeine, and stretch your legs a little before the final 50 miles home.

The rest stop usually has a booth where you can buy a iPass so you don’t need to stop and pay tolls all the time. During the day there’s a person in the booth to help answer any questions you have.

It appears that a lot of the same questions are asked over and over. Enough, in fact, that the person who answers them is sick of giving the same answer. That answer is “Yes”.

So they jumped on a computer somewhere and put together what I can only describe as one of the smartest formats for an FAQ I’ve ever seen. A single answer on top, and all the questions below. The answer is always YES!! YES, YES. YES!! Then they taped it to the outside of the booth. You can’t miss it.

Yes Page

I thought this was brilliant. I just love it. Yeah, it’s full of passive aggression and spelling errors and formatting problems, but the idea in itself is so refreshing. It’s folk information art.

Inspired by this, we whipped up our own version of a YES! page for Basecamp 3. It was a fun exercise in messaging and design. We call it the YesAQ.

Yes Page 2

Check it out.

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Source: From here.

 

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to make it as easy and pleasant for the folks.

KRBlog A T and T Transaction

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the-power-of-stories

Our grandma’s always knew. The power of stories to engage, influence and persuade is now being rediscovered by the business community  and its relevance in all functions of an organization. .

In his talk with former Procter & Gamble executive Paul Smith, now a speaker and trainer on storytelling techniques and author of Sell with a Story: How to Capture Attention, Build Trust, and Close the Sale, Skip Prichard got him to share his  personal experience of the power of a sales story.

An extract from a transcript available here (Skip’s blog on Leadership Insights):

Last summer my wife, Lisa, and I were at an art show in Cincinnati. She was on a mission to find a piece for our boys’ bathroom wall at home.

At one point we found ourselves at the booth of an underwater photographer named Chris Gug. Looking through his work, Lisa got attached to a picture that, to me, looked about as out of place as a pig in the ocean. It was a picture of a pig in the ocean! Literally. A cute little baby piglet, up to its nostrils in salt water, snout covered with sand, dog-paddling its way straight into the camera lens.

When I got my chance, I asked the seller (named Gug) what on Earth that pig was doing in the ocean. And that’s when the magic started.

He said, “Yeah, it was the craziest thing. That picture was taken in the Caribbean, just off the beach of an uninhabited Bahamian island named Big Major Cay.” He told us that years ago, a local entrepreneur brought a drove of pigs to the island to raise for bacon.

Then he said, “But, as you can see in the picture, there’s not much more than cactus on the island for them to eat. And pigs don’t much like cactus. So the pigs weren’t doing very well. But at some point, a restaurant owner on a nearby island started bringing his kitchen refuse by boat over to Big Major Cay and dumping it a few dozen yards off shore. The hungry pigs eventually learned to swim to get to the food. Each generation of pigs followed suit, and now all the pigs on the island can swim. As a result, today the island is more commonly known as Pig Island.”

Gug went on to describe how the pigs learned that approaching boats meant food, so they eagerly swim up to anyone arriving by boat. And that’s what allowed him to more easily get the close-up shot of the dog-paddling piglet. He probably didn’t even have to get out of his boat.

I handed him my credit card and said, “We’ll take it!”

Why my change of heart? The moment before he shared his story (to me at least), the photo was just a picture of a pig in the ocean, worth little more than the paper it was printed on. But two minutes later, it was no longer just a picture. It was a story—a story I would be reminded of every time I looked at it. The story turned the picture into a conversation piece—a unique combination of geography lesson, history lesson, and animal psychology lesson all in one.

In the two minutes it took Gug to tell us that story, the value of that picture increased immensely. It’s the kind of story that I now refer to as a “value-adding” story because it literally makes what you’re selling more valuable to the buyer.

