In this episode, learn who’s most likely to lose their jobs to robots and AI, and what the six fundamental principles of great customer experience are. By embracing the six principles, you’ll be less likely to lose your job to a robot. Watch the video for details.
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What follows is an AI-generated transcript. The transcript may contain errors and is not a substitute for watching the video.
In this episode of Friday feeling
I was at the local fast food restaurant the other day
and went to the drive thru ordered
two burgers and fries for my kids. And it took 14 minutes now these were not complex orders This was number eight number number two on on the menu so pretty canned orders and they’re not known for me burgers fresh.
I took 14 minutes and there were no was one of the car in front of it at the drive through.
And the restaurant itself was relatively on ground. There’s like four or five dinars that I could see from the windows. And yeah, 14 minutes. By the time I actually got my
order, there were cars lined up around the entire franchise. And wow, it took a really, really long time
for two burgers.
When you think about
where companies are going to want to use artificial intelligence and robotics and robotic process automation. And all these things.
It is it follows the same rules as all essentially all b2b marketing, right? Which is save money, save time, make money, or prove the value of someone or something. When you have a customer experience that is mediocre or poor.
That is the first candidate for replacement.
Because saving money is fine. Saving Time is better. Because in this in the world we live in now time is is more valuable. Well, the money but making money is the most important when you look at how companies are judged, particularly on Wall Street, they are judged on their ability to make money to the ability to crank out revenue.
some of that is cost savings. Absolutely. But a good chunk of that is focused on our customers getting what they want
Amazon’s Jeff Bezos has a great saying says focus on what does it change what doesn’t change, particularly in in an example like this, the restaurant example is that customers want faster, they want cheaper. And then what better, fast, cheap, good, faster, cheaper, better, is is timeless. When you look at what has made Amazon successful, faster, cheaper, better,
where humans will lose jobs is if they are not faster, cheaper, better.
So in the context of this fast food restaurant,
they weren’t faster. That’s for sure. I mean, 14 minutes for two burgers is it is a fairly long wait particular for the drive thru line.
They are cheaper because it’s it’s a fast food chain. And the service was not better
The service was certainly I would describe it as
So where will this company optimize more faster means taking more slow humans out of the mix and replacing them with faster robots. We already see this at some fast food restaurants. Some fast food restaurants have things like kiosks and mobile apps where you can order ahead and there’s no human taking in the order at all. It’s the the customer specifying it. And while the customer individually may be slower to order, then human pushing buttons on the screen. The customers got to push buttons on the on a similar screen on their phone or on a on a big kiosk. It shifts the burden of time to the customer. And the customer feels like they’re more in control.
So that sort of front end job starts to be reduced
There are some operational things that could be done to make it cheaper for the most part, it’s already pretty food, but better
when the customer experience when when what the human is delivering to the another human is is certainly an unfriendly
a robot is at least courteous even if it’s fake courtesy. And when every time I I talked to one of my smart assistants they always say you know thank you where you’re welcome or something like that
they don’t mean it you know, it doesn’t make this little smartest feel better when I say thank you. And it says you’re welcome. It’s a it’s a transactional conversation with no actual empathy or depth to it. But at least it remembers at least it remembers to do the thing and it does the thing flawlessly if emotionless Lee
thing about customer experience as a scale, a bar a
set of bars, right? There’s terrible, mediocre good, great, great is not in danger from AI great is not in danger from robots. Because part of the customer experience is that greatness
is is going to a restaurant and having the front desk person the the concierge or or the waitstaff recognize you and say hey how you doing good to see you again haven’t seen in a while, the sushi restaurant but I go to nearby, they remember being my kids. I mean, so remember names, but they remember us. Same for the Korean restaurant. I go to the remember who we are. And they are generally pleasant.
So there’s good or great customer experience. When you have mediocre or terrible customer experience. That’s a candidate right there. That’s
that’s a candidate right there for replacement because the robot and the machines can deliver a mediocre,
guaranteed mediocre experience,
it will be bloodless, it will be emotionless, it will be satisfactory, but when but when satisfactory is a step up from terrible
customers are going to choose satisfactory even if there’s not a human involved.
So think about those dimensions, right? customers on the company’s on the b2b side want to save money, make money, save time or prove value. And on the consumer side, customers want faster, cheaper, better,
if you’re not delivering on the b2c side with faster, cheaper better
your your candidate for replacement and the more things you don’t deliver on, the faster that job is going to go away.
If you are delivering fast
and your cost effective and the experiences terrific experiences noteworthy, then you Your job is reasonably safe.
On the b2b side, if you’re not saving money, saving time and making somebody money
you’re in trouble, right. Marketing automation and, and sales CRM, automation chat bots and things. If they can deliver
me make money faster, or save time faster. That job where at least that task will go to the machines. And that’s okay. One of the things I think is interesting is looking at
looking at the way people behave. There’s a company called momentum machines that has a burger machine now in San Francisco as massive 14 foot machine that makes custom burgers to order five minutes from order to to fresh burger, guaranteed five minutes because machines making him
and what do the humans do? Well, they actually get a chance to deliver the food and talk to customers. And so that relationship building is where they spend their time now, as opposed to flipping the burger and taking forever to to get a trio.
So as long as again, as long as you’re focusing on faster, cheaper, better. And for the human side. As long as we focus on better we have jobs.
So think about that.
If you’re thinking and you’re concerned about who’s going to get the jobs replaced. are you delivering faster, cheaper, better in the end customer experience? are you delivering make money, save money or save time on the business to business experience. If you’re no matter what side of house you’re on, if you’re not delivering those unchanging things, figure out how to pivot so that you are because that’s the only way you protect the work that you do and the employment that you have.
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