WEBVTT
00:00:17.600 --> 00:00:24.559
Hello and welcome to the latest edition of ClientShips Customer Experience Superheroes Podcast Series.
00:00:24.800 --> 00:00:30.239
My name is Christopher Brooks, and I will be your host for this podcast.
00:00:30.480 --> 00:00:47.520
Throughout this series, we are bringing you interviews with CX superheroes as well as looking at different organizations and their endeavours to identify just what makes them superheroes of customer experience.
00:00:48.640 --> 00:00:59.679
In the current climate, the word unprecedented is being used often to relate to the unique conditions which organizations are having to operate under.
00:01:00.560 --> 00:01:03.920
This is very true in terms of market conditions.
00:01:04.239 --> 00:01:28.239
However, if the organization's customer experience strategy is sound, the management practices are aligned correctly to the ambitions of the organisation, there is no reason why decision making at this point shouldn't be consistent with decision making when the organisation is thriving.
00:01:28.719 --> 00:01:29.840
What do we mean by this?
00:01:30.079 --> 00:01:33.760
Well, there are two fundamentals that need to be in place.
00:01:34.000 --> 00:01:41.840
First, if the organization understands what matters most to its customers, that is not a score of satisfaction or recommendation.
00:01:42.159 --> 00:01:50.000
But what are the things that really truly change the customer's behaviour to become more committed to organisation than this?
00:01:50.799 --> 00:01:56.000
And secondly, the organization has a purpose, what it stands for.
00:01:56.799 --> 00:02:00.239
That purpose is often communicated through its values.
00:02:00.799 --> 00:02:07.519
Those values should be true to the organisation and to its intention, its purpose for being.
00:02:08.080 --> 00:02:13.439
Regardless of the climate, economic, health, or otherwise, they should stay intact.
00:02:14.000 --> 00:02:31.120
If those two pieces underpin the customer experience strategy, then every decision that's made will be correct because it will be in the best interest of customers, delivered in the unique way in which that organization exists.
00:02:32.000 --> 00:02:49.680
With this in mind, we'd like to uh explore in this episode some of the fabulous, the brilliant, the wonderful examples of customer experience that organizations are currently demonstrating.
00:02:50.560 --> 00:03:03.840
Over the next several minutes, I'll bring you examples from Louis Vuitton, John Lewis, Iceland, Morrison Supermarket, Peter Vardy Ltd.
00:03:04.319 --> 00:03:12.879
The Football Hotel and Stock Exchange Hotel, Netflix, Pretomange, Petit Bateau, and Amazon.
00:03:13.280 --> 00:03:35.199
A wide range of organizations, all of which are either optimizing their assets in a different and productive way to help with the current crisis, or demonstrating immense flexibility within their terms to support both their customers and their employees.
00:03:36.159 --> 00:03:39.280
So let's start with Louis Vuitton.
00:03:39.599 --> 00:04:01.520
So Louis Vuitton has looked at its production line, recognized it can make a contribution, so Bernard Arnault, the CEO, agreed they would switch their production from perfume and cosmetic gel to produce a new hand sanitizer.
00:04:01.759 --> 00:04:09.919
This is not a money-making opportunity as you might expect from a high net worth organization, but a contribution.
00:04:10.240 --> 00:04:14.960
All of this will be provided free of charge to the French health authorities.
00:04:15.360 --> 00:04:53.120
Secondly, John Lewis switched hundreds of its staff from its department store over to its partner supermarket store, Waitrose, to help with the surge of bulk buying that's happening in UK supermarkets, whilst also helping to ensure its employees continued to provide service to the organization whilst being able to support uh them and their families uh by providing uh a regular income.
00:04:53.759 --> 00:04:57.600
The next example I'd like to share is from Iceland.
00:04:57.920 --> 00:05:02.079
Now, Iceland uh came out with an initiative a few days ago.
00:05:02.160 --> 00:05:06.160
Um, a number of supermarkets, and indeed banks have followed uh since.
