Consumer Passion

New Position

I have recently agreed to join Fellowforce.com as their point person in North America.  Open innovation is such an incredibly exciting area, and I'm thrilled to be a part of such an innovative internet startup with limitless potential.  I'm grateful that founders Ruben Robert and Jack Allerts have reached a hand across the 'pond' (Fellowforce is HQ'd in Amsterdam)

For the skinny on Open Innovation, read Wikinomics (time very well spent).  If the business or organization you own or work for is looking to tap into the global marketplace of ideas, innovation and problem solving (and it should, read Wikinomics), visit Fellowforce.com and post the problem ... the 'challenge' ... that needs solved.  It's easy, and affordable.  Everyone, from creative 'citizen' consumers to expert professionals, can enter the various challenges for reward, fame and exposure.  It's your ticket to join the global innovation arena.  And doesn't everyone have an ocassional 'Eureka Moment' ... where you say "why doesn't such and such company do ____", or "why doesn't this product have ____", or "I just came up with what I think is a great idea for ___"?  Well, check out the Innovation Box at Fellowforce.com.  Take those innovative, creative ideas and solutions and let Fellowforce match them with appropriate companies.  It could be your big break, and I wish you the very best success. 

Jeff  Crites (Director, North America for Fellowforce.com   jeff@fellowforce.com)

Potter Mania: Pictures from the Grand Hallows Ball

Pictures are worth a thousand words, right?  So I'll let these do the talking.  They were taken at my local Borders Bookstore, which was hosting a Grand Hallows Ball to celebrate the midnight release of J.K. Rowling's latest, and apparently last, Harry Potter book: Harry Potter and the Deathly Hallows.  Lots of wizardy hats and accessories ... lots of kids with a 'sugar high' sense about them.  I was there at 12:00:01 when the screaming began ...

First group in line, seconds after purchase, minty Potter books fresh out of the box (with new book smell) at the stroke of midnight.  Let's work backwards, from this moment of passionate jubilation.

   

 

Want To Infuriate Customers? Do This

A customer calls you ... a prized consumer ... one who has chosen to 'bundle' four services together (Landline, Cell, DSL, Direct TV) in an effort to streamline and save some money.  This customer spends on average $200 per month with you, or $2400 per year ... each year. 

This customer has some billing questions, and after answering them to his satisfaction, you tell the customer that with his permission, you can check his account to see if there are any updates, upgrades or savings available.  This sounds reasonable, so the customer agrees.

You then tell the customer that he can double the speed of his DSL and save several dollars per month on his Direct TV deal by simply updating/upgrading the plan.  At which point, this wise customer who knows nothing is for free, asks "what's the catch?" And you say there is no catch.  By upgrading, the customer is told, several discounts kick in that actually save money.  All you ask in return is for permission to send 'information' in an e-mail about two broadband services ... one involving security, the other online gaming.  "Just information?" the customer asks.  "Just information" you say with fingers crossed behind your back.  Fine, says the customer.  Upgrade me, save me money, and send me information. 

A short time later, you send the valued customer two e-mails asking him to 'activate' the new Broadband Essentials and Extras services he's ordered.  But wait a minute the customer says to himself, I did not 'order' anything.  So the customer clicks on a link provided in the e-mail that takes him to a page where he can 'activate' the new services (totalling about $22 per month), or refuse to acknowledge the agreement, which would then, according to your instructions, 'cancel' the services that the person, who did not place an order, has been told he ordered.

And when the valued customer, who is now furious, tries to cancel the items, you take him to another page where he's asked "Are you sure you want to cancel these services?".  And the only option you give him is 'click back to reconsider'.  No option for "Yes, I want to cancel the services that I never ordered in the first place". 

After several fruitless attempts to cancel online, followed by attempts to contact a customer service rep online ... the now blood-boiling customer, the one who spends $200 each and every month with you, calls a toll free number to get help.  You greet him (first in Spanish) with a never ending series of robot voice questions to get at the root of the valued customer's problem.  After the customer yells dozens of times into the phone, various things, like "LIVE OPERATOR", "MORONS", "LIVE HELP PLEASE" ... and some things that should not be repeated, you tell the customer in a recorded voice that you will get a live representative to help him. 

This is where you begin piping in loud, distorted 'on hold' music, similar to fingernails dragged across a chalkboard, magnified a thousand times, and tell the valued customer that due to the high volume of calls, the wait will be at least ten minutes.  And after about fifteen minutes of excruciating music, you finally connect the valued customer with a living, breathing person with a name. 

