18. The Acid Test:
If our name was removed from any
part of the customer experience,
would customers still know it was
Virgin?
19. To add a personal touch A Virgin Trains manager took all the
to our customer placemats from First class and folded
experience: the little them into fans for the passengers caught
extras…. in an unpleasantly hot carriage when the
air-conditioning failed.
To offer an experience When Virgin Money sends people letters
that’s 100% human, about their financial services they
treating customers with recognise it’s the customer’s money, not
respect. theirs. They don’t write in jargon but as
one human being to another
29. The Virgin Customer Experience Charter
Our Customer Experience principles How Virgin Group companies put it into practice
To offer an experience that’s 100% human, Speak from the heart, not a script. Talk to people the way they prefer to be talked to – with
treating customers with respect. warmth and humanity. When Virgin Money sends people letters about their financial services they
recognise it’s the customer’s money, not theirs. They don’t write in jargon but as one human being
to another
To make the experience simple and easy, with In a world of clutter and technology, there’s nothing consumers appreciate more. Virgin Mobile
no confusion. launched with the goal of putting the customer first and to be a breath of fresh air in a confusing
field of technology. It revolutionised the industry by scrapping peak rate calls and allowing
customers to pay any way they like with no contract.
To give our customers what they really want. Virgin Megastores were the first major music retailer to introduce listening posts in their stores,
allowing consumers to listen before they buy.
To get the right things right. Every time. Like Virgin trains – who built a power point into every seat – so you can get some work done
without your laptop or mobile running out of juice.
To keep our promises. If we say it, we’ll do Some companies show a lack of regard for their customers by making promises they can’t or won’t
it. keep. Virgin companies do what we say – no lies and no backtracking, just action.
To challenge convention. No bollocks or Virgin Direct’s index tracker investments broke the investment world’s greatest conventions and
bureaucracy secrets by beating traditional fund management with an investment fund linked to the FTSE.
“Wouldn’t it be great if your shares could beat the shares of all those highly paid investors?” You
can, 90% of the time, if you just invest in all the FTSE top companies.
To add a personal touch to our customer As a customer, there’s nothing more frustrating than dealing with a faceless bureaucracy or a
experience: the little extras…. member of staff who tows the party line. A little something extra can really go a long way to
improve a their experience and their opinion of Virgin. E.g. A Virgin Trains manager took all the
placemats from First class and folded them into fans for the passengers caught in an unpleasantly
hot carriage when the air-conditioning failed.
To never design what we do by assuming the Phone broken? No problem. Virgin mobile will send a replacement the next day. That’s before we
worst in customers receive the original back – we take your word for it.
30. Nordstrom
The 8 Management Principles of America’s #1 Customer
Service Company
1. Provide your customer with choices
2. Create and inviting place for your customer
3. Hire nice, motivated people
4. Sell the relationship
5. Empower Employees to take ownership
6. Dump the rules
7. Encourage Internal Competition
8. Commit 100% to customer service
31. I own customer service
I deeply understand my
customers needs
I proactively provide solutions
which add mutual value
I am happy and able
I make it happen
39. “ ‘Results’ are measured by the
success of all those who have
purchased your product or service”
—Jan Gunnarsson & Olle Blohm, The Welcoming Leader
Blohm,
45. Are you … “Rock Stars
of the Age of
Ag
Talent”
Talent”
46. “Experiences
are as distinct
from services as
services are from
goods.” —Joe Pine & Jim Gilmore, The
Experience Economy: Work Is Theatre & Every Business a
Stage
47. “The [Starbucks] Fix” Is on …
“We have identified
a ‘third place.’ And I really
believe that sets us apart. The third place is that
place that’s not work or home. It’s the place our
customers come for refuge.” —Nancy Orsolini, District Manager
48. The Value-added Ladder/ MEMORABLE CONNECTION
Spellbinding
Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
49. Beyond the “Transaction”/ “Satisfaction” Mentality
“Good hotel”/ “Happy guest”/
“Exceeded Expectations”
vs.
“Great Vacation”/
Vacation”/
“Great Conference”/
Conference”/
“Operation Personal
Renewal”
Renewal”
