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www.beyondphilosophy.com
Emotional Signature®
Colin Shaw, Beyond Philosophy
Founder, CEO
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
2
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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
65
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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
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