Her name is Tamesha, and she's professional, polite, even apologetic.  The customer knows it's not her fault, tells her so, and proceeds to unload all pent up frustration ... hoping that the call is being  recorded, or that Tamesha will forward some of this frustration to 'higher ups' in your company.  You of course know that this valued customer, whom you've successfully managed to tie in a bundled service knot that will be very difficult to undo ... now that you've cancelled the orders that he never ordered ... will likely let the steam blow off ... and continue to do business with you, because changing service providers is a massive undertaking, and could present other problems, since other businesses in the same business are pretty much the same as you. 

"Thanks for choosing Verizon" is the last thing the valued customer hears, as he ends the call on his Verizon cell phone, and goes to his laptop to write in his blog, via his Verizon broadband connection. 

The Harry-est Town In America

Is Falls Church, Virginia, according to Amazon.com.  The title means residents of Falls Church, located a hop and a skip through gridlocked traffic from Washington, DC, placed more Amazon orders of "Harry Potter and the Deathly Hallows" per capita than any other town in America. 

"We are honored to win the Harry-est Town in America title," said Falls Church Mayor Robin Gardner. "Our small-town community places great importance on education and reading, and it's no surprise that we have a wealth of Harry Potter fans of all ages."  Gardner also thanked Amazon for a $5,000 gift certificate the online retailer donated to the city's Mary Riley Styles Public Library Foundation.

What does the Harry-est title really mean?  Well, of course it's all part of the fun, biz PR and madness surrounding this weekend's release of J.K. Rowling's latest (and last Potter) money minting creation.  Since Falls Church was joined by two Northern Virginia neighbors, Fairfax and Vienna, in the top five ... one might surmise that the traffic nightmare that NOVA presents each day (I live here, it's worse than rolling naked in poison ivy), is the key driver in decisions to purchase online.  Why jump in the family wagon and spend 30 minutes driving three miles to the local 'brick' bookstore to pre-order, when you can 'click' your way to Harry madness, and let Amazon ship to your door?  The Harry-est state is D.C., so I rest my case. 

How does your town rate with Amazon on the Harry-est scale?  Go here to find out.  And remember, you must order at Amazon.com by Tuesday, July 17 at 12:00 p.m. EDT using standard shipping or better (including Amazon Prime), for guaranteed delivery of "Harry Potter and the Deathly Hallows" on its release date of Saturday, July 21, to all addresses within the lower 48 states.

I Scream, You Scream ...

And of course we all scream for Ice Cream.  Especially in July, since it's national ice cream month.  Yes, this past Sunday was officially National Ice Cream Day, designated as such by President Ronald Reagan in 1984, when he declared that the third Sunday in July hence foward (hence?) would be observed with "appropriate ceremonies and activities".  Well, I'm a day late, and I have some making up to do, as a very passionate consumer of ice cream.  So let the ceremonial activities begin. 

In the spotlight, what could very well be the nation's finest purveyor of frozen dairy delights - frozen custard to be exact - Ted Drewes, with two locations in St. Louis, MO.  Have I been there?  Yes.  Used to live in the Gateway City, and the first time out with a group of new friends, I was informed in no uncertain terms that as a newbie to the city, I was going on a "Drewes Cruise". 

And what an experience.  If memory serves me correct, there were about ten service windows, each with a line of twenty or more people, and hundreds more already with custard in hand, all milling about ... basically taking over a sizeable swath of the city.

There were several policemen on hand to help with traffic and parking and all that goes with gazillions of custard crazed ice cream loonies storming what amounts to a small shack.  It was that busy, and yes, that good.  I had a 'concrete', a dense mix of high calorie, taste bud exploding frozen custard that's handed to you upside down (without a lid) to make the point that this ... is no ordinary ice cream. 

And it truly is extraordinary.  Going on a 'cruise' to Ted Drewes is a beloved St. Louis tradition, the kind that attracts hundreds and hundreds of customers - at a time - on a Friday evening.  It's been around for more than 75 years, and the owner has turned down countless franchise offers.  "It's a matter of quality.  Franchising could lead to mediocrity," Ted Drewes Jr. notes on his website.   Next time you're in St. Louis, stop by Ted's place (only two locations), and see what quality ice cream is really all about.  You won't be disappointed (but you will be full!!)