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Tom Fisfburne, a career marketer, a coach and a consultant has a lot of interesting things to say on his subject. Excerpted from his blog post here.

hate-selling

Rafat Ali of Skift described how travel brands market to customers as “hate-selling”:

“Delta’s lowest fare seats comes with tons of restrictions, and its ecommerce team thought it would be a great idea to hate-sell it,  implying: “Here’s is what you don’t get, you cheap shit!” Passive-aggressive selling at its best. Or worst.”

hate-selling-2
…”

The post attracted an interesting comment from a reader seeing nothing wrong though…:

Steve Willson says

I’m actually pleased to see that Delta is explicitly laying out what you DON’T get if you book their lowest price fares. We so often see news reports and travel site posts after the fact with folks complaining that they didn’t know that they might not get seated with their companion, or that they didn’t get a meal. Those of us who travel a lot understand the lunacy of “modern” air travel, but those who are infrequent travellers may still be stuck in the romantic era. So maybe we just need to frame the conversation a bit differently…

“At Delta we look forward to having you onboard, but here are a few reminders before you complete your ticket purchase…”

Maybe I’m jaded, but I go for transparency whenever possible:)

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Here’s the latest addition to the lore of what wonders could be wrought through end-point empowerment. Obviously no procedure manual would be able to cover even a small fraction of the large number of field scenarios that occur in real world of customer service. Remains largely unpredictable.

Here we go:

(Lightly edited for readability and conciseness from here – there was no way to reblog the article entirely from its source)

The IndiGo Way of Delighting Customers – A Case Study

indigo-1

“Excuse me, khane mein kya hai?” (“Excuse me, what are the meal options?”), asked the elderly gentleman seated with his wife just one row behind me. The question was directed to an airhostess of an Indigo flight to Pune from Kolkata (India) on a July 2016 evening. All the passengers who had a pre-booked meal, or wanted to purchase on-board, had already been served with their choice of food and beverage, and the cabin crew were busy with cash consolidation and preparing to clean up the deck.

Unlike the passengers around, I was not really taken aback by the loud and out-of-protocol address, as I was already afflicted with the couple’s high pitched conversations in Marathi and Hindi throughout the first hour of the flight. It seemed they were not used to flights. They had even interacted so audibly with their immediate neighbor, an old formally dressed man seating by the aisle seat that I knew they hailed from Satara, returning after spending some time with their newly born grandson at their son’s place at Gangtok (Sikkim). Their son had booked the journey tickets for them, the first leg of which was from Bagdogra to Kolkata, and here they were on their last part of the trip.

“Can I see your boarding pass, Sir?” asked the air hostess politely.

“Here it is”, said the elderly gentleman in a Marathi accented Hindi and extended a card to her.

“Sir, this is the one for the Bagdogra-Kolkata sector, can I please have the pass for this sector?”

To this the man seemed visibly unsettled, searching for the right card with continuous ramblings in Marathi. His wife joined the commotion with “Just see how heartless they are, we haven’t eaten anything since lunch.” The gentleman found the right card and handed it over to the lady in uniform.

As I was finishing my drink over a gripping novel, I paused for a moment to watch the drama happening live beside me.

“Sorry sir, you do not have a meal booked for this sector. You had one in the flight from Bagdogra. However, if you wish, you can now purchase any food or drinks”. The standard pitch.

“Yeh kaise ho sakta hai? Plane mein khana milna hai to? Pehla flight mein bhi diya tha?!” (“How come that’s possible? Planes serve meals, isn’t it? We were served food in the first flight!”), stated the gentleman with a demeanor that said won’t-pay-whatever-hell-comes-up-you-better

The lady excused herself for a quick whisper with her senior, handing over the boarding pass to her.

indigo-2

The lead lady, trained to expect the unexpected, came to the spot in quick time and was straight to the point, “Sir, what would you like to have?”

Seriously, none of the nearby passengers including me was expecting this.

“Dekha? Maine bola tha na?” (“See? I had told you!”), the man said with a smile, oblivious that he was going to receive a free meal. “What do you have in the meals?”

The no-fuss actions that followed next were heart-warming. The lead lady served them 2 sets of sandwiches and mixed fruit beverages with a smile and a wish, “Enjoy your meals, Sir!”.

The couple happily gorged themselves on the food over a high-pitched conversation in Marathi.

I returned to my novel.

Even though the sentences in the book were running in front of my eyes, my mind was absorbed in something else. I was reminded of a talk by Subroto Bagchi, co-founder of Mindtree Ltd…his point was on the right mix of process along with empathy in building and running an organization. All problems of the world can’t be solved by following the right process, unless you have an empathy element to back it up. It becomes particularly important when one deals with the most important aspect of one’s job, people.

