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www.beyondphilosophy.com Emotional Signature® Colin Shaw, Beyond Philosophy Founder, CEO

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Page 1: Emotional Signature Webinar

www.beyondphilosophy.com

Emotional Signature®

Colin Shaw, Beyond Philosophy

Founder, CEO

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www.beyondphilosophy.com

Beyond Philosophy

Beyond Philosophy © All rights reserved. 2001-2010

Customer Experience

is all we do!

Thought leadership is

our differentiator

Offices in London,

Atlanta with Partners in

Europe & Asia

Fourth book –

Now Available

Focus on the emotional side

of the Customer ExperienceLinks with

Academia

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We are Proud to Have Helped Some Great Organizations…

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1. Viewer Window 2. Control Panel

GoToWebinar

Example Interface

Webinar Interface Review

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Customer Experience definition

A Customer Experience is an interaction between

an organization and a customer as perceived

through a Customers conscious and subconscious

mind. It is a blend of an organization’s rational

performance, the senses stimulated and emotions

evoked and intuitively measured against customer

expectations across all moments of contact.

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Price

Product

Promotion

Place

Trust

Care

Valued

Pleased

Stimulated

How

What

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Most organization

focus on delivering

the

4P’s but fail to

realise the

enormous power

of emotions below

the surface

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The Subconscious mind…

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The subconscious mind

processes 200,000 times more

information than the conscious

mind, without us having to focus

on it.

It does that processing before our

eyes have even recognised the

person or object.

Dr Peter Jones

Chartered Psychologist

AFBPsS CSci

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What are the subconscious signals your organization giving to customers?

We don’t trust you;

we think you will

steal our pens.

We value you; we personalize

Your coffee by putting

you name on it.

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What is an Emotional Signature®?

Following two years of

research independently

vetted by London Business

school we have identified the

emotions that drive and

destroy a Customer

Experience. We call this an

Emotional Signature®.

This was revealed in our

book (see opposite) launched

in 2007. Since then we have

progressed and improved this

process dramatically.

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Independent academic endorsement….

Professor Christopher Voss - London

Business School (LBS) has guided us

with his thoughts, input and validated

our approach and methodology.

Dr. Jeremy Miles - leading consumer

Psychologist and quantitative

statistician, Lecturer in Health Sciences

at the University of York an now of the

Rand Corporation

University of Wales, Chair of Experimental Consumer

Psychology & visiting Harvard Scholar

Specializes in emotional interpretation of complex information

(including brands, faces, advertisements), visual attention,

and visual memory

Professor Jane Raymond

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What are the 20 Emotions the affect business value?

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• The 2 years of baseline research

produced the framework against which we

will compare your experience.

• The baseline model identified 20 emotions

clustered into 4 hidden factors and that

drive/ destroy value for business.

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What does it do?

• Identify key rational and emotional

factors in the company’s experience

• Illuminate the conscious and

subconscious levers of value for the

business

• Statistically prove which attributes of a

Customer Experience drive or destroy

value

Emotional Signature is the first and

only robust fit-for-business purpose

measurement system to:

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Emotional Signature identifies the value levers

you can pull in your customer experience

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How do we do this?Emotional Signature Process in Brief

Field the Survey

2 years of baseline

research identified the 20

emotions that drive/

destroy value

Workshop to Select the

Experience and Value

Indicators and Design

the Survey

Create emotional profiles

Construct the

Structural Equation

Models (SEM) using

PLS and Prioritize the

Attributes

1 2 3

4Final Presentation

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Promoters v Detractors

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Case study examples…

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Emotional Profile…

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•The greens need to be as high a possible

•The reds need to be as low as possible

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•The greens need to be as high a possible

•The reds need to be as low as possible

Emotional Profile v Financial Services

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Getting a Card1

Ending my RelationshipExtending my Relationship

Servicing my AccountUsing my Card2 3

4 Having Financial Difficulty5 6

Credit card journey

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How do we find out what drives value in the experience?

Stimulus:

the attributes of the

experience the

business controls

Response:

The internal

emotional response

the customer has,

often subconscious

Effect:

The value outcomes

the business is

interested in

impacting

We use Structural Equation Modelling (SEM)

1. It gets at causation not just correlation

2. It finds the levers (root causes) of value in the experience

We use a three stroke model: Stimulus – Response - Effect

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Structural equation modelling (SEM)– causality in the today experience

In the survey, customers were asked to rate

aspects of their customer experience (what

we call attributes) on a 0 to 10 scale.

Using SEM (an analytical tool) the links

between touch points, emotions and

values you were interested in were

identified.

