Product Chemistry: Connecting with
Customers’ Emotions
Pat Dawson
CongaCX Consulting
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CX LANDSCAPE
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What is Customer Experience?
• Sum of all interactions between a customer and a company
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Customer journey extends beyond control
of an organization
Image source: customerthink.com
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How do we evaluate our customer
experiences?
EFFORT
How easy was it
to succeed?
SUCCESS
EMOTION
Did I achieve what
I wanted to?
How did my experience
cause me to feel?
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Emotions are the missing ingredient in
CX design
• Neuroscience has demonstrated the impact
of emotion on human behavior
• Use of functional MRI (‘heat maps’) in brain
studies quantify the impact of emotion (vs.
rational thought)
Key Insight
“Emotion is the weakest
component of experience.
Across all 20 industries
measured, the emotion
scores fall well below those
of success and effort.”
Bruce Temkin, Founder of
CXPA, commenting on
2015 Temkin Experience
Ratings
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In nearly all industries, emotion (green) statistically
exceeds cognition (yellow) in impacting behavior
Product Category
Alcohol Beverage
Apparel
Autos
Banks
Computers
Fast Food
Food
Oil Companies
Financial Institutions
Pharmaceutical
Restaurant
Retail Stores
Telephone Companies
Conative Attitude
(Acting on thoughts & feelings)
Brand Interest
Purchase Intent
Purchase Intent
Brand Interest
Purchase Intent
Purchase Intent
Brand Interest
Purchase Intent
Purchase Intent
Purchase Intent
Purchase Intent
Brand Interest
Purchase Intent
Brand Interest
Purchase Intent
Purchase Intent
Brand Interest
Purchase Intent
Purchase Intent
Affective
(Emotions)
Cognitive
(Intelligence)
Visual Measure Verbal Measure
R2
R2
30.10*
12.60
14.40
20.30
16.40
19.70
12.60
3.30
10.90
17.30
8.60
17.00
11.20
18.90
15.40
19.30
20.40
18.40
16.20
6.60
7.20
4.70
6.80
5.20
3.30
5.30
6.10
2.80
6.50
2.30
4.90
9.20
5.80
7.90
7.20
13.00
8.60
2.60
Source: University of Florida 2011
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Why Customer Experience Matters
• “Experience is the new Marketing”
• Steve Cannon, President & CEO of Mercedes-Benz USA
• Shift in power has occurred
– Companies still own brands…but customers now define
brands
• ‘Word of mouth’ - the most powerful advertising tool
in history – has been scaled through social media
– With empowerment comes expectations
• Brand promise is replaced by experience reality
• Experience leaders set a bar even for companies
in other sectors
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Financial impact prioritizing CX action
➢ 93%: top 3 priority
➢ 97%: critical to success
➢ Cost of failure is large: 20%
of annual revenue
➢ Rising customer
expectations enabled by
social media
Global Insights on Succeeding in the Customer
Experience Era, 2013
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Financial payout ‘CX Leaders’ are achieving
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DESIGNING THE CX YOUR
CUSTOMERS DESIRE
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Begin with Journey Mapping…
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Move from Your Journey Map to Your CX
Destination
•
•
Intersection where the experience desired by
customers – and the experience offered by your
company – meet
ACUMEN is both descriptive and prescriptive
– Confirms existing journey
– Prioritizes importance of each stage
– Rates how well you’re performing at each stage
•
Fuels ‘speed to market’ improvements
– Identifies where your company should focus its CX efforts
– Aligns allocation of human and capital resources where the potential ROE
(Return on Effort) will be greatest
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How ACUMEN Works
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Explore each stage of customer journey with target
audience
Elicit both rational and emotional feedback
– How well did the actual experience aligned with the desired experience?
