Econsultancy: Are brands failing to properly promote their new chatbots?

My overall opinion was that it offers a fairly standard booking system via Facebook Messenger – nothing fancy, but practical enough.

One issue I failed to mention is that the brand doesn’t appear to be doing much to promote it. Which is odd, as how are people meant to use it if they don’t know it exists in the first place?

Here’s a bit more info on this issue and how brands can combat it.

Discovering chatbots

In order to access the Pizza Express chatbot, I typed @PizzaExpress in the recipient search bar in Facebook Messenger. Easy enough, as it immediately appeared in the drop-down menu.However, I was already aware that the bot existed, and it’s likely that most existing users don’t.

So, where else is it promoted?

Looking at the brand’s main Facebook page, I discovered that it can also be accessed via the ‘book now’ or ‘message’ buttons, which take you straight to Messenger.

Fair enough.

Although, it does seem like this would be very easy to miss, even for existing fans of the Facebook page. Most people find and access content directly from their news feed, so how likely is it that anyone will see this?

Upon further inspection, I spotted that the brand has actively promoted the feature in a recent post, highlighting it in conjunction with a current Valentine’s Day special offer and urging users to book it via the chatbot.

But, while fans might see it, what about people who occasionally (or even regularly) eat in a Pizza Express restaurant, but haven’t liked the brand’s Facebook page?

Personally, I’ve enjoyed the odd Padana Romana in my time. I’d even go as far as saying Pizza Express is my emergency high street restaurant chain of choice, but I’d honestly never think to hit that ‘like’ button. In that case, I’d miss the chatbot entirely.

And Pizza Express might miss out on my data and the subsequent opportunity for retargeting.

It’s also worth mentioning that anyone without Facebook Messenger installed on their smartphone will be left frustrated if they happen to click ‘book now’ on the Facebook page.

Read all: Are brands failing to properly promote their new chatbots? | Econsultancy

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Design Thinking: What It Is (And How To Implement It Into Your Business)

Artist Angela Baconkidwell www.angelabaconkidwell.com
Artist Angela Baconkidwell http://www.angelabaconkidwell.com

Design thinking ultimately comes down to starting with a set of objectives and passionately exploring how to develop a solution based on those goals.

While this approach is becoming popular in the business world (particularly the startup world), it’s incredibly difficult to implement.

Unless you invest in educating your staff, getting managers on board and rallying your team around the benefits of design thinking, people will revert to previous strategies.

As children, we were in many ways much better equipped for design thinking.

Spend some time with five-year-olds, and you’ll get smacked in the face with their insatiable need to know “why,” to get to the truth and essence of something unsolved and uncategorized.

Read all: Design Thinking: What It Is (And How To Implement It Into Your Business)

McKinsey & Company: Improving the #customer #experience to achieve government-agency goals #cx

The benefits of a customer-centric strategy aren’t limited to private-sector businesses.

Government agencies at every level can gain by putting the needs and wants of citizens first.Across the business landscape, savvy executives are increasingly asking the same question: What do my customers want?

They are coming to realize that, whatever they offer, they are in the customer-experience business.

Technology has handed consumers growing power to choose how and where to buy products and services, and customer-friendly leaders such as Amazon and Apple steadily raise customer expectations for superior service ever higher.

We find that how an organization delivers for customers is beginning to be as important as what it delivers. Our research shows that companies that systematically put customers first create inroads against competitors, build cultures that benefit employees as well as customers, and improve the bottom line from both the revenue and cost sides.

The customer-experience phenomenon

This may seem far removed from the work of federal, state, and local governments, but it offers important lessons. True, agencies rarely have a direct competitor from which they are trying to capture market share. Nor do disruptive start-ups typically emerge to steal their customers. Yet the rationale for agencies to improve the citizen experience may be just as powerful.

For enhancing an agency’s ability to achieve its stated mission, outperforming in efforts to meet budget goals, and engaging employees in a superior culture of citizen service, customer-experience improvement efforts offer public agencies far-reaching lessons.

Central to any successful customer-experience program is a focus on identifying, understanding, and mastering the customer journey: the complete end-to-end experience customers have with an organization from their perspective.

In essence, improving citizen experiences requires more rigorous effort to improve citizen journeys across channels and products. Like customer-focused businesses, most agencies focused on serving citizens typically think about touchpoints: the individual transactions through which citizens interact with the agency and its offerings. But this siloed focus on individual touchpoints misses the bigger, and more important, picture: the citizen’s end-to-end experience.

Only by looking at the citizen’s experience through his or her own eyes—along the entire journey taken—can you really begin to understand how to improve performance meaningfully.

