Interview Hen Snackers about success factor of digital customer interaction

"That is mental accessibility, the ability to listen carefully to your customers"

It is almost cliché that everything is done digitally nowadays. But the fact that all communication and interaction also happens smoothly and silently is something of a completely different order. What do you understand by customer interaction? ''For me, these are all touchpoints with a customer. One way or the other. Controlled, planned and spontaneous. Approached from one person or a group. This also includes the people on the work floor who enter organizations. And more important; "as easy and personal as possible."

Easy and personal

Snackers sees that digital customer interaction is often still lacking as easy and personal as possible. He indicates that by using and having much more data it should be more personal. ''The following applies: you have all the data at your disposal, but what do you actually do with it? How can you ensure that you continue to add value for your customers?''

What he thinks about when he thinks of Digital Interaction Made Easy? The motto of Dialog Group.
''When I think of 'Digital Interaction Made Easy' I mainly think of 'Made Easy'... so that the logic is okay, that you have a simple tile that you click on and you don't have to go through all the difficult steps or read a lot of text. ''

Even though we in the Netherlands think we have come a long way when it comes to smooth customer interaction, he still thinks differently. ''I think we overestimate ourselves in the Netherlands. Take Spain for example. The power connections are much smoother to make. They may not yet speak the English language perfectly, but they are early adapters.'' He sees too often a focus in the Netherlands on winning new customers instead of customer retention. For example, by using giveaways. ''I'm not looking for a bar of chocolate, I prefer to be helped well or to be able to arrange things properly and easily myself. That loyalty must be rewarded. That's always cheaper in the end."

Mental readiness

Yet Snackers also sees positive examples of organizations that are fully committed to smooth customer interaction. ''Providing meter readings is very easy these days. With just a few pushes of a button. But also consider, for example, Transavia vs. Ryanair. The price difference between the two is large and so you are quickly tempted to choose Ryanair. But still, the empathy for the Dutch consumer is better at Transavia, while Ryanair comes up with something somewhere in Pakistan. The entire customer experience at Transavia makes me prefer to pay a little more and fly with Transavia.

But in all organizations it starts with mental readiness. The will to transform into a service-driven organization. According to Snackers, the crucial success factor is 'mental accessibility': the ability to listen well. To customers and to employees.

You can't go from the basement to the attic

Why is it so difficult for companies to improve customer interactions? With QNH, Snackers has gained a lot of experience with large (enterprise) organizations. To what extent are companies controlled by Compliance & Security officers/processes? ''There are still many traditional decision makers. As a result, you see less adoption of innovation. They are often busier with the shareholders. The new generation that will form management boards will probably give this more priority. But even now you can really see that customers are important and are on the agenda of board meetings. But linked to cash flows. It has a lot of impact on IT (budget). But IT is really willing. It depends more on the main management and the choices and awareness. Business's fear of letting go of customer contact also plays a role. Small steps are needed to break this. You can't go from the basement to the attic."

What tips do you have for CIOs, CMOs and CEOs?

''Don't look up to directors. They also think operationally and are often customers somewhere. But for them, plans and ambitions must be translated into financial flows. How do I achieve targets is the most important question? For example, look at ING versus Achmea. ING is further and faster than Achmea. Vision and courage seem to be decisive in this. They quickly decided to close offices and take a different course. Even though this meant an investment of billions.”

It is almost cliché that everything is done digitally nowadays. But the fact that all communication and interaction also happens smoothly and silently is something of a completely different order. What do you understand by customer interaction? ''For me, these are all touchpoints with a customer. One way or the other. Controlled, planned and spontaneous. Approached from one person or a group. This also includes the people on the work floor who enter organizations. And more important; "as easy and personal as possible."

Easy and personal

Snackers sees that digital customer interaction is often still lacking as easy and personal as possible. He indicates that by using and having much more data it should be more personal. ''The following applies: you have all the data at your disposal, but what do you actually do with it? How can you ensure that you continue to add value for your customers?''

What he thinks about when he thinks of Digital Interaction Made Easy? The motto of Dialog Group.
''When I think of 'Digital Interaction Made Easy' I mainly think of 'Made Easy'... so that the logic is okay, that you have a simple tile that you click on and you don't have to go through all the difficult steps or read a lot of text. ''

Even though we in the Netherlands think we have come a long way when it comes to smooth customer interaction, he still thinks differently. ''I think we overestimate ourselves in the Netherlands. Take Spain for example. The power connections are much smoother to make. They may not yet speak the English language perfectly, but they are early adapters.'' He sees too often a focus in the Netherlands on winning new customers instead of customer retention. For example, by using giveaways. ''I'm not looking for a bar of chocolate, I prefer to be helped well or to be able to arrange things properly and easily myself. That loyalty must be rewarded. That's always cheaper in the end."

Mental readiness

Yet Snackers also sees positive examples of organizations that are fully committed to smooth customer interaction. ''Providing meter readings is very easy these days. With just a few pushes of a button. But also consider, for example, Transavia vs. Ryanair. The price difference between the two is large and so you are quickly tempted to choose Ryanair. But still, the empathy for the Dutch consumer is better at Transavia, while Ryanair comes up with something somewhere in Pakistan. The entire customer experience at Transavia makes me prefer to pay a little more and fly with Transavia.

But in all organizations it starts with mental readiness. The will to transform into a service-driven organization. According to Snackers, the crucial success factor is 'mental accessibility': the ability to listen well. To customers and to employees.

You can't go from the basement to the attic

Why is it so difficult for companies to improve customer interactions? With QNH, Snackers has gained a lot of experience with large (enterprise) organizations. To what extent are companies controlled by Compliance & Security officers/processes? ''There are still many traditional decision makers. As a result, you see less adoption of innovation. They are often busier with the shareholders. The new generation that will form management boards will probably give this more priority. But even now you can really see that customers are important and are on the agenda of board meetings. But linked to cash flows. It has a lot of impact on IT (budget). But IT is really willing. It depends more on the main management and the choices and awareness. Business's fear of letting go of customer contact also plays a role. Small steps are needed to break this. You can't go from the basement to the attic."

Don't look up to directors

What tips do you have for CIOs, CMOs and CEOs? ''Don't look up to directors. They also think operationally and are often customers somewhere. But for them, plans and ambitions must be translated into financial flows. How do I achieve targets is the most important question? For example, look at ING versus Achmea. ING is further and faster than Achmea. Vision and courage seem to be decisive in this. They quickly decided to close offices and take a different course. Even though this meant an investment of billions.”

* The translations on this website are provided by G-Translate from Dutch