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Typical Emotional Signature Output:Structural Equation Model

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“What drives value”

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Workshop to define touch points of the Experience

Touch Points• Availability of card that meets my needs on

Company A website

• Call centre advisors helpfulness

• Call centre advisors knowledge

• Advisor knowledge when activating my card

• Advisor helpfulness when activating my card

• Ability to resolve my issues at first point of

contact

• Call centre advisor understands my needs

• Length of time on hold before call is

answered

• Knowledge of call centre staff

• Attitude of staff in call centre

• Video on web site explaining account opening

procedure

• Web site acknowledges me on return

• Offer free bag of Jelly babies when getting a

new card

• Deliver the card in a golden case.

Value Indicators• Retention

• Net Promoter

• Customer Satisfaction

• Brand

• Repeat business

• We work with you to develop these…

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$$$

As an example, these could have

come from the ideation work

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This provides a more detailed explanation of each of these boxes.

Desired and affects current value (conscious)

• Touch points that are desired and currently drive value.

These are the most important.

• These touch points are the conscious drivers of value.

Customers are consciously aware of these touch points.

This has implications about how you overtly

communicate to Customers about these.

• These touch points are typically marketing and

operational levers.

Not desired but does affect current value (sub-

conscious)

• Attributes that are not explicitly desired but currently

drive value.

• These attributes are the subconscious drivers of value.

Customers are unaware of the effect of these attributes

on their attitude or behaviour.

• These attributes are typically the operational levers the

company should manipulate. However, these should not

be emphasised in the Customer Experience

Desired but does not affect current value (deceptive)

• attributes that Customer desire but they do not drive

value today.

• These are potential areas of opportunity for the

organization.

• Caution should be used, as not all of these attributes will

necessarily drive value tomorrow, they could just

increase costs.

Not desired and does not affect current value

(invisible)

• attributes that are not explicitly desired by customers

and do not currently drive value.

• The attributes should be challenged. Why do you need

them?

• These attributes potentially represent cost to the

business if significant resource is spent implementing

them.

Desired by the CustomerNot Desired by the Customer

Aff

ects

cu

rren

t valu

eD

oes n

ot

aff

ect

cu

rren

t valu

e

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Desired and drives value

(Conscious)

Availability of card that meets my needs on

Company A website

Call centre advisors helpfulness

Call centre advisors knowledge

Ability to resolve my issues at first point of

contact

Not desired but does drive value

(Sub-conscious)

• Advisor knowledge when activating my card

• Advisor helpfulness when activating my card

• Call centre advisor understands my needs

• Knowledge of call centre staff

• Attitude of staff in call centre

• Video on web site explaining account

opening procedure

• Deliver the card in a golden case.

Desired but does not affect current value

Offer free bag of Jelly babies when getting a new

card

Length of time on hold before call is answered

Not desired and does not drive value

• Web site acknowledges me on return

Desired Not Desired

Dri

ves V

alu

eN

ot

dri

ve v

alu

e

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Structural Equation Model SummaryAnswers the question: “To what magnitude do the attribute factors drive or destroy business value and which type of value does it drive or destroy”

Beyond Philosophy © All rights reserved. 2001-2010

Value

Indicators

Conscious or

SubconsciousAttributes Measure of the effect on value.

Bigger scores indicate high

value leverage (via emotions)

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Attributes PriorityAnswers the question: “Which aspects of our experience should we focus on”

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AttributesHow much

value is

driven.

How much

desired.

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Comparison of Top 10 AttributesAnswers the question: “How do the priorities differ between segments”

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Customer

segments

Attributes

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Options

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40 attributes

Joining Using Leaving

40

attributes

40

attributes

40

attributes

Joining Using Leaving

Set A: 40

attributes

Set B: 40

attributes

Set C: 40

attributes

Set A: 40

attributes

Set B: 40

attributes

Set C: 40

attributes

Set A: 40

attributes

Set B: 40

attributes

Set C: 40

attributes

Home

Owner

Rented

Married

Joining Using Leaving

Set A: 40

attributes

Set B: 40

attributes

Set C: 40

attributes

Set A: 40

attributes

Set C: 40

attributes

Set A: 40

attributes

Set C: 40

attributes

Home

Owner

Rented

Married

Set A: 40

attributes

Set C: 40

attributesCompetitor

Overall (1 model) By Journey (3 models)

Journey & Customer Segments (9 models) Journey, Cust Segments and competition (12 models)

Set B: 40

attributes

Set B: 40

attributes

Set B: 40

attributes

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Further conversations?

Beyond Philosophy © All rights reserved. 2001-2010

Atlanta Office: +1-678-638-6162

London Office: +44 (0) 207-917-1717

• www.BeyondPhilosophy.com

[email protected]

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