Read all: Improving the customer experience to achieve government-agency goals | McKinsey & Company

My point of view: Looking at many government agencies there is a world to win choosing such an approach. But legislation, politics, back-log technology and a resistance to change are major obstacles.

From disrupted to disruptor: Reinventing your business by transforming the core | McKinsey & Company

Companies must be open to radical reinvention to find new, significant, and sustainable sources of revenue.

When Madonna burst onto the scene in the early 1980s, there was little reason to suspect that she’d have more than her allotted 15 minutes of fame. But in the three decades since her debut album, she has managed to remain a media icon.Her secret? “Madonna is the perfect example of reinvention,” Janice Dickinson, renowned talent agent, has said. Fittingly, the name of Madonna’s sixth concert tour was “Reinvention.”

Madonna may seem like an unlikely touchstone for modern businesses, but her ability to adapt to new trends and set some others offers a lesson for companies struggling with their own digital revolutions.

That’s because the digital age rewards change and punishes stasis.

Companies must be open to radical reinvention to find new, significant, and sustainable sources of revenue. Incremental adjustments or building something new outside of the core business can provide real benefits and, in many cases, are a crucial first step for a digital transformation. But if these initiatives don’t lead to more profound changes to the core business and avoid the real work of rearchitecting how the business makes money, the benefits can be fleeting and too insignificant to avert a steady march to oblivion.

Simply taking an existing product line and putting it on an e-commerce site or digitizing a customer experience is not a digital reinvention.

Reinvention is a rethinking of the business itself. Companies need to ask fundamental questions, such as, “Are we a manufacturer, or are we a company that enables customers to perform tasks with our equipment wherever and whenever they need to?” If it’s the latter, then logistics and service operations may suddenly become more important than the factory line.

Netflix’s evolution from a company that rented DVDs to a company that streams entertainment for a monthly subscription to one that now creates its own content is a well-known example of continuous reinvention.

Reinvention, as the term implies, requires a significant commitment. From our Digital Quotient® research, we know that digital success requires not only that investment be aligned closely with strategy but also that it be at sufficient scale. And digital leaders have a high threshold for risk and are willing to make bold decisions.

But companies don’t have to wait far in the future to realize those benefits. We’ve found that 60 to 80 percent of total improvement targets can be achieved within about three years while also laying the foundation for future growth.

For all the fundamental change that digital reinvention demands, it’s worth emphasizing that it doesn’t call for a “throw it all out” approach. An engine-parts company, for example, will still likely make engine parts after a digital reinvention, but may do so in a way that’s much more agile and analytically driven, or the company may open up new lines of business by leveraging existing assets. Apple, with its move from computer manufacturer to music and lifestyle brand through its iPhone and iTunes ecosystem, reinvented itself—even as it continued to build computers. John Deere created a whole series of online services for farmers even as it continued to sell tractors and farm equipment.

Read all: From disrupted to disruptor: Reinventing your business by transforming the core | McKinsey & Company

GDS design notes: Building an international group of government designers

The UK was recently named as the world’s leading digital government.

But it is far from the only digital government.The D5 member countries – Estonia, Israel, New Zealand and South Korea, alongside the UK – all have well-developed digital organisations in government. The US has two government digital organisations, while Australia’s Digital Transformation Office was explicitly modelled on GDS.

At GDS we work closely with these organisations.

We have an international team that co-ordinates all this work – from collaborating on global standards to welcoming international visitors to Aviation House.

Now is the time for us to extend our international work to design.

There are big design challenges facing governments today, and ones that could and should be tackled at a global scale.We want to set up an international government design group to bring together government designers from around the world. Working across all areas of design, user research, accessibility and content design.

Going global

We think there are some common issues that affect all designers working in government, whichever country they might be working in. Issues like:growing service designscaling co-authored patterns recruitment and training of design, user research and content roles embedding a culture of accessibility learning from all our challenges and successes.We want to bring a group of international government designers together to talk about these issues, and more.

Building a community

We have lots of experience in the UK government of building a design community.There are currently more than 500 designers working in the UK government. We communicate regularly through Slack and a Google Group. We also get together to talk about our work, share best practice and discuss some of the common issues we face.We want to use a similar model to build a global government design community. We’ll work with the GDS international team to make this happen.We’re currently planning how to do this. If you’re a government designer outside the UK and you’d be interested in finding out more, please let us know by filling out this form and we’ll keep you updated.Follow Louise on Twitter and don’t forget to sign up for email alerts.

Source: Building an international group of government designers | GDS design notes