00:05:06.319 --> 00:05:12.160
Um, and this is the opening up an hour early exclusively for the elderly.
00:05:12.319 --> 00:05:25.600
Um now this is an initiative which was in response to the concern that elderly people would not be able to access facilities and products and services because of sort of a national hysteria.
00:05:25.759 --> 00:05:48.560
Um, so Iceland were the first movers in this marketplace, uh, and it really did create some opportunity for uh them to demonstrate that when they value customers, it's not necessarily just their basket value, but also kind of recognizing they have different groups and vulnerable customers that require specific support.
00:05:49.439 --> 00:05:55.759
Whilst we're discussing supermarkets, um Morrisons have come out with a range of initiatives.
00:05:55.920 --> 00:06:02.160
Um they're all smart, but one stood out, and that was a commitment to pay small suppliers within 48 hours.
00:06:02.399 --> 00:06:12.000
Um, I mean, okay, this isn't a shoe move because these companies, whilst it will improve their cash flow, invariably it'll put Morrisons at the top of their order list.
00:06:12.079 --> 00:06:15.920
And if supermarkets are struggling to get produce, it puts Morrison ahead.
00:06:16.000 --> 00:06:24.560
But it really demonstrates an understanding beyond their own customers of just what's important to keep their business going.
00:06:24.720 --> 00:06:39.439
And I think that's kind of one of the points around sort of the super powers, is really being able to recognize that your customer experience strategy requires quite a number of uh stakeholders around the table to be satisfied before you do something.
00:06:39.600 --> 00:06:51.040
So you've got your customers, you've got your employees, you've got your partners, the uh value chain, you've got your communities, you've got your regulators, you've got society, and and even competitors.
00:06:51.279 --> 00:06:55.120
These are all part of the customer experience decision making.
00:06:55.199 --> 00:07:09.439
And sadly, quite often um we see uh in initiatives that we're um helping clients on that perhaps the the schooling or the training to this point has been slightly too narrow-minded to incorporate all of those.
00:07:09.680 --> 00:07:23.839
Now, we've probably all seen a flurry of uh emails in our inbox um from CEOs um suggesting that their stores will be open or they're trying new things or please bear with them, etc.
00:07:24.079 --> 00:07:24.480
etc.
00:07:24.959 --> 00:07:28.720
Um great uh and and good the CEO comes forward.
00:07:28.879 --> 00:07:33.600
Um don't often get to see the CEO or hear from them.
00:07:33.759 --> 00:07:39.680
Um, and I'm sure we've all suffered from sending feedback requests in and not hearing anything at all.
00:07:39.839 --> 00:07:51.600
So uh I think from talking to others, there's um a confidence in the CEO talking, but also it does make you slightly frustrated that perhaps why can't we have this empathy?
00:07:51.759 --> 00:07:54.240
Why can't we have this regular content with CEOs?
00:07:54.480 --> 00:08:42.639
Um, one uh particular approach that stood out to me was from um uh Peter Vardy Limited and its CEO, Peter Vardy, who rather than just put his pen to paper and send a generic email out to everybody, actually went in front of camera and made it very clear that the the values and the purpose of the organization um were as relevant now as they are at any other time, and therefore, whilst adaptations will be made to the way in which they do business, the intention is still very much to deliver the business as usual with the support they always provide to their employees, their customers or the guests as they call them, and their um communities.
00:08:42.720 --> 00:08:51.600
Um and then they uh make a point of actually, or Peter makes a point of actually saying they'll continue to support um the charities and the good work they do in the community.
00:08:51.759 --> 00:09:02.720
Uh, this just for me really did stand out uh amongst all the other communications, um, not only just in terms of format but in terms of memorability, memorability and also um the authenticity of it.
00:09:02.879 --> 00:09:07.919
It felt like a truly heartfelt um communication from a CEO.
