This diagram is adapted from a pretty much standard industry map of value chain inputs and outputs. However, showing commitment to understanding how to engage users’ feedback up and down the chain in the pursuit of improved product and service quality – however the customer perceives it – is simple quality assurance, and makes for smarter marketing and lowered customer resistance.

 

Let us apply your users’ knowledge and experience to make you more money across each step of property’s value chain

The presence among our community of COVID-19 adds another level of complexity to the need to manage building designs for superior customer experience (CX) and employee experience (EX).

As a factor – literally – of basic building hygiene, COVID-safety can not be overlooked, if its users are to feel protected in a space in which they have no other choice but to be present.

Where we can, we believe it is well within the possibilities of our role to help clients make a greater commercial success of their buildings by factoring better knowledge of users’ needs into our designs upfront.

And we incorporate this consideration into our unique architectural design-briefing methodology.

 

Rivals, beware the growing sophistication of CX competition in commercial property

The number of major Australian commercial property owners and developers employing executives bearing titles or job descriptions incorporating “customer experience” (or CX) is growing.

This creates greater upward pressure for those likely smaller players competing against them to learn how to demonstrate similar attention to the management of their own customer relationships in servicing those property customers.

 

The fundamentals of better property CX

In the practice of CX, data about the customer’s experiences is collected at “touch points.” 

These are direct contacts either with the product or service itself, or with representations of it by the property provider or a related third party. 

The expression “customer corridor” is sometimes used to articulate the series of touch points a customer experiences.

As an adult, everyone has an experience of being disappointed as a customer somewhere, and everyone has an opinion on how a better experience might have been delivered and received.

Companies need to map the corridor of touch points, as at each point, the gap between customer expectations and actual experience spells the difference between what will make a sale succeed or fail.

And, because of its scale and importance to users who may typically either occupy or have to borrow money to buy it, in property, the importance of CX is amplified.

 

How social internet literacy offers the path to better property CX

We’ve written and published professionally elsewhere on our realisation of the power of peak “social internet literacy” as a tool to trigger insights that can deliver competitive business advantage.

Forgive us, but you may read similar words used elsewhere on this site.

However, post-Facebook, peak social internet literacy is the state in which everyone knows how to use social media to write online, upload and share material, and to make comments about those items uploaded by others. 

It exists in everyone you know, in every employee in every company, and in every sentient property user.

It provides a means of capturing customer sentiment and training an organisation’s attention to it.

Yet, despite its ubiquity, in most businesses, it remains an under-recognised power for business change, improvement and transformation.

It is true that in any earlier time, it would have been impossible to reach into the shared consciousness of those across any organisation to synchronise its attention and collective thinking.

Yet, the relentless advance and uses of social media now effectively remove this previous barrier.

The emergence of social internet literacy means that where previously it was hard, if not impossible, to capture and transform into usable information and action the knowledge and insights of those across an organisation, this is no longer true.

It provides for the first time the means ever to focus that attention on the question of improving the quality of customer experience.

Indeed, when it is scripted to collaborate towards a declared purpose, the socially internet literate, connected, post-Facebook mind is now the most powerful, exacting and precise human-to-human force for business and property transformation the world has ever seen.

Applying it to the challenge of delivering better CX, through the use of the private social technologies now available within every organisation, it is now possible for a provider to capture much greater competitive insight and business value.

To improve its insights, a business can use it to open the eyes of those holding its own collective intelligence to that knowledge which is held by its customer user community or workplace.

Through this, if your business is to provide property, it is possible to train your team’s collective focus to grow greater sensitivity to all touch points at every point in your customer’s corridor and respond accordingly.

 

CX data may not be knowledge but it will increasingly generate faster, greater property wealth

In the digital age, it is not from lacking an understanding of its customers that Dell Computer went in 13 years to become a $US12 billion company, or that from running a simple online bookstore, Amazon’s Jeff Bezos became the world’s richest man.

In the same ways in which their organisations translated customer data into vast fortunes, the value of customer knowledge about a property will likewise grow, because property, like all other businesses touched by the internet, is now also becoming an information business.

Because, as an enabler, it can provide feedback, the workplace, for one, is now, like all others in a connected, networked world, becoming a responsive, information and knowledge-driven, knowledge-generating product.

As an active system, it can record place, time, sequence and context. 

And the new, internet-driven capability of pervasive social internet literacy has significant implications for organising the creative power of any business’s knowledge across its workplace. 

This combination has material applications in the design and accommodation of organisations to optimise the deliberate flow, direction and growth of that innate wealth-creating intelligence.

As relationships with customers deepen, and CX understanding grows, companies will collect data with greater curiosity, frequency and inventiveness. 

