What a Caffe Nero Grande Americano says about Empowered Staff and Happy Customers

Is coffee an important part of your business day?

Last week I took an early train down south from Edinburgh. In my pocket was a complete, stamped Caffé Nero loyalty card.

I decided to buy a huge coffee to make my early start more bearable. As I stood at the Caffé Nero Express kiosk at Waverley station I  asked for a Caffe Nero Grande Americano black coffee.

The lady checked again whether I wanted milk. I replied, “No, just black.”

caffe nero grande americano

She accepted my stamped loyalty card and I took my free coffee with me on the train. I settled into my seat as the East Coast train lumbered out of Waverley station and into Calton Tunnel.

I peeled the top off my coffee cup.

And my heart sank.

Staring back up at me was white coffee. I am lactose intolerant and so I couldn’t drink the coffee I was so looking forward to savouring. I asked my immediate neighbours in the carriage if they’d like a white Coffee. One lucky gentleman accepted my cup with a smile.

But I felt annoyed. How much clearer could I have been? East Coast trains Coffee is not as tasty as Caffe Nero coffee.

I tweeted Caffe Nero but of course received no reply. I imagine they must receive thousands of tweets per day.

Over 12 hours later I arrived back at Edinburgh Waverley station. I went along to the Caffe Nero Express kiosk and explained what had happened during my early morning visit. The gentleman in the kiosk immediately apologised and furnished me with two completed loyalty cards. He did this without questioning my story. Nor did he have to refer to a supervisor or a colleague to make me happy.

I immediately felt better and Caffe Nero will stay on my Christmas card list.

So many times these days staff are not allowed to make such gestures without referring up the line. Empowerment in these circumstances is important to keep customer loyalty.

I remember visiting the Ritz-Carlton chain of hotels in the USA a few years ago and going behind the scenes to get some business ideas. They allow every one of their employees to spend up to $100 to look after a guest. They do not have to refer to a supervisor or manager. They use their discretion. This means that the service they deliver is exceptional.

Would you allow your staff to make such a decision without referral?

Now it’s your turn: I love stories about great customer experiences. If you’ve been wowed by a response similar to mine please share your story. Leave a comment or post a link to your own website or blog.

Do you know? What will be the Next Big Thing in Protection Insurance?

When do you think we will see the next big “thing” in the protection market?

I asked this question in an introductory speech I made at the LifeSearch Protection Awards 2014. I would be fascinated to hear your views. As background, I’ve included an edited version of the speech below. And for the “time poor” here is a brief three-minute video edit of what I said.

(CLICK here to Tweet this video clip).

By “thing” I don’t mean going to a medical dictionary and looking up a new rare illness, with a three-line Latin name, and adding it to a critical illness plan. And by “thing” I don’t mean finding ways to cut the headline premium rates only to cut the number of lives we accept for those rates.

I mean when are we going to see something that genuinely makes people sit back and say, “Oh My God?”

Some of you will know until the autumn of 2013, I was Managing Director of Bright Grey & Scottish Provident. Indeed I was one of the founder Directors of Bright Grey back in 2003. As a result of changes within the Royal London Group last year, I decided to take voluntary redundancy and to start my marketing business.

This means that for the first time in 25 years I no longer have to tow the corporate line. Now I can say anything I like.

About anybody. And any company.

So I can genuinely say to Louise Colley at AVIVA and that I loved your Paul Whitehouse TV adverts and not siding with the critics who said you ruined Downton Abbey for them. And of course I can say how jealous I was of your budget.

Or being a fitness instructor on the side I can say to Phil Jeynes that I love the PruProtect fitness links without having to think of a sales aid to rebut them.

Sometimes it’s good taking a huge step back from something that you been involved with for such a long time. You’ve heard the phrase “Can’t see the wood for the trees.” What you need to do is get into a helicopter and fly so high up so that you can see the forest and beyond.

Well I can’t afford a helicopter; I didn’t negotiate a big enough settlement. But I have a great “virtual helicopter” and leaving my job made me reminisce about the past and ask myself how what’s happened in the past has contributed to the shape of the forest I now see below me.