00:09:08.320 --> 00:09:26.480
Now it's not often that you applaud ex-footballers um for their endeavours, uh, but uh Gary Neville and Ryan Giggs, former Manchester United um legends, uh run a couple of hotels in in Manchester, uh, one called the Football Hotel and one called the Stock Market Exchange.
00:09:26.799 --> 00:09:38.080
Uh, what they have done is to close the doors to the general public and open their hotel up to the NHS and keywords.
00:09:38.399 --> 00:09:51.200
These staff will get the benefit of having uh a place to go to away from their families who they may well need to isolate themselves from because of the work they're doing.
00:09:51.440 --> 00:10:02.240
Um, somewhere they can get some rest by it in relative comfort with um the facilities provided by the hotel um free of charge to them.
00:10:02.399 --> 00:10:12.000
So that's the bed, uh the accommodate the full accommodation, and all the um uh beverages and and the use of the hotel uh amenities as well.
00:10:12.240 --> 00:10:21.840
And um uh Gary Neville and Ryan Giggs have committed to pay for this throughout the course of the crisis.
00:10:22.080 --> 00:10:30.240
So a truly um uh generous and uh extremely helpful uh offering.
00:10:31.759 --> 00:10:35.200
Beyond hotels, we look to broadband.
00:10:35.360 --> 00:10:48.639
We are all going to be using a lot more broadband over the next few months, um, both practically in terms of working from home uh and homeschooling, but also probably socially as well.
00:10:48.720 --> 00:10:53.039
Uh opportunities to kind of communicate with other people, gaming, etc.
00:10:53.440 --> 00:11:05.759
Um, Netflix is a huge user of that pipe across Europe, and Netflix has agreed to reduce its data usage by a quarter over the next month or two.
00:11:05.919 --> 00:11:29.360
Now, this is in response to uh they notice an upsurge in in network uh usage, and um Thierry Breton, the the European Commissioner for the Internal Market, um had flagged this particular issue, so it was their response, and they have a particular data heavy or data hungry um uh capability which is called uh bitrate, which reduces pixelation.
00:11:29.519 --> 00:11:33.759
So it is accepted that customer quality will go down a little bit.
00:11:34.480 --> 00:11:36.000
PRET, PRETAMANGE.
00:11:36.240 --> 00:11:41.759
So PRET has long been established with good customer experience practice.
00:11:42.000 --> 00:12:01.360
Um most know of their initiatives, which include providing surplus food to the homeless and also the um recruitment process where you uh have to work a shift and your fellow employees will judge whether they feel you're worthy of wearing the PRET badge on a regular basis.
00:12:01.679 --> 00:12:13.759
Pratts have come out and um agreed that NHS staff um should not pay for their hot drinks during the crisis, and they will also give them 50% of all food.
00:12:13.919 --> 00:12:22.879
Um, and when the crisis is over, they will continue to give discount to NHS workers or 50% of all hot drinks.
00:12:22.960 --> 00:12:30.720
Um, these are sort of the initiatives that you often see extended to um the police, the fire brigade, and ambulance workers.
00:12:30.799 --> 00:12:35.759
So it's great to see it going further to all NHS staff.
00:12:36.399 --> 00:12:54.879
In France, Petit Bateau, which is uh a brand associated with sort of upmarket baby clothing and accessories, um, have come together with other textile companies to help um produce um much needed protective masks.
00:12:55.039 --> 00:13:05.279
Um, employees from these various companies have volunteered their services to help the kind of stretched French resources um to uh achieve more.
00:13:05.440 --> 00:13:12.879
Um, this is the latest uh company who are kind of repurposing their core assets to help fight COVID-19.
00:13:12.960 --> 00:13:20.000
Um and obviously it's one way in which an organization can look to support society in a better way.
00:13:20.320 --> 00:13:25.279
Finally, uh for this particular podcast, um Amazon.
00:13:25.519 --> 00:13:48.879
So Amazon um I'm sure will be extremely busy over the next few weeks and months um with people ordering essentials um such as children's pens and pencils, um, as well as perhaps DIY projects flourishing or opportunities to take in some new pastimes with um gym equipment or books, etc.
