Summary
In 2018, Best Buy re-branded. The impact of this otherwise ordinary corporate event went far beyond getting a spiffy new logo and a custom font. This talk will tell the story of how our effort to re-brand kicked off a profound cultural transformation at the company. It will cover: How rolling out the brand led to the creation of a CX vision that helped make it real for each of our 125,000 employees How this catalyzed the need to centralize our experience design organizations into a unified force How the company continues to use the guiding behaviors created in the rebrand to enable experiences our customers and employees will love
Key Insights
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Best Buy's rebranding transitioned from a transactional focus to a relationship-driven approach.
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The goal is to create a culture of customer obsession that prioritizes empathy and human connection.
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Employees are seen as the biggest asset in delivering an exceptional customer experience.
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The experience team at Best Buy facilitates cultural change by aligning employee values with customer needs.
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Best Buy aims to empower employees to go the extra mile in serving customers, not just selling products.
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Understanding and adapting to customer needs involves continuous listening and agile responses.
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The guiding behaviors of empathy, making it real, and forward thinking are central to the strategy.
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The importance of nurturing the employee experience as a precursor to exceptional customer service is emphasized.
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The journey towards customer obsession is long and requires systematic changes at multiple levels.
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Education, storytelling, and clear communication of the company's vision are crucial for driving organizational change.
Notable Quotes
"Best Buy is no longer in the business of selling computers and TVs, we are in the happiness business."
"We want to be seen as an inspiring friend, not just a reliable seller."
"Let's talk about what's possible."
"Customer obsession means putting the customer at the heart of all we do by anticipating their needs."
"When you're looking at whatever measures you use, if you're chasing the outcome but not focusing on the means to get there, it's going to be pretty rough."
"People don’t believe their way into new actions; they act their way into new beliefs."
"To empower employees and promote care for customers, you must first put on your own oxygen mask."
"The average CX transformation takes about five years, and it can be painful, but it’s important work."
"You have to slow down to speed up; understanding the why is crucial before executing the strategy."
"EX is critical; we must take care of our employees first so they can help others."
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