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Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
Customer are irrational stop fighting
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Customer are irrational stop fighting

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Learn why customer are irrational and what you can do about it.

Learn why customer are irrational and what you can do about it.

Published in: Business, Spiritual
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  • 1. Customers are irrational: Stop fighting it!Colin Shaw Zhecho DobrevFounder and CEO, ConsultantBeyond Philosophy Beyond Philosophy www.beyondphilosophy.com
  • 2. Webinar Interface Review 1. Viewer Window 2. Control PanelBeyond Philosophy © 2001 - 2012All rights reserved beyondphilosophy.com 2
  • 3. Who are Beyond Philosophy? We are pioneers in the We work in many countries Thought leadership is our Customer Experience is all Customer Experience across several continents differentiator. We have literally written we do! space. the books on Customer Experience. We put emphasis on the We maintain links with Evidence based consulting - emotional side of customer academia to keep us aligned we look for what really drives experience with the latest breakthroughs business valueBeyond Philosophy © 2001 - 2012All rights reserved beyondphilosophy.com 3
  • 4. Some of our clients…Beyond Philosophy © 2001 - 2012All rights reserved beyondphilosophy.com 4
  • 5. Traditional way of looking at Customers…Beyond Philosophy © 2001-2012 beyondphilosophy.com 5All rights reserved.
  • 6. © Beyond Philosophy. 2001-2012 All rights reserved beyondphilosophy.com 6
  • 7. Beyond Philosophy © 2001-2012 beyondphilosophy.com 7All rights reserved.
  • 8. Beyond Philosophy © 2001-2012 beyondphilosophy.com 8All rights reserved.
  • 9. Beyond Philosophy © 2001-2012 beyondphilosophy.com 9All rights reserved.
  • 10. The transactional experience transfers into social media…Beyond Philosophy © 2001-2012 beyondphilosophy.com 10All rights reserved.
  • 11. Process or Experience? www.beyondphilosophy.com
  • 12. Beyond Philosophy © 2001-2012 beyondphilosophy.com 12All rights reserved.
  • 13. Beyond Philosophy © 2001-2012 beyondphilosophy.com 13All rights reserved.
  • 14. beyondphilosophy.com 14
  • 15. Beyond Philosophy © 2001-2012 beyondphilosophy.com 15All rights reserved.
  • 16. 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.Beyond Philosophy © 2001-2012 beyondphilosophy.com 16All rights reserved.
  • 17. Rational and Conscious Emotional and SubconsciousBeyond Philosophy © 2001-2012 beyondphilosophy.com 17All rights reserved.
  • 18. The emotionalCustomer Experience www.beyondphilosophy.com
  • 19. Beyond Philosophy © 2001-2012 beyondphilosophy.com 19All rights reserved.
  • 20. Credit card company example… 1 Getting a Card 2 Using my Card 3 Servicing my Account4 Extending my Relationship 5 Having Financial Difficulty 6 Ending my RelationshipBeyond Philosophy © 2001-2012 beyondphilosophy.com 20All rights reserved.
  • 21. The subconsciousexperience www.beyondphilosophy.com
  • 22. Beyond Philosophy © 2001-2012 beyondphilosophy.com 22All rights reserved.
  • 23. The key to unlock the Customer brainExperience Psychology beyondphilosophy.com 23
  • 24. Sometimes we don’t know about the things that influence us, we just subconsciously perceive them… 5:1 I am acting in a certain way, but not sure why…..Beyond Philosophy © 2001-2012 beyondphilosophy.com 24All rights reserved.
  • 25. Subconscious signals effect our behaviour and we don’t know why… Attributes of the brand Speed Power Aggressiveness Risk-taking Professors S. Adam Brasel and James Gips of the Boston College Carroll School of ManagementBeyond Philosophy © 2001-2012 beyondphilosophy.com 25All rights reserved.
  • 26. How we make decisions - what are the subconscious signals?Beyond Philosophy © 2001-2012 beyondphilosophy.com 26All rights reserved.
  • 27. We reference our memory to give this experience meaningBeyond Philosophy © 2001-2012 beyondphilosophy.com 27All rights reserved.
  • 28. Prospect theory - Kahneman and Tversky - 1979 One of the foundations of Behaviour economics If a decision is taken to avoid a loss it will be a bolder more aggressive, than one to achieve a gain. We want to hold onto the things we have, we are protective, we want to keep our standard of living. We will gamble more to do that than to INCREASE our standard of living. Kahneman: “People hate losing more than they like winning by a factor or 2 or 3 - The emotional tail wags the rational dog”Beyond Philosophy © 2001-2012 beyondphilosophy.com 28All rights reserved.
  • 29. Practical examples www.beyondphilosophy.com
  • 30. SHOULD WillBeyond Philosophy © 2001-2012 beyondphilosophy.com 30All rights reserved.