So indulge me for a minute and let me tell you how the first “menu of benefits” protection product came was launched.

This was nearly twenty years ago. It had been a very busy morning in the office. Meetings followed meetings and pressure from all sides. So pretty much the same as now!

I had missed breakfast and so by lunchtime I was absolutely ravenous. I felt like having something really tasty to eat. Something that would sate that morning of meetings induced hunger pangs.

So I decided to head out to Princes Street in Edinburgh.

I wanted to find a high quality restaurant.

I wanted to find somewhere offering real fine food.

I went to Burger King.

RE LPA 2014

When I stood in the queue waiting for service I had my light bulb moment. There above the tills is the huge Burger King Menu. You can see each price of the burgers, Whoppers, Chicken Royales, fries and drinks. And then you can see the cost of the “meals”.

Of course the cost of the “meal” is always cheaper than the sum of all the separate items.

Whatever you might think about Burger King  – the menu works well for different customers.

If they want a burger on its own they can have it. If they want fries and a drink they can have it. If they want a whopper meal, go large, they can have it.

And they’ll get a discount on the “meal”.

I started thinking about the protection products in the market then. Everyone offered separate term assurance, critical illness and income protection products. If a client wanted term assurance they could have it.

But if they wanted more than one cover they would have to fill in two applications, take out two separate policies, pay two policy fees and be bombarded with two sets of paperwork.

Whereas Burger King would have bunged the two items in a paper bag and given them a discount.

Thus was born the idea for the “menu” protection product launched in 1996.

It combined life cover, critical illness cover and income protection together in one plan. One application process, one set of charges and as many combination of benefits as the customer wanted.

And we would wrap it up in the equivalent of a paper bag and give them a discount.

I particularly remember the London launch.

London was the key one for us to get right. In the audience was John Joseph who at the time was one of the most influential advisers in the industry. His words in the media could mean the difference between success and failure of a new product launch. Although he is a small guy, John can by quite daunting. He always wears a three-piece suit with a multi-coloured waist coat.

I made my presentation and thought it went really well, except that John Joseph just sat there with his arms folded and a frown upon his face.

At the end of the presentation John Joseph stood up and gave me a slow clap.

“Congratulations,” he said. “You’ve just launched the most complicated product I have ever seen.”

He didn’t smile. I held my breath and stared back at him expecting a wave of criticism.

And then he said, “But I love it!”

The rest of the advisers loved it too and how it would let them create a tailor-made solution for their clients

That product went on to get a share of 32% of the UK adviser protection market. Of course had I been more savvy in structuring a bonus arrangement back then I definitely would have been able to afford a helicopter now.

Looking back and compared to the menu products in today’s market, that original version was actually quite simple by today’s standards. It had 16 illnesses and an 8 page application form.

Menu products available today cover over 45 critical illness and more partial payments, have a 32 page application forms, and a 90 page policy document.

90 pages! The owner’s manual for my car isn’t that long.

And what about the application process? Back then there were 5 main health questions. Now there are of 20. Online processes make the process slightly less tedious but why has the application process become so complicated?

Well it’s a symptom of the price competitive position we find ourselves in. 20 years ago we were accepting 94% of cases at ordinary rates.

Now some companies are accepting as little as 75% of cases at ordinary rates.

Disappointing 6% of customers was bad enough but 25%? Imagine going into a shop and being told that every 4th item that you bought was actually more expensive that it said on the display. Would you be happy?

So from my helicopter high above the forest I see an increasingly complex market.

Incremental innovations lay more complexity on an already very complicated proposition.

RE LPA 2014a

Did you ever think there would be a day when there were more non-standard ABI definitions than standard ones?

Whilst these innovations allow companies to continue to compete within a flat market, they do not promote growth of that market. I wonder how long we can continue in this way.

The structure of the market perpetuates these issues doesn’t it? Compliance means we have to prove why we wouldn’t recommend the most comprehensive product or the cheapest rate. The comparison engines perpetuate the view that cheapest is best.

