I’m very exciting that RedBalloon is recruiting for a new role, a Customer Excellence Manager. We see it as the next big step in our growth and innovation story. To put it in context; I’ve always used the title Chief Experience Officer (in part because of what we sell) but more so because ‘I’m accountable for how people experience RedBalloon’ – whether that be our customers, suppliers, distributors or the team. Whilst I’m accountable, it is simply not practical and does not make business sense for me to know everything that goes on in every team all the time. Nor would I be expected to. My role as the leader is to ensure that each RedBallooner is aligned to the way we do things… and has the tools, resources and values to get the job done.
The question that I now have, who is the real champion on behalf of the customer? Hence this new position. How do we ensure that we keep listening and that we are transparent with our customers? Given the increasing scale of the business, we must continue to nurture, listen and deliver an ‘intimate’ customer experience.
I was recently at a seminar, which talked extensively about growth strategies. Interestingly enough the lecturer had us focus on one particular question throughout the three day program.
We were asked to answer this question from the customers point of view; ‘What is the job to be done here.’ That is ‘Do the job that your customer wants done’ not the job that you think they think they want done
The job to be done may well differ for different audiences. For most people who visit redballoon.com.au the job to be done is:
‘I need an interesting gift for a person I care about – quickly (where they are), that shows that I am thoughtful.’
You may in fact think that RedBalloon has a different job that we need to do for you. (and I’d be keen to hear what that is)
The thing that I am excited about is that the Customer Excellence manager will be all ears… listening to what that RedBalloon job to be done is.
Then it is for the Customer Excellence Manager to champion that voice loudly to ensure that the rest of the business stays focussed on what the customer really thinks – not what we think they think.
What do you think?
Imagine running a business based on fun - that's what I decided to try when I left a very serious corporate career in marketing to set up RedBalloon...
7 Comments
There is a bit of a conundrum though when organisation grow to a certain level bureaucracy is needed to keep everything in order however it does hinder significant growth. Flight centre is a good example of finding ways around bureaucracy through acting in small groups. Transparency also helps avoid the clog ups that can be formed and covered up in a bureaucracy. I recently listened to an interview about a company in the states and the CEO was talking about how every teams goals and progress towards those goals was displayed for everyone in the firm to see, that way no one was surprise when teams were reprimanded for underperforming and more importantly the people who actually delivered the goods where celebrated accordingly
A ted talk that captures this is by Barry Schwartz
http://www.ted.com/talks/barry_schwartz_on_our_loss_of_wisdom.html
The example of the janitor is fantastic.
So true Naomi, however I believe that many businesses ‘think’ they are listening to what their customers are saying to them, but there is a difference between ‘hearing’ and ‘listening’.
I’ve worked with clients who run enormous [and expensive] survey campaigns and the like, only to not interpret them correctly or avail themselves of developing realistic strategies to address what they had found. It’s amazing.
I also work as a business mentor with the Women In Business program with the NSW Government and have seen how small business operators are so passionate about their project; their ‘baby’ so to speak, that in some ways, they can lose a degree of objectivity in directing their key focus or product offering into alignment with customer expectations. Additionally, they generally lack the funds to even conduct some of the basics in marketing that message.
You make an interesting comment, “To ensure that the rest of the business stays focussed on what the customer really thinks.” I believe this can a two-edge sword though. Yes, to identify ‘how’ you are perceived [products or services], but does this mean you then need to better align your marketing strategy if the message is not clear? How does this then effect your overall business objectives if you move to align with what the customer ‘thinks’ you do, but it’s not really…? This evolution of promoting and then realigning can be a tight-rope between guiding and enabling the customer as to what they think it is you do and what you want them to think that it is you do.
I personally think it is wonderful to have this new employee who will be solely responsible for this aspect and would encourage a ‘personalised’ approach to give the business individualism of ‘someone to speak to directly’, like: “Contact Emma”. With the business growing and diversifying to such a large degree [I have followed you since you first began...
], and with it now exuding a more ‘corporate’ energy, it would be nice to keep having personalities in the business from a customer’s perspective. And yes, I have bought RedBalloon products! A very satisfied customer.
By the way, thanks for your ongoing terrific contribution to the conversation of women in business in leadership roles. I was at the Women At The Top seminar last week.
Cheers
Angela.
Hi Naomi,
As a subscriber of Smart Company I’ve been meaning for a while now, to mention to you a perception that I have of your blog title there.
I have watched with interest many media casts, many interviews, etc of you over the years, and it’s only my personal opinion and I certainly don’t know you personally, but my perception is, that the title of your blog “Get Out Of My Way”, does not really demonstrate your true values — at least the perception I have of you from everything I have seen.
The perception I have is obviously a strong and directed woman, focused, intentional etc, but certainly not domineering.
In other words, I just don’t think it does justice to you. It sounds overbearing, over zealot and is not in alignment [I believe] with the message you are so genuinely delivering regarding the roles of women in management; particularly in light of the fact, that it does not NEED to involve a sense of pushing/bullying or exhibiting male-like characteristics to succeed as a woman in business.
The concept of “Get Out Of My Way” just sounds a bit over-bearing, I would have thought. For me, it conjurs up images of you barging through a crowd, bowling everyone over as you forge forth. In fact, every time I read it, it’s just not authentically you. I trust you can accept this with the spirit I am writing, but you may like to consider this moving forward.
Kind regards,
Angela.
I totally agree with you on this… You must stay true to your strategy – not become a leaf in the wind. There is also the theory of the tyranny of incrementalism (almost management by committee when a great idea get’s so watered down you can no longer see the brilliance of the original powerful idea. Also we cannot ask our customers what they don’t know – or cannot imagine. As Henry Ford said ‘If I had asked my customers they would have asked for a faster horse.’
Agreed – and I will action. I think I am driven and forthright – but it is never at the expense of my values or those people around me. There is no treading on others to get where I want to go… I am very much about taking people with me on the journey. Thanks for the insight – appreciated
its a shame to say this but from my experience with your company you need a “Customer Excellence Manager”
Thanks Sam,
Needless to say if you have any specific feed back I’d really appreciate your input… my email is naomi.simson@redballoon.com.au