00:13:49.279 --> 00:13:56.320
But what Amazon have recognised is that there will be certain products that need to get to people as a priority.
00:13:56.559 --> 00:14:05.120
So they have actually put a restriction on third-party sellers in terms of what they can send through to the fulfillment warehouses or the prioritization of it.
00:14:05.279 --> 00:14:16.799
So products are just kind of baby goods, baby products or um health and household goods, um, groceries, scientific products, pet supplies are deemed to be priorities.
00:14:17.039 --> 00:14:28.080
And uh a spokesperson for Amazon said, we understand this is a change to the business and we do not take this decision lightly, but we're working around the clock to increase capacity.
00:14:28.240 --> 00:14:37.120
But until that happens, then this particular initiative will ensure that those most needed products get to those who need them most first.
00:14:38.320 --> 00:14:42.240
That concludes this special edition CX Superheroes podcast.
00:14:42.399 --> 00:14:51.919
We hope you've enjoyed hearing the array of initiatives coming from the great and the good companies out there trying to make a real difference in these challenging times.
00:14:52.240 --> 00:14:56.559
Further podcasts will feature Professor Dr.
00:14:56.799 --> 00:15:06.639
Phil Klaus, who will share with us a methodology for measuring customer experience, which, in my opinion, still is world-leading.
00:15:06.799 --> 00:15:20.320
We will also catch up with a GDPR specialist who will take a sideways look at just what permissions we have in place and how we're protecting our customers when engaging them on CX activity.
00:15:20.559 --> 00:15:25.440
Um, I also will be continuing my customer journey mapping series.
00:15:25.519 --> 00:15:30.399
Um we've had a look at the management and the value of mapping.
00:15:30.559 --> 00:15:33.600
We're now going to move into the design principles.
00:15:33.840 --> 00:15:44.799
So, until then, thank you very much for joining us for this particular episode and really hope that perhaps in a future episode your own organization will be featuring amongst the great and the good.
00:15:45.039 --> 00:15:46.720
Thank you and goodbye.
00:00:17.600 --> 00:00:24.559
Hello and welcome to the latest edition of ClientShips Customer Experience Superheroes Podcast Series.
00:00:24.800 --> 00:00:30.239
My name is Christopher Brooks, and I will be your host for this podcast.
00:00:30.480 --> 00:00:47.520
Throughout this series, we are bringing you interviews with CX superheroes as well as looking at different organizations and their endeavours to identify just what makes them superheroes of customer experience.
00:00:48.640 --> 00:00:59.679
In the current climate, the word unprecedented is being used often to relate to the unique conditions which organizations are having to operate under.
00:01:00.560 --> 00:01:03.920
This is very true in terms of market conditions.
00:01:04.239 --> 00:01:28.239
However, if the organization's customer experience strategy is sound, the management practices are aligned correctly to the ambitions of the organisation, there is no reason why decision making at this point shouldn't be consistent with decision making when the organisation is thriving.
00:01:28.719 --> 00:01:29.840
What do we mean by this?
00:01:30.079 --> 00:01:33.760
Well, there are two fundamentals that need to be in place.
00:01:34.000 --> 00:01:41.840
First, if the organization understands what matters most to its customers, that is not a score of satisfaction or recommendation.
00:01:42.159 --> 00:01:50.000
But what are the things that really truly change the customer's behaviour to become more committed to organisation than this?
00:01:50.799 --> 00:01:56.000
And secondly, the organization has a purpose, what it stands for.
00:01:56.799 --> 00:02:00.239
That purpose is often communicated through its values.
00:02:00.799 --> 00:02:07.519
Those values should be true to the organisation and to its intention, its purpose for being.
00:02:08.080 --> 00:02:13.439
Regardless of the climate, economic, health, or otherwise, they should stay intact.