– Told through words and images selected by customers
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Evaluate each journey stage based on level of importance and current
performance
– Apply principle of Net Promotion to score relative importance of each stage
– Prescribe action required for each stage
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ACUMEN Prescriptions
Higher
Substantial
Impact
Moderate
Impact
Cease and
Desist
Reward and
Replicate
Immediate corrective action with
long-term sustainable plan
Leverage essence for consistent,
repeatable performance
Look and
Learn
Track and Train
Monitor for potential improvement
Proactive pulse-taking and
empowerment programs
Minimal
Impact
Lower
Immediacy
and intensity
Annoyance
Avoidance
Approve and
Ignore
Monitoring for themes and
improvement opportunities
Cursory monitoring for consistent
performance
Consistently
Negative
Generally
Negative
Generally
Positive
Consistently
Positive
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ACUMEN CASE STUDY
World Education Services
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Insight, Design, Measurement
• 23 customers; 3 customer journeys; 17 countries; 3-day online
dialog
• Words and images from customers provided unprecedented
insight re customer emotions
• Customer scored each stage and identified CX ‘hot spots’ for
triage
• 3-pronged CX strategy now being executed by cross-functional
CX Action Team
• CX Balanced Scorecard to focus leadership on key customer and
operational metrics
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How I felt
during the
experience…
“While I was waiting for
the answer, I was
extremely nervous because
I was giving a significant
amount of money to WES
with the expectation that I
would receive a result I
could trust.”
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How I felt
during the
experience…
“Most people asking for
these services are going
through a big transition in
their lives, whether it be
for employment,
education, or a big move.
There's a lot of uncertainty
and hope associated with
the journey. WES
represents a faceless and
emotionless obstacle in
this journey.”
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How I felt
during the
experience…
“I was hopeful they would
render the services I paid
for on time as advertised
without any hassle.
During the evaluation
process, I was
disappointed so many
times. There was no
instant means of getting
support. I had to wait
DAYS to get replies to my
e-mails.”
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How I felt
during the
experience…
“I am the boy with the blue
shorts thinking, ‘Surely
there's a better way.”
Working with the
company felt like a big
wall. Just one-way
communication with a
giant barrier to make sure
they didn't have to deal
with me after the initial
commitment for their
services.”
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How I wanted
to feel…
“I would liked to have felt
that I, as a customer,
mattered.”
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How I wanted
to feel…
“I would have liked to
have felt that I was
working with an
institution I could trust,
and with good
communication…I would
have liked to have felt that
we were playing on the
same team.”
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Adapting Theory of Net Promoter Score
Q: “How likely is it that you would recommend [brand] to a friend or
colleague? (Scale 10-0; 10-9 Promoters; 8-7 Passives; 6-0 Detractors)
NPS = (% of Promoters) - (% of Detractors)
Net
Promotion
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-35
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3 Strategic Pillars
MOVE BEYOND INFORMING
TO COMMUNICATING
SHIFT MINDSET FROM
ENFORCING TO ENABLING
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•
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Help customers …
help Company…
help them
HARNESS TECHNOLOGY TO
GUIDE CUSTOMER EXPERIENCE
Mindset is reflected in tonality of communication, ease of interacting,
commitment to resolving questions – a sense of collaboration
Communicating focuses on audience comprehension vs. ‘company speak’
Technology – Company has rich technology. Harnessing existing assets from
a ‘customer-centric’ perspective will guide and enhance the CX.
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SUCCESS METRICS
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CX Balanced Scorecard – February 2017
On a scale of 0-10,
how likely are you to
recommend WES to
family or friends?
(% of 9-10) – (% 0-6)
= NPS
Pct. of customers who
complete evaluation
process without emailing
and/or calling
Completely agree: “WES
made it easy for me to
understand what to do
throughout the process…”
Net
Customer
Promoter
Effort
Score
Score
(NPS)
(CES)
Operating
Call
Model
Center
Score
Service
(OMS)
Metrics
© 2016 World Education Services. All rights reserved.
Average Speed of Answer
1st Time Callers
1st Call Resolution
Tier 1 Resolution
Tier 2 Escalation
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CLOSING THOUGHTS
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Food for thought…
• “No one can do a thing about feelings. They exist and
there’s no way to censor them.”
– Milan Kundera, Writer
• “One can be the master of what one does, but never
of what one feels.”
– Gustave Flaubert, Novelist
• "Great companies that build an enduring brand
have an emotional relationship with customers that
has no barrier.“
– Howard Schultz, CEO
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Thank You!
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