Cow Appreciation Day

(for my post on Cow Appreciation Day 2008, click here)

Friday, July 13th, is Cow Appreciation day at Chick-fil-A.  The third annual event offers a free combo meal (breakfast, lunch or dinner) to any customer who, quoting the press release, isn't "too chicken" to visit any of the chain's 1,300-plus restaurants fully dressed as a cow.

Now, I love ... love ... Chick-fil-A.  The best chicken sandwiches, period, in my opinion.  But my first reaction was, well, that's not much Return On Investment.  Let's do the math:  walk into a public restaurant fully geared up in some sort of bovine apparel (include time/money spent on cow gear). And in return, the chain will reward your time/money committment and self humiliation with a free meal, worth about five or six bucks. 

Ahhh ... but I was forgetting something called consumer passion.  A counter argument, from today's press release:

Last year's Cow Appreciation Day celebration - and the resulting turnout - confirmed that Chick-fil-A has a strong following of customers willing to go to great lengths to show their appreciation for cows (not to mention, to receive a free combo meal). More than 4,000 customers visited Chick-fil-A restaurants throughout the country dressed in cow-themed costumes, complete with black-and-white spots, furry ears, cow bells, and homemade sandwich boards with their personalized renditions of Chick-fil-A's "Eat Mor Chikin®" Cow messages.

"Cow Appreciation Day has turned into its own pop culture phenomenon and it's a natural fit with our 'Eat Mor Chikin' Cow marketing campaign," said Steve Robinson, Chick-fil-A's senior vice president of marketing. "We've always known that Chick-fil-A has had a loyal customer following, but Cow Appreciation Day is a great reminder of just how passionate our customers are (emphasis mine)."

A 'herd' of some 300 cow-spotted summer campers apparently 'stampeded' a Chick-fil-A in Olive Branch, Mississippi last year.  Obviously this event draws some well organized, fanatical groups of Chick-fil-A lovers.  I may not be 'bovined up' this Friday, but I'll definitely stop by a Chick-fil-A to see how many passionate consumers will go that extra, crazy mile to connect with a favorite business.   

Customer Disservice

I could write on and on and on and on about the dismal customer service I experience on a daily basis.  Actually, I think I will do just that. 

One definition of 'disservice' is an 'injury'.  That's appropriate, as businesses that consistently offer lousy service are in effect injuring ... damaging ... consumer relationships.  One serious injury, or a series of smaller ones, will ultimately end the relationship.  It's the exact opposite of stoking positive Consumer Passion, which can be described as 'boundless enthusiasm'.  Passion can also be defined as a 'strong emotion' ... love on one hand, anger on the other.

For example:  my local KFC infuriates me.  It has officially pushed me over the cliff in terms of what a consumer can stand.   I refused to do business with it for more than a year, despite the fact the food is pretty tasty. The reason:  a 45 minute wait to get my order one night.  Forty Five Minutes (for fast food). It was surreal.  I felt trapped.  I had ordered and paid, but soon realized by the looks and comments of other patrons that it would take forever and a day to get my food.  But I stayed and waited anyway, and I can't explain fully why. There's that fear that just when you throw in the towel ... someone will be ready to call your order number.  And my wife really, really wanted a chicken fingers meal. 

Were  they short-staffed?  Was the staff inept?  Is the basic KFC service model out of whack?   All the above and more in my opinion.  The manager on duty certainly didn't know what he was doing, and had zero ability to deal with a crisis.  If this was a one time bad experience, I'd have been a little ... a little ... more understanding.  But nearly every time I've been to this place, something goes wrong.  The person at the drive thru window is a jerk, or can't communicate, or both, and the food takes forever, when it's actually available. 

So like an idiot, I caved the other day.  I went back, drawn by those blasted chicken fingers, and the fact my wife really loves them.  And sure enough, the gal manning the drive-thru was simply pathetic, offering a mocking tone when I asked legitimate questions, while communicating at a third grade level.  And when I receive my order, she tells me they don't have my extra order of chicken fingers, because "we're out".  I asked how long it would take to make more.  Reasonable question that shouldn't have had to be asked.  She says, and I'll quote as best I can ... "well, um ... they gotsta do some drum sticks.  Batter 'em, cook 'em.  Then ... well ... umm.  Maybe fi-teen, twenny minutes."   