If our lead lady had adhered to the laid down process, she would have rightfully refused to oblige the old couple with food packets. That was we had expected out of her. But when she decided to exercise her acumen of empathy, it suddenly made more business sense to all of us…Probably Indigo lost INR 500 (peanuts compared to their daily transactions) as a result, but what they gained was vastly in excess. It satisfied two old people without hassles, averted a possibly ugly scene, created many appreciating passengers, and made me write this blog lauding them.

“Process is not a substitute for building an emotionally rich organization. Process without emotion can quickly bring you down to the lowest common denominator.”

Subroto Bagchi, Co-founder, MindTree Ltd

Let’s not lose sight of the key enabler here: Indigo’s empowerment of its field staff – the end-point delivering the service – that encouraged the lady to make the gesture she did.

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Source: Amit Dey, Deputy Manager, Learning & Development | HR at EXL at linkedin.com. And thanks to Anshuman Deshmukh, HR Manager at Genesys International for bringing the article to my notice.

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And no maths, no equations.

This is from an article that appeared sometime ago edited for readability, deleting (irritating, light-weight and thoroughly avoidable) references to some IT specific code snippets and operations. Here you go:

How the Circle Line rogue train was caught with data

The MRT Circle Line (London underground) was hit by a spate of mysterious disruptions in recent months, causing much confusion and distress to thousands of commuters.

Like most of my colleagues, I take a train on the Circle Line to my office at one-north every morning. So on November 5, when my team was given the chance to investigate the cause, I volunteered without hesitation.

From prior investigations by train operator SMRT and the Land Transport Authority (LTA), we already knew that the incidents were caused by some form of signal interference, which led to loss of signals in some trains. The signal loss would trigger the emergency brake safety feature in those trains and cause them to stop randomly along the tracks.

But the incidents — which first happened in August — seemed to occur at random, making it difficult for the investigation team to pinpoint the exact cause.

We were given a dataset compiled by SMRT that contained the following information:

  • Date and time of each incident
  • Location of incident
  • ID of train involved
  • Direction of train

We started by cleaning the data…

This gave us:

picture-1Screenshot 1: Output from initial processing

No clear answers from initial visualisations

We could not find any obvious answers in our initial exploratory analysis, as seen in the following charts:

  1. The incidents were spread throughout a day, and the number of incidents across the day mirrored peak and off-peak travel times.

picture-2Figure 1: Number of occurrences mirror peak and off-peak travel times.

  1. The incidents happened at various locations on the Circle Line, with slightly more occurrences on the west side.

picture-3Figure 2: The cause of the interference did not seem to be location-based.

  1. The signal interferences did not affect just one or two trains, but many of the trains on the Circle Line. “PV” is short for “Passenger Vehicle”.

picture-4Figure 3: 60 different trains were hit by signal interference.

 

The Marey Chart: Visualising time, location and direction

Our next step was to incorporate multiple dimensions into the exploratory analysis.

We were inspired by the Marey Chart, which was featured in Edward Tufte’s vaunted 1983 classic The Visual Display of Quantitative Information. More recently, it was used by Mike Barry and Brian Card for their extensive visualisation project on the Boston subway system:

In this chart, the vertical axis represents time — chronologically from top to bottom — while the horizontal axis represents stations along a train line. The diagonal lines represent train movement.

Under normal circumstances, a train that runs between HarbourFront and Dhoby Ghaut would move in a line similar to this, with each one-way trip taking just over an hour:

picture-5Figure 5: Stylised representation of train movement on Circle Line

Our intention was to plot the incidents — which are points instead of lines — on this chart.

Preparing the data for visualisation

With the data processed, we were able to create a scatterplot of all the emergency braking incidents. Each dot here represents an incident. Once again, we were unable to spot any clear pattern of incidents.

picture-6Figure 6: Signal interference incidents represented as a scatterplot

Next, we added train direction to the chart by representing each incident as a triangle pointing to the left or right, instead of dots:

picture-7Figure 7: Direction is represented by arrows and colour.

