All the money that had spent on branding wasn't what the customer experienced. Yet, in my experience, there is often a disconnect between customer expectations, created by the organisation, and the reality of dealing with their staff.Ī project I was involved with for a financial services organisation involved me doing some 'mystery shopping' for them to see how the customer experience reflected the brand it was miles away. Great organisations know how they want their brand to be experienced the things staff do and say, the way they do it that is extension of the brand. Now there are multiple ways for organisations and customers to have moments of truth. When Carlson was writing about moments of truth he only had to think about physical interactions between staff and customers. Then it comes to the next bit, how does the organisation want the brand to be experienced? How will we as customers experience the brand, physically and virtually, through our interactions with the website, call centre, Facebook account, Twitter feed and in person? When it works, its great, when it doesn't it is at its best confusing, at worst a turn-off.
This congruence between brand and physical space is important to continue the message the organisations wishes us as customers to receive.
They, the organisation, then spends another pile of cash building physical manifestations of the brand the shop, the restaurant, the theme park, the hotel, the bank branch, the uniforms, the head office which also scream out aren't we cool, trendy, steady etc. Organisations spend million of dollars, pounds, euros etc on creating their brand the logo, the strap-line, the message, attracting customers who want to be associated with a particular brand - buy our products and be cool, trendy, steady, cutting edge, traditional or whatever message brand association provides. Although the concept of moments of truth formed the basis of much customer service training then, and now, it is worth revisiting and consider its implications now. Carlson encouraged staff to consider how many moments of truth there were everyday and the opportunities staff had to create more moments of magic.
Each moment of truth had possible three outcomes neutral - it didn't change the customers perception of the airline, moment of misery - it changed the customers perception negatively, and moment of magic - its changed the customers perception positively. In 1980 Jan Carlson at Scandinavian airlines wrote about 'moment of truth' to describe the interaction between customers and members of staff of the airline.
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