It was 11:45am on a weekend.  Lunch rush time.  One of the most popular items on a menu is not available, and will take 'twenny' minutes to cook?   I'm just as angry at myself for going back.  I won't make that mistake again.   Note to managers and owners, especially fast food managers and franchise owners:  put the best people you can find on the front line (drive thru window, cash registers).  People who actually like people.  People who speak clearly.  Doesn't have to be perfect English, but perfectly understandable.  People who know that they can diffuse a bad situation simply by treating customers with respect, communicating honestly about the situation, and doing their best to resolve it.   It's not rocket science.  But it is people science.  And so very few places these days seem to get it right. 

Free Slurpee

7-Eleven will celebrate it's 80th birthday on Wednesday, 7/11/07, by giving away 7.11 ounce slurpees.  The world's largest convenience retail chain (32,400 stores) does not evoke strong feelings of passion.  I'm confident we won't see people camping out for free slurpees.  But there's something comforting, something nostalgic about this 24/7 purveyor of quick stuff.  7-Elevens certainly rate low on the ambience scale.  In fact, they seem pretty much the same since I was loading up on Bazooka gum in the early 70s.  The clerks are hit or miss, in terms of personality and ability to speak clear English.  But I know beyond a shadow of a doubt that on any given day, at any given time, I can find an open 7-Eleven for a quick snack and thirst fix.         

Some interesting facts:  7-Eleven was the first ... to open 24 hours a day, to sell fresh brewed coffee in to-go cups, to have a self-serve soda fountain, and to offer super-size drinks.  I remember well hopping on my skateboard, paper route money in hand, zipping off to my local 7-Eleven to buy slurpees in collectible sports cups.  I had tall stacks of emptied cups in my closet, which spoke volumes of the volume of sugary slush drink I consumed in my youth.  And no doubt I'll pick up a free one Wendesday.      

Fellowforce.com: Experts (that's you) wanted

I stumbled on Fellowforce.com the other day while skimming through thousands of press releases.  It was one of those gold panning experiences, where after days of panning, I suddenly found that fat nugget I'd been hoping for. 

Open for business since mid-June, Fellowforce (slogan:  Open For Participation) calls itself a "Platform for Open Innovation and Problem Solving".  In a nutshell, we're talking about a blend of Crowdsourcing and Crowdcasting.  An earlier article I wrote, Crowdsourcing vs Crowdcasting, explains these two terms in detail.  Basically, to quote Business 2.0 writer Melanie Haiken, we can think of crowdsourcing as a "giant, creative rave", and crowdcasting as a "private backstage party you can't get into if you're not on the list." 

It works like this:  A company needs something ... help with a product, a slogan, or maybe a logo.  If it wants to tap the creative knowledge and ability of outsiders (consumers), it can fish for ideas in the open ocean (crowdsourcing), or it can go to a stocked pond (crowdcasting), where a more select group of 'experts' has been chosen.  It's the kind of thing I get very, very excited about.  Companies posting 'challenges' that offer cash and other rewards for the winning idea/innovation;  consumers ... idea people ... who've had a Eureka Moment, or might have a product improvement suggestion, can submit their ideas to Fellowforce, and those ideas are shopped to appropriate companies. 

I immediately built a profile first time I visited the site, and entered a challenge that offers 1% of Fellowforce shares for a new company tagline.  And with my profile, Fellowforce can contact me in the future, if a company is looking for ... a consumer oriented blabber blogger who thinks he has a thousand legitimate ideas to improve things. 

The closest competitors I can think of are Ideawicket and Ideacrossing.  Ideawicket emphasizes consumer ideas/inventions, and Ideacrossing focuses on company contests and challenges.  I think Fellowforce blends the best of those two outfits, and ultimately offers a more attractive site and experience for the average 'consumer'.  All of us are, or think we  are, experts at something.  And I think Fellowforce is on the right path, and certainly has a chance to build the premier open innovation platform on the web. 

Going Bananas Over Twinkies

Hostess is offering banana creme filling in its Twinkies, as a regular feature, in retail stores nationwide.  What's not to like about that?  I know, I know ... but the key to Twinkie joy is to NOT read the ingredient list. 

The banana flavor, which was replaced with vanilla creme following a banana shortage in the 1940s, had only been available during special limited time offers.  Hostess says overwhelming consumer demand during a recent promotion  prompted Twinkies' bakers to bring it back for good.   For more information visit www.hostesscakes.com.  Worry not, vanilla creme versions will continue to grace store shelves as well.