00:02:14.000 --> 00:02:31.120
If those two pieces underpin the customer experience strategy, then every decision that's made will be correct because it will be in the best interest of customers, delivered in the unique way in which that organization exists.
00:02:32.000 --> 00:02:49.680
With this in mind, we'd like to uh explore in this episode some of the fabulous, the brilliant, the wonderful examples of customer experience that organizations are currently demonstrating.
00:02:50.560 --> 00:03:03.840
Over the next several minutes, I'll bring you examples from Louis Vuitton, John Lewis, Iceland, Morrison Supermarket, Peter Vardy Ltd.
00:03:04.319 --> 00:03:12.879
The Football Hotel and Stock Exchange Hotel, Netflix, Pretomange, Petit Bateau, and Amazon.
00:03:13.280 --> 00:03:35.199
A wide range of organizations, all of which are either optimizing their assets in a different and productive way to help with the current crisis, or demonstrating immense flexibility within their terms to support both their customers and their employees.
00:03:36.159 --> 00:03:39.280
So let's start with Louis Vuitton.
00:03:39.599 --> 00:04:01.520
So Louis Vuitton has looked at its production line, recognized it can make a contribution, so Bernard Arnault, the CEO, agreed they would switch their production from perfume and cosmetic gel to produce a new hand sanitizer.
00:04:01.759 --> 00:04:09.919
This is not a money-making opportunity as you might expect from a high net worth organization, but a contribution.
00:04:10.240 --> 00:04:14.960
All of this will be provided free of charge to the French health authorities.
00:04:15.360 --> 00:04:53.120
Secondly, John Lewis switched hundreds of its staff from its department store over to its partner supermarket store, Waitrose, to help with the surge of bulk buying that's happening in UK supermarkets, whilst also helping to ensure its employees continued to provide service to the organization whilst being able to support uh them and their families uh by providing uh a regular income.
00:04:53.759 --> 00:04:57.600
The next example I'd like to share is from Iceland.
00:04:57.920 --> 00:05:02.079
Now, Iceland uh came out with an initiative a few days ago.
00:05:02.160 --> 00:05:06.160
Um, a number of supermarkets, and indeed banks have followed uh since.
00:05:06.319 --> 00:05:12.160
Um, and this is the opening up an hour early exclusively for the elderly.
00:05:12.319 --> 00:05:25.600
Um now this is an initiative which was in response to the concern that elderly people would not be able to access facilities and products and services because of sort of a national hysteria.
00:05:25.759 --> 00:05:48.560
Um, so Iceland were the first movers in this marketplace, uh, and it really did create some opportunity for uh them to demonstrate that when they value customers, it's not necessarily just their basket value, but also kind of recognizing they have different groups and vulnerable customers that require specific support.
00:05:49.439 --> 00:05:55.759
Whilst we're discussing supermarkets, um Morrisons have come out with a range of initiatives.
00:05:55.920 --> 00:06:02.160
Um they're all smart, but one stood out, and that was a commitment to pay small suppliers within 48 hours.
00:06:02.399 --> 00:06:12.000
Um, I mean, okay, this isn't a shoe move because these companies, whilst it will improve their cash flow, invariably it'll put Morrisons at the top of their order list.
00:06:12.079 --> 00:06:15.920
And if supermarkets are struggling to get produce, it puts Morrison ahead.
00:06:16.000 --> 00:06:24.560
But it really demonstrates an understanding beyond their own customers of just what's important to keep their business going.
00:06:24.720 --> 00:06:39.439
And I think that's kind of one of the points around sort of the super powers, is really being able to recognize that your customer experience strategy requires quite a number of uh stakeholders around the table to be satisfied before you do something.
00:06:39.600 --> 00:06:51.040
So you've got your customers, you've got your employees, you've got your partners, the uh value chain, you've got your communities, you've got your regulators, you've got society, and and even competitors.
00:06:51.279 --> 00:06:55.120
These are all part of the customer experience decision making.
