Worlds largest database part 2


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  • The unconscious and the subconscious are vastly different, though non-psychiatric professionals often incorrectly use subconscious. In contrast to the unconscious, the subconscious mind lies just below consciousness, and it is easily accessible if attention is paid to it. For instance, you might know someone’s phone number. This information is not stored in your conscious mind, but in your subconscious. If you think about it, you can produce the phone number, but it isn’t simply floating around in your conscious mind. You need to direct your attention to memory in order to dredge up the phone number. Those memories you can recall easily are not conscious unless you pay attention and focus. When someone asks you to describe your perfect day, you reach into your subconscious mind for these memories. However, if someone asked you to describe the worst day you ever had, especially if it was particularly traumatic, you might not really be able to describe the worst. You’d be able to discuss memories in your subconscious that were memorably bad, but a truly traumatic day could be in part, or completely repressed. In this way, one of the differences between the unconscious and the subconscious is that, at least in Freud’s estimation, the unconscious worked as a protecting force on the mind, even if this protection was wrongly guided. Really finding the most traumatic day of your life might mean significant therapy to access layers of memory buried away from both from conscious and subconscious, deeply hidden in the mind.
  • Worlds largest database part 2

    1. 1. World’s Largest Emotion Database: Part 2B2B/ B2CEurope vs. USA (FS)<br />Beyond Philosophy<br />Steven Walden, Senior Head of Research and Consulting<br />
    2. 2. 1. Viewer Window<br />2. Control Panel<br />GoToWebinar Example Interface<br />Webinar Interface Review<br />Beyond Philosophy © All rights reserved. 2001-2011<br />2<br />
    3. 3. 3<br />Beyond Philosophy © All rights reserved. 2001-2011<br />The Beyond Philosophy Perspective<br />Customer Experience is all we do!<br />Thought leadership is our differentiator<br />New Fourth book <br />Is now available<br />Offices in London, Atlanta with Partners in Europe & Asia<br />Links with Academia<br />Focus on the emotional side of Customer Experience<br />
    4. 4. 4<br />We are Proud to Have Helped Some Great Organizations…<br />Beyond Philosophy © All rights reserved. 2001-2011<br />
    5. 5. Experience Value is Emotional Value<br />Customer Satisfaction<br />Emotional Signature<br />Beyond Philosophy © All rights reserved. 2001-2011<br />5<br />
    6. 6. The Evidence from Neuroscience<br />6<br />Beyond Philosophy © All rightsreserved. 2001-2011<br />When making decisions in the future, physiological signals (or ‘somatic markers’) and evoked emotions are consciously or unconsciously associated with their past outcomes and bias decision-making towards certain behaviors. When a somatic marker associated with a positive outcome is perceived, the person may feel happy and motivate the individual to pursue that behavior. When a somatic marker associated with the negative outcome is perceived, the person may feel sad and act as an internal alarm to warn the individual to avoid a course of action. These situation-specific somatic states based on, and reinforced by, past experiences help to guide behavior in favor of more advantageous choices and therefore are adaptive<br />In contrast to economic theory, the somatic marker hypothesis proposes that emotions play a critical role in our ability to make fast, rational decisions in complex and uncertain situations.<br />Patients with damage to certain regions of the frontal lobe suffer from an inability to appreciate negative outcomes. Though they can reason logically, their decision-making ability is flawed. <br />They have lost emotional reactivity at a high level; they can no longer sense, for instance, embarrassment or guilt or pride or shame. They have lost their ability to feel emotion relative to the future consequences of their actions and thus are no longer able to qualify their choices as "potentially good" or "potentially bad." <br />Professor Antonio Damasio<br />Decision-making is devoid of emotions and involves logical reasoning based on costs-benefit calculations<br />Assumes that individuals have unlimited time, knowledge and information processing power and can therefore make perfect decisions. <br />
    7. 7. Four Clusters of Emotions Drive or Destroy Value<br />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. <br />7<br />Beyond Philosophy © All rightsreserved. 2001-2011<br />
    8. 8. 8<br />Endorsement from the Market Research Industry<br />The DNA of customer experience: how emotions drive value<br />“The case for focusing on emotion<br />as a philosophy for building a better<br />experience for customers as presented in the book is a compelling<br />one. <br />The methodology for undertaking the necessary emotional analysis<br />is practical, simple, potentially very<br />effective, and enables organizations to<br />benchmark themselves by sector and<br />'best practice'.<br />International Journal of Market Research Vol. 53 Issue 1, Peter Mouncey, Editor<br />Endorsement from Research Industry Magazine<br /><br />Independent, Peer Reviewed Endorsement from the leading Journal for Market Research<br />Beyond Philosophy © All rights reserved. 2001-2011<br />Scale development with Professor Voss of London Business School, Professor Raymond (Chair of Experimental Consumer Psychology at University of Wales) and Dr Miles (ex- York University) now Quantitative Psychologist and RAND corporation<br />
    9. 9. 9<br />Beyond Philosophy © All rights reserved. 2001-2011<br />The Worlds Largest Database of EmotionsEmotional Signature® Database (N=25,000)<br />The 2 years of baseline research and subsequent 3+ years of client work has resulted in the world’s largest fit-for-business emotional database <br />Benchmarking<br />The Emotional Signature® system has been independently corroborated and validated<br />It looks not just at the Past<br />But perspectives on the future<br />
    10. 10. Emotion database<br />The Findings<br />10<br />Beyond Philosophy © All rightsreserved. 2001-2011<br />
    11. 11. Business to Business View<br />11<br />Beyond Philosophy © All rightsreserved. 2001-2011<br />
    12. 12. You’re Fired!<br />12<br />Can I do business with you?<br />Beyond Philosophy © All rightsreserved. 2001-2011<br />
    13. 13. A Question of Semantics<br /><ul><li>How important is Relationship in your Business to Business dealings?