  • 31. Beyond Philosophy © 2001-2012 beyondphilosophy.com 31All rights reserved.
  • 32. What customers What drives say they desire business value© Beyond Philosophy. 2001-2011 All rights reserved beyondphilosophy.com 32
  • 33. © Beyond Philosophy. 2001-2011 All rights reserved beyondphilosophy.com 33
  • 34. Middle East Telecommunications Company Product quality versus emotional engagementBeyond Philosophy © 2001-2012 beyondphilosophy.com 34All rights reserved.
  • 35. Priority Order of the Attributes (Combined desirability and current value) – Premium Consumers Desired by Customer Effect on ValueTop Ten - 0 + Beyond Philosophy © 2001-2012 beyondphilosophy.com 35 All rights reserved.
  • 36. Designing a new experienceBeyond Philosophy © All rights reserved. 2001-2010 www.beyondphilosophy.com
  • 37. Mapping the Credit Card Journey Getting the card Evaluation of offer No Recommended by a •Web search Still Exit Application Wait for confirmation interested? Awareness friend/ direct mail •Conversation with the agent Getting the card Yes Cross sold by an agent Yes Yes Yes Fill in enrollment forms Do you need Are you Are you No or call Company your DD and Did you Receipt of call / just about aware of the Receipt of •PP supp cards miss it? e-mail to ? waiting time? No Welcome pack •Benefit 2 Partners transferred? confirmation •Direct Debit No Yes No Is it all clear Call to authorise Chase: Receive to you i.e. Yes Call to book / Receive someone to act • Benefit 1 Wait Benefit 1 & DD set up tickets Statement on my behalf • Benefit 2 Benefit 2 Cards etc? No Call XXX to check Call Benefit 1 to ask Receive DD Download 3rd Call to chase the 2nd call to chase PA to call to status of Benefit 1 about membership cancellation party DD the DD book on CM’s card number letter authorisation behalf form online Wait 10 days for Fill in & Acct 2nd call to 2nd Call to XXX to Send signed Apply for a Call Benefit 1 to Receipt of a response from Disclosure & authorise check status of PP form via post or supplementary check status of card Supp card XXX via the Authorisation someone to act card fax card online post form on my behalfBeyond Philosophy © 2001-2012 beyondphilosophy.com 37All rights reserved.
  • 38. Cognitive Negative Emotion Points Dissonance Getting the card Evaluation of offer No Recommended by a •Web search Still Exit Application Wait for confirmation interested? Awareness friend/ direct mail •Conversation with the agent Getting the card Yes Cognitive Cross sold by an agent Dissonance Yes Yes Yes Fill in enrollment forms Do you need Are you Are you No or call Company your DD and Did you Receipt of call / just about aware of the Receipt of •PP supp cards miss it? e-mail to ? waiting time? No Welcome pack •Benefit 2 Partners transferred? confirmation Peak End •Direct Debit Prospect No Rule Theory Yes No Is it all clear Call to authorise Chase: Receive to you i.e. Yes Call to book / Receive someone to act • Benefit 1 Wait Benefit 1 & DD set up tickets Statement on my behalf • Benefit 2 Benefit 2 Cards etc? No Call XXX to check Call Benefit 1 to ask Receive DD Download 3rd Call to chase the 2nd call to chase PA to call to status of Benefit 1 about membership cancellation party DD the DD book on CM’s card number letter authorisation behalf form online Wait 10 days for Fill in & Acct 2nd call to 2nd Call to XXX to Send signed Apply for a Call Benefit 1 to Receipt of a response from Disclosure & authorise check status of PP form via post or supplementary check status of card Supp card XXX via the Authorisation someone to act card fax card online post form on my behalfBeyond Philosophy © 2001-2012 beyondphilosophy.com 38All rights reserved.
  • 39. Increase in Net promoter Score: “As a result of its customer experience efforts, NPS has improved from -10 to +30” Increases shipping volume. “Maersk correlated a 4 point increase in Net Promoter Scores with a 1% increase in Maersk Line additional volume shipped by customers”. Training improves Net Promoter Scores in local regions. “Maersk gave regional divisions the option of putting regional Webinar June 21 st customer experience councils in place. The 55 regions that have set up local councils also received a three-day training course in customer experience improvement methods. The firm then did a study comparing regions with and without a council. The result: participating local offices score 10 points higher on their NPS than those offices that opted out”.Beyond Philosophy © 2001-2012 beyondphilosophy.com 39All rights reserved.
  • 40. www.beyondphilosophy.com @ColinShaw_CXBeyond Philosophy © 2001-2012 beyondphilosophy.com 40All rights reserved.

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