00:06:55.199 --> 00:07:09.439
And sadly, quite often um we see uh in initiatives that we're um helping clients on that perhaps the the schooling or the training to this point has been slightly too narrow-minded to incorporate all of those.
00:07:09.680 --> 00:07:23.839
Now, we've probably all seen a flurry of uh emails in our inbox um from CEOs um suggesting that their stores will be open or they're trying new things or please bear with them, etc.
00:07:24.079 --> 00:07:24.480
etc.
00:07:24.959 --> 00:07:28.720
Um great uh and and good the CEO comes forward.
00:07:28.879 --> 00:07:33.600
Um don't often get to see the CEO or hear from them.
00:07:33.759 --> 00:07:39.680
Um, and I'm sure we've all suffered from sending feedback requests in and not hearing anything at all.
00:07:39.839 --> 00:07:51.600
So uh I think from talking to others, there's um a confidence in the CEO talking, but also it does make you slightly frustrated that perhaps why can't we have this empathy?
00:07:51.759 --> 00:07:54.240
Why can't we have this regular content with CEOs?
00:07:54.480 --> 00:08:42.639
Um, one uh particular approach that stood out to me was from um uh Peter Vardy Limited and its CEO, Peter Vardy, who rather than just put his pen to paper and send a generic email out to everybody, actually went in front of camera and made it very clear that the the values and the purpose of the organization um were as relevant now as they are at any other time, and therefore, whilst adaptations will be made to the way in which they do business, the intention is still very much to deliver the business as usual with the support they always provide to their employees, their customers or the guests as they call them, and their um communities.
00:08:42.720 --> 00:08:51.600
Um and then they uh make a point of actually, or Peter makes a point of actually saying they'll continue to support um the charities and the good work they do in the community.
00:08:51.759 --> 00:09:02.720
Uh, this just for me really did stand out uh amongst all the other communications, um, not only just in terms of format but in terms of memorability, memorability and also um the authenticity of it.
00:09:02.879 --> 00:09:07.919
It felt like a truly heartfelt um communication from a CEO.
00:09:08.320 --> 00:09:26.480
Now it's not often that you applaud ex-footballers um for their endeavours, uh, but uh Gary Neville and Ryan Giggs, former Manchester United um legends, uh run a couple of hotels in in Manchester, uh, one called the Football Hotel and one called the Stock Market Exchange.
00:09:26.799 --> 00:09:38.080
Uh, what they have done is to close the doors to the general public and open their hotel up to the NHS and keywords.
00:09:38.399 --> 00:09:51.200
These staff will get the benefit of having uh a place to go to away from their families who they may well need to isolate themselves from because of the work they're doing.
00:09:51.440 --> 00:10:02.240
Um, somewhere they can get some rest by it in relative comfort with um the facilities provided by the hotel um free of charge to them.
00:10:02.399 --> 00:10:12.000
So that's the bed, uh the accommodate the full accommodation, and all the um uh beverages and and the use of the hotel uh amenities as well.
00:10:12.240 --> 00:10:21.840
And um uh Gary Neville and Ryan Giggs have committed to pay for this throughout the course of the crisis.
00:10:22.080 --> 00:10:30.240
So a truly um uh generous and uh extremely helpful uh offering.
00:10:31.759 --> 00:10:35.200
Beyond hotels, we look to broadband.
00:10:35.360 --> 00:10:48.639
We are all going to be using a lot more broadband over the next few months, um, both practically in terms of working from home uh and homeschooling, but also probably socially as well.
00:10:48.720 --> 00:10:53.039
Uh opportunities to kind of communicate with other people, gaming, etc.
00:10:53.440 --> 00:11:05.759
Um, Netflix is a huge user of that pipe across Europe, and Netflix has agreed to reduce its data usage by a quarter over the next month or two.