    14. 14. How important is Trust in your Business to Business dealings?</li></ul>13<br />Beyond Philosophy © All rightsreserved. 2001-2011<br />
    15. 15. The Emotional Profile (N=25,000) <br />14<br />Beyond Philosophy © All rightsreserved. 2001-2011<br />
    16. 16. Emotions Matter Just as Much In Business as in Consumer Markets<br />15<br />This should not be a surprise. Emotions enable us to make fast decisions in conditions of uncertainty, without emotion there is no rationality. They are ‘in the loop of reason’ not separate from it, they guide our view of what IS rational<br />Beyond Philosophy © All rightsreserved. 2001-2011<br />
    17. 17. The Emotional Profile (N=25,000) <br />16<br />Beyond Philosophy © All rightsreserved. 2001-2011<br />
    18. 18. B2B is Emotionally More Attentive to Risk and Uncertainty <br />17<br />Long-Run<br />Personal rapport<br />Disaster recovery<br />Can I trust these people?<br />Business Critical<br />Beyond Philosophy © All rightsreserved. 2001-2011<br />
    19. 19. The Emotional Profile (N=25,000) <br />18<br />Beyond Philosophy © All rightsreserved. 2001-2011<br />
    20. 20. The Failure of Perspective<br />19<br />Beyond Philosophy © All rightsreserved. 2001-2011<br />
    21. 21. Internal Bias Towards Controlling Losses<br />20<br />Beyond Philosophy © All rightsreserved. 2001-2011<br />
    22. 22. Which do you forgive when things go wrong? <br />21<br />Beyond Philosophy © All rightsreserved. 2001-2011<br />
    23. 23. LoveMarking your B2B Experience<br />“A senior executive in the air travel industry relayed how a billion dollar order had been placed with a more expensive supplier on the strength of some strong advocacy by another customer. The supplier, they said, had “dug us out of a hole” when aircraft had been expensively grounded through no fault of the supplier, throwing substantial resources fast at getting the planes back in the air and saying that issues of negotiating payment could wait until the crisis was solved.”<br />22<br />Beyond Philosophy © All rightsreserved. 2001-2011<br />
    24. 24. Reasons for the Difference<br /><ul><li>B2B is more personal, its about my job
    25. 25. B2B is about attention and managing uncertainty due to the costs to my business
    26. 26. B2B as with B2C controls negative emotions to the same extent – they would not be in business otherwise
    27. 27. B2B as with B2C has a cultural impediment to thinking about the positive emotions even though they are NOT mutually exclusive</li></ul>23<br />Beyond Philosophy © All rightsreserved. 2001-2011<br />
    28. 28. The Emotional Profile (N=6,000)USA and Europe Financial Services Industry<br />24<br />Beyond Philosophy © All rightsreserved. 2001-2011<br />
    29. 29. The Emotional Profile (N=6,000)USA and Europe Financial Services Industry<br />25<br />USA are less Positive<br />USA are more Negative<br />Beyond Philosophy © All rightsreserved. 2001-2011<br />
    30. 30. The Emotional Profile (N=6,000)USA and Europe Financial Services Industry (B2C)<br />26<br /><ul><li>Best Performance is no more than Bland.
    31. 31. Focus in Europe on reducing Negatives
    32. 32. USA Poor on both Positives and Negatives
    33. 33. This measures the emotional effect (as recent data) of Credit Crunch & Poor Business ethics – question: how can you move the trust dial</li></ul>Beyond Philosophy © All rightsreserved. 2001-2011<br />
    34. 34. Reasons for the Difference<br /><ul><li>There IS a cultural difference in this sector that does not conform to stereotype
    35. 35. However, even the stereotype hits no more than Bland
    36. 36. There remains a glass half empty perspective in both markets</li></ul>27<br />Beyond Philosophy © All rightsreserved. 2001-2011<br />
    37. 37. Measurement : Do you have a 360 degree view?<br />28<br />Measurement without Emotion: <br />Misallocation of resources<br />Lack of market differentiation<br />Everyone focusing on the same thing<br />Lack of creative pull (lets control rather than lets create) <br />Beyond Philosophy © All rightsreserved. 2001-2011<br />
    38. 38. To Be Released<br /><ul><li>Industry level data-cuts
    39. 39. Best practice companies by specific emotion
    40. 40. Touchpoint drivers of emotion </li></ul>29<br />Beyond Philosophy © All rightsreserved. 2001-2011<br />
    41. 41. Thank You<br />Questions or ideas?Contact <br />Steven Walden<br />Senior Head of Research and Consulting<br />Email:<br />Tel USA: +1 678-638-3050<br />Tel UK: +44 158-263-5007<br />