one thing that
Mark [Zukerberg] said, a small note in the grand scheme of things, that still
sits fresh in my mind every single week. “We need to stop calling peopleusers,”
he said. “They’re not just there to use our products; we’re here to build
things for them.”
People,
not users.
User:
I
just drove off in my new car and I am parked in the pouring rain on the side of
the freeway. Where is the fucking defroster?
Forgetting
users were people almost cost Toyota their entry into the US Market. They
designed an advanced, reliable, competitively priced car so different in all
ways from Detroit that people couldn't use it intuitively. Similarly the BMW
I-Drive. User satisfaction dropped to near zero. They had to solve the problem
with a mandatory UX (human) trainer.
In
1981 a salesperson (let’s call him Joe) in a big Toyota dealership at 57th St.
and 11th Ave. in Manhattan tried to look busy at his desk as the suits from
Toyota of N. America came into the dealership and disappeared into the General
Manager’s office to no avail as Joe was quickly called to come to the
office. Once there he was confronted by
one of the Toyota execs with the question “What are you doing differently from
all of the other salespeople here?” The
only thing he could think of was that he spent time at the next day delivery
with the “User” to show them how everything on the car worked. He knew this was different because he was
criticized by the Sales Manager for being “Off the floor” at one point after
spending more than an hour with a difficult customer. The Corporate types had an “Aha moment” and
dismissed Joe with a thank you.
Shortly
after they left the mystery was solved as Joe was called back to the GM office,
and was asked if he could “explain how the car worked” to all the new car
buyers. The GM explained that the
problem was the dealership’s location on one of the busiest intersections in
the world was adversely affecting the Customer Satisfaction Index (CSI) which
Toyota had recently implemented for all dealerships. “Users” had no quiet streets to use to
practice with their new car on and blamed the car for being unfriendly to
people.
The
genesis of the “Delivery Experience” for new car “Users” seems to be at that
time. The volume at the dealership was
too high for one person and Joe was given an assistant for overflow (“Ben”) who was “Too
nice” to his clients to be a good salesperson. A manual was written to guide his
presentation but Joe’s follow-up showed that Ben’s too nice attitude was much
more important than his inability to follow the manual he was given and Joe
became the overflow delivery guy. Ben went on to make a nice career in the
delivery position at several Toyota dealerships.
Joe
went on to different things but remained in new car sales as a moonlight
position. “Selling cars is like eating
M&Ms for a sales and marketing professional. Not much nourishment per close but you get a
lot of them.” Much later Joe applied as
a salesperson at a Lexus dealership across the country and was told he was
overqualified and besides salespeople had to deliver their own cars at Lexus
according to “The Delivery Manual.” Joe asked what that was, and the SM sneered
and said do you think you can follow this? Joe skimmed through it and recognized it as
essentially a copy of the manual written for his assistant. I suppose I could since I wrote it, he
replied.