Under enhanced scrutiny, accelerated by social internet literacy, the patterns that become apparent will in turn suggest further areas of inquiry, and increasingly, this will reveal new data, insights and possibilities suppliers never anticipated.

And the more diverse perspectives engaged on this task, and the more precise the instructions given to them to direct and feed into this learning, the more watertight and reliable will be the outcome.

Through the reports we can generate from this data, we can build a far superior qualitative understanding through which to manage, explore and experiment with the relationships of those who work in them to the spaces they occupy.

And we can monitor more effectively over time their feelings and their evolving CX.

Thus, the design and performance of the built form can now constantly evolve in step with human needs and behaviours to make the owner organisation quicker and more competitive in its learning.

And through the new insights it yields, we can learn how to produce consistently better-fitting, better-performing results that can be applied to guide new learning from across an entire property portfolio.

The knowledge this instils can then drive the creation of a host of new property and agency services dedicated to the delivery of the future’s more efficient and sophisticated buildings, business users and CX-management processes.

Against those who master the accumulation of this expertise, it will be the cancer of ignorance that disables others.

 

The Shiro CX-EX approach: A strategy to deliver greater productivity in both customer and employee experience

In this knowledge and data-driven experience economy, we can present your business with an advantage because we have a strategy, built on first-hand experience, for applying social internet literacy to the task of creating better-fitting properties for users.

Our solution is characterised by the pursuit of rich qualitative data, a process that is much as found in other forms of business-to-consumer marketing.

It executes a social interrogation that yields the information on which other quantitative data mining may be undertaken.

From the reports we create for managers can be developed the more quantitative customer corridor data points to be mapped and tracked routinely over time.

We will work with your team to investigate your customers’ journeys, by:

  • Stimulating the creativity among its members to understand, discuss and articulate your buyers’ profiles.
  • Building understanding of those customers’ goals and aspirations.
  • Identifying the pain points they and others like them experience.
  • Concentrating, through experiment, on fixing the roadblocks in their journeys.

Working through these steps collectively and collaboratively, however, will give your business better insights into your customers’ paths to buying your product, enabling your team to enhance the customer’s overall experience of dealing with your business.

And on it will be built a platform of knowledge and experience for future interrogation and product improvement.

 

Making CX-EX information work for decision makers

Our approach is also based on recognising the limitations on management’s attention, as managers only have limited time to read.

They typically won’t wish to invest effort in reading or making sense of the contributions of everyone invited to contribute and will likely want to be as hands-off as possible. 

But they will want the highlights and to get summaries as reports, and their demand for brevity and clarity will typically grow in line with the number and diversity of participants.

This is the challenge to which I, Graham Lauren, bring my skill set, as, professionally, I find satisfying both initiating and shaping the investigation and the subsequent task of sense-making and transforming ordinary writing into material that can be enjoyed, understood, discussed and learned from.

 

Shiro publishing on the application of social internet literacy to property

As a former Australian Financial Review group business journalist with first-hand, and possibly unique, experience of using these workplace social technologies in Australia’s largest bank, I believe pervasive “social internet literacy” is of my own unique realisation/articulation.

In 2019, I was commissioned to write Social Media for Managing Property Customers (not my choice of headline), on the application of this capability to building specification and design, in FM (Facility Management) magazine.

And then, at the beginning of 2020, I had A Matter of Intelligence (again, not my headline), specifically focusing on that literacy’s application to the future shape of a smarter workplace published in Indesign magazine.

 

In commercial property, better CX knowledge reduces risk

Customer dissatisfaction is widespread and, because of their internet empowerment, potentially increasingly dangerous. 

In property, customers will almost certainly check you out, and pass on to others what they believe and experience.

Yet unless businesses know about these subjective experiences and the role every function plays in shaping them, customer satisfaction is more likely to remain an unrealisable aspiration than an attainable goal.

 

Use superior CX to provide the best-fitting, best-performing property available

In property, we recognise that, regardless of the knowledge community it serves, the best-fitting premises – and therefore, most likely the best investment – will generally be one that accords most closely with positive user feeling, comfort, utility and experience.

It is not entirely a coincidence that those businesses that get closer to customers typically boast of better financial returns. (Just ask Amazon.)

And in the near future, the positive CX resulting from getting this right is increasingly unlikely to be an accident.

So, because we know more about it than any other architect, let us find a way before others to understand together how to turn this most powerful and naturally occurring force of social internet literacy into a discipline that delivers potent advantage and new customers to both of our businesses.

Contact me, Graham Lauren, via graham@shiroarchitects.com or 0416 171724.