It looked fairly random, but when we zoomed into the chart, a pattern seemed to surface:

picture-8Figure 8: Incidents between 6am and 10am

If you read the chart carefully, you would notice that the breakdowns seem to happen in sequence. When a train got hit by interference, another train behind moving in the same direction got hit soon after.

What we’d established was that there seemed to be a pattern over time and location: Incidents were happening one after another, in the opposite direction of the previous incident. It seemed almost like there was a “trail of destruction”…

Could the cause of the interference be a train — in the opposite track?

picture-9Figure 9: Could it be a train moving in the opposite direction?

We decided to test this “rogue train” hypothesis.

We knew that the travel time between stations along the Circle Line ranges between two and four minutes. This means we could group all emergency braking incidents together if they occur up to four minutes apart.

We found all incident pairs that satisfied this condition: We then grouped all related pairs of incidents into larger sets…This allowed us to group incidents that could be linked to the same “rogue train”…These were some of the clusters that we identified:

[{0, 1},
{2, 4},
{5, 6, 7},
{8, 9},
{18, 19, 20},
{21, 22, 24, 26, 27},
{28, 29, 30, 31, 32, 33, 34},
{42, 44, 45},
{47, 48},
{51, 52, 53, 56}]

Next, we calculated the percentage of the incidents that could be explained by our clustering algorithm. The result was:

(189, 259, 0.7297297297297297)

What it means: Of the 259 emergency braking incidents in our dataset, 189 cases — or 73% of them — could be explained by the “rogue train” hypothesis. We felt we were on the right track.

We coloured the incident chart based on the clustering results. Triangles with the same colour are in the same cluster.

picture-10Figure 10: Incidents clustered by our algorithm

How many rogue trains are there?

As we showed in Figure 5, each end-to-end trip on the Circle Line takes about 1 hour. We drew best-fit lines through the incidents plots and the lines closely matched that of Figure 5. This strongly implied that there was only one “rogue train”.

picture-12Figure 11: Time of clustered incidents strongly implies that the interference could be linked a single train

We also observed that the unidentified “rogue train” itself did not seem to encounter any signalling issues, as it did not appear on our scatter plots.

Convinced that we had a good case, we decided to investigate further.

Catching the rogue train

After sundown, we went to Kim Chuan Depot to identify the “rogue train”. We could not inspect the detailed train logs that day because SMRT needed more time to extract the data. So we decided to identify the train the old school way — by reviewing video records of trains arriving at and leaving each station at the times of the incidents.

At 3am, the team had found the prime suspect: PV46, a train that has been in service since 2015.

Testing the hypothesis

On November 6 (Sunday), LTA and SMRT tested if PV46 was the source of the problem by running the train during off-peak hours. We were right — PV46 indeed caused a loss of communications between nearby trains and activated the emergency brakes on those trains. No such incident happened before PV46 was put into service on that day.

On November 7 (Monday), my team processed the historical location data of PV46 and concluded that more than 95% of all incidents from August to November could be explained by our hypothesis. The remaining incidents were likely due to signal loss that happen occasionally under normal conditions.

The pattern was especially clear on certain days, like September 1. You can easily see that interference incidents happened during or around the time belts when PV46 was in service.

picture-13LTA and SMRT eventually published a joint press release on November 11 to share the findings with the public.

Final thoughts

When we first started, my colleagues and I were hoping to find patterns that may be of interest to the cross-agency investigation team, which included many officers at LTA, SMRT and DSTA. The tidy incident logs provided by SMRT and LTA were instrumental in getting us off to a good start, as minimal cleaning up was required before we could import and analyse the data. We were also gratified by the effective follow-up investigations by LTA and DSTA that confirmed the hardware problems on PV46.

From the data science perspective, we were lucky that incidents happened so close to one another. That allowed us to identify both the problem and the culprit in such a short time. If the incidents were more isolated, the zigzag pattern would have been less apparent, and it would have taken us more time — and data — to solve the mystery.

Of course, we were most pleased that all of us can now take the Circle Line to work with confidence again.

Daniel Sim, Lee Shangqian and Clarence Ng are data scientists at GovTech’s Data Science Division.

 

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Source: https://blog.data.gov.sg/how-we-caught-the-circle-line-rogue-train-with-data-79405c86ab6a

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