And what about compliance teams that reject innovative products if there is nothing to compare it against?

Does compliance stifle innovation?

It’s a tough conundrum to solve.

We can break out of this rut – but I do wonder who is going to lead it. Is protection a big enough prize for large providers to make the necessary leap?

Perhaps we have to look to distributors such as LifeSearch, and smaller providers to show the way ahead.

If the distributor is setting the standards for customer service does that mean that in the future the distributor should be setting the standards for future proposition development. Will companies like LifeSearch create the stimulus to innovate the protection industry out of its current rut?

I asked you at the start what you thought the next big “thing” would be. Do you think the future lies with simpler products and easier processes? Or do we just need to keep the current list of illnesses and simplify the definitions? Will the definitions ever just say, “Diagnosis of Heart Attack”? Full Stop! Or is it all about process and service innovation, and digital App technology.

What will be the next big “thing” in protection insurance?

What do you think?

Now it’s your turn: If you read this far – thanks for sticking with me. I would be very interested in your views. Please leave a comment or post a link to your own article or blog.

If you think anyone else would like this article please send it to them.

Do you Dread Strategy Planning? Let’s make Strategy Simpler.

What strikes fear into the hearts of even the most hardened businessmen?

How about strategic planning. And the strategy plan that emerges from it? All two hundred pages of it. And that’s just the Executive Summary.

Does your heart sink when you hear “strategy” or “strategic plan”?

Have you ever heard someone say, “I’m stuck in a strategic planning meeting for the next three days?” No doubt there’s a distinct tone of despair in their voices. And a pleading look in their eyes.

Strategy is so important for any business large or small. So why do so many people dread strategy planning?

Strategy Photo

Is it because many companies make it complex. They let the strategic planning process become all-consuming and forget about the “actual strategy”.

Perhaps it’s because strategy is often inextricably woven into the annual planning cycle. Inevitably we divert conversations about the strategic intent of the business to talk about budgets, cost cutting, staff numbers and pouring over the financials of the previous and the coming years.

As the plan grows in size, the accountants will want constant readjustments to the business projections and revisions of the costs. Planners want to draft and rewrite project plans try to save a week here and a day there. They stick millions of post it notes on walls and then spend days re-arranging them.

And everyone wants absolute certainty over the amount of future revenue that the plan will deliver. The problem is that costs, people and premises are totally under the businesses control, where as future revenue depends mainly on the will of the customer. How can there be absolute certainly over future revenues? There can’t.

The resultant strategic plan is often hundreds of pages long and extremely detailed and yet during this process the “actual strategy” of the business is often glossed over because  planning and budgetary cycle complexity swamps this most important part.

It’s the “actual strategy” that makes the customer want to spend their money with you that creates the revenue.

Of course budget planning is important.

Of course detailed product launches and systems development plans are crucial.

Of course cost control is required.

Of course controlling staff numbers is necessary.

But these need to come once you’ve developed and agreed the strategy. Because the strategy is the most important thing that will drive revenue in the future. Get the strategy nailed first and then commit to the detailed plans.

Yes a company strategy needs a mission statement, a vision and a goal (often a revenue amount for the equivalent expressed as market share), but strategy needs to drive these.

And the best thing to do is to keep it simple.

Customers will spend their money with you if your value proposition is superior to your competitors. You only need to do two things:

  • Decide which specific customers to target – who are they and what are their key characteristics?
  • Create a compelling value proposition for those customers – what will you offer them and what won’t you offer them and what sets you apart from your competitors? How will you price it? Where you will sell it? And how will you promote it.

That’s it.

Don’t get bogged down with planning, cost control and many iterations of strategic plans to guarantee success. Don’t overwhelm simply finding the core strategic intent. Deal with all that once you know where you are going.

Now it’s your turn: I’m sure as many people will disagree with my opinion as will agree with it. What is your experience of creating strategy within a business? Please share your thoughts by leaving a comment below or, even better, share a link to your own articles or blogs.

Are you going through a strategic review or do you know anyone who is? Why not share this post with them.

Get in touch if you want to talk about simplicity in strategy!