00:11:05.919 --> 00:11:29.360
Now, this is in response to uh they notice an upsurge in in network uh usage, and um Thierry Breton, the the European Commissioner for the Internal Market, um had flagged this particular issue, so it was their response, and they have a particular data heavy or data hungry um uh capability which is called uh bitrate, which reduces pixelation.
00:11:29.519 --> 00:11:33.759
So it is accepted that customer quality will go down a little bit.
00:11:34.480 --> 00:11:36.000
PRET, PRETAMANGE.
00:11:36.240 --> 00:11:41.759
So PRET has long been established with good customer experience practice.
00:11:42.000 --> 00:12:01.360
Um most know of their initiatives, which include providing surplus food to the homeless and also the um recruitment process where you uh have to work a shift and your fellow employees will judge whether they feel you're worthy of wearing the PRET badge on a regular basis.
00:12:01.679 --> 00:12:13.759
Pratts have come out and um agreed that NHS staff um should not pay for their hot drinks during the crisis, and they will also give them 50% of all food.
00:12:13.919 --> 00:12:22.879
Um, and when the crisis is over, they will continue to give discount to NHS workers or 50% of all hot drinks.
00:12:22.960 --> 00:12:30.720
Um, these are sort of the initiatives that you often see extended to um the police, the fire brigade, and ambulance workers.
00:12:30.799 --> 00:12:35.759
So it's great to see it going further to all NHS staff.
00:12:36.399 --> 00:12:54.879
In France, Petit Bateau, which is uh a brand associated with sort of upmarket baby clothing and accessories, um, have come together with other textile companies to help um produce um much needed protective masks.
00:12:55.039 --> 00:13:05.279
Um, employees from these various companies have volunteered their services to help the kind of stretched French resources um to uh achieve more.
00:13:05.440 --> 00:13:12.879
Um, this is the latest uh company who are kind of repurposing their core assets to help fight COVID-19.
00:13:12.960 --> 00:13:20.000
Um and obviously it's one way in which an organization can look to support society in a better way.
00:13:20.320 --> 00:13:25.279
Finally, uh for this particular podcast, um Amazon.
00:13:25.519 --> 00:13:48.879
So Amazon um I'm sure will be extremely busy over the next few weeks and months um with people ordering essentials um such as children's pens and pencils, um, as well as perhaps DIY projects flourishing or opportunities to take in some new pastimes with um gym equipment or books, etc.
00:13:49.279 --> 00:13:56.320
But what Amazon have recognised is that there will be certain products that need to get to people as a priority.
00:13:56.559 --> 00:14:05.120
So they have actually put a restriction on third-party sellers in terms of what they can send through to the fulfillment warehouses or the prioritization of it.
00:14:05.279 --> 00:14:16.799
So products are just kind of baby goods, baby products or um health and household goods, um, groceries, scientific products, pet supplies are deemed to be priorities.
00:14:17.039 --> 00:14:28.080
And uh a spokesperson for Amazon said, we understand this is a change to the business and we do not take this decision lightly, but we're working around the clock to increase capacity.
00:14:28.240 --> 00:14:37.120
But until that happens, then this particular initiative will ensure that those most needed products get to those who need them most first.
00:14:38.320 --> 00:14:42.240
That concludes this special edition CX Superheroes podcast.
00:14:42.399 --> 00:14:51.919
We hope you've enjoyed hearing the array of initiatives coming from the great and the good companies out there trying to make a real difference in these challenging times.
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Further podcasts will feature Professor Dr.
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Phil Klaus, who will share with us a methodology for measuring customer experience, which, in my opinion, still is world-leading.
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We will also catch up with a GDPR specialist who will take a sideways look at just what permissions we have in place and how we're protecting our customers when engaging them on CX activity.
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Um, I also will be continuing my customer journey mapping series.
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Um we've had a look at the management and the value of mapping.
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We're now going to move into the design principles.
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So, until then, thank you very much for joining us for this particular episode and really hope that perhaps in a future episode your own organization will be featuring amongst the great and the good.
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Thank you and goodbye.
