Comcast recently announced that it is re- branding its products under the Xfinity name. Re-branding their home cable, broadband, and phone services under a new name may be an attempt to convey a change in the products themselves or a shift in brand values. However, to truly impact the bottom line, changing the label isn’t enough – Comcast must focus on changing the entire user experience.
Companies primarily undertake re-branding efforts to affect users’ brand perception. However, the most successful efforts are those where the entire experience – not just the wrapping – is enhanced or improved to the benefit of the end customer. Often, how a customer interacts with a product or service and the company that supplies it – including the actions taken by the company if anything goes wrong —are more influential on loyalty and repurchase metrics than the product itself. In an era of commoditized products and services where the barriers to switching are low, companies whose re-branding efforts only polish the surface – but don’t improve the user experience – run the risk of losing.
Other companies have been successful in changing both their name and their user experience. Take, for example, the case of Voicestream Wireless, the oft-forgotten brand name of a wireless carrier that was just the 8th largest in the US in 2001. Today, after an acquisition and a re-branding overhaul, the same company is the 4th largest carrier in the US, has celebrity spokespeople (Catherine Zeta Jones!), a slick logo, ultra-cool handsets, and – more importantly – is tied for the best-rated customer care amongst wireless carriers by JD Power. Yes, I am talking about T-Mobile.
But back to Comcast. On the American Consumer Satisfaction Index, Comcast currently has a substantially lower rating than competing cable and satellite TV providers like DirecTV and Cox Communications. A wholesale improvement of the entire user experience – from shopping to sign-up to everday usage to customer service – will make Xfinity successful. Without the support of real experiential improvements, the new Xfinity name will simply be another cable brand offering below-par customer experiences. Our most successful user experience projects include
implementing and measuring not just improvements to surface design features and look and feel, but to functionality, content and customer interactions. When viewed holistically, companies can tie these improvements back to specific business outcomes, and measure success along the path. In some ways, Comcast is lucky in that they do not have to make grand assumptions about which material changes are priorities for their customers. The details are readily available on which improvements will help make a success of the Xfinity products. Not only do they have their own customer service data, but there is a wealth of information in specialized user sites, social media and the blogosphere for them to tap into. Active online forums like those on DSLreports.com actually contain useful information on which to base user centric improvements. When embarking on a user experience improvement plan, monitoring social media can provide some great concepts to test, and some great ad-hoc measurements along the way. Formal user experience research can help quantitatively benchmark these improvements over time.
A great product and great user experience make a great brand – not vice versa. Staying customer-focused will help companies like Comcast concentrate on the entire experience to maintain the brand promise. Remember when Starbucks changed the coffee machines to have a lower profile allowing better engagement with the barrista? Did this have anything to do with how the coffee tasted? No, but it had everything to do with the intimate experience of going to the coffee shop.
Let’s hope Xfinity is better than Comcastic.
