Here are the Level 1 Slides for our wonderful Graduates

1. Managing
Customer
Emotions
Athens
Level 1

2. Agenda
• Understanding feelings
• How do we feel and how do
we talk about feelings? We
look at the most common
habits of behaviour.
• Understanding how we talk
about emotions and create
practical habits
• How we use them to change
financial outcomes

3. Changing Moods
Click the picture

4. 1 Talking about emotion
2 Analysing Conversations3 Developing HBT
(Habit Based Transformation)
4 Continuous improvement
E-score Cycle

5. IF
Unhappy Customers =
Unhappy Colleagues = Unhappy Shareholders
OR
Unhappy Colleagues =
Unhappy Customers = Unhappy Shareholders
….are both true
Therefore
Happy Customers + Happy Colleagues = Happy Shareholders
It’s not rocket Science but it is science

6. IF
Aerodynamic efficiency = Less fuel and better performance
OR
Process efficiency = lower operating costs improved financial performance
….are both true
Therefore
Emotional efficiency must behave in the same way
So….

7. On a scale of 1 – 10……..
Thinkof 10
things inyour
life that are a
perfect 10
How wethink, talk and act

8. E-score
Think about10 thingsin
yourlife thatareokor alittle
ora lot!
OK
Care
Very very
Very
More than
Don’t
Ok Centred Metric
1 - 10 Based

9. Active
Passive
OK
Care
Very very
very
More than
Don’t
Ok Centred Metric

10. Active
Passive
OK
A lot
Completely
Really
Unbelievable
Alittle
Ok Centred Metric

11. Terrible
wonderful
I’m in love
I really hatethem
Fine
Awful
Fantastic
Youwill not believe it
Fit as a fiddle
Unbelievable
Unbelievable
Impossible
Impossible
Worse thanaverageBetter than average
A bit down
good
Youwill notbelieveit
We instinctively understand this model of verbal answers
We can describefeelingswith wordsonan emotionalscale – itsimpliedin behaviour
chill
cool
happy
Impossible
Sick
Sick
How do you feelabout?
Emotion-ScoreVerbatim Calibration
Wall
OK

12. Terrible
wunderbar muy bien
Realmente los odio
‫حسنا‬
AwfulYouwill not believe it
Fit as a fiddle
Unbelievable
ထက်ပိုပပြီး
Impossible
Lehetetlen
pas bonpas mal
Un peu triste
excité
C'est fou
We instinctively understand this model of verbal answers
We can describefeelingswith wordsonan emotionalscale – itsimpliedin behaviour
‫رائع‬
cool
행복hihetetlen
Syk
kul
Anystandardlanguage
OK
불행한
‫رهيب‬
ထက်ပိုပပြီး
Realmente los amo
好
Εντάξει

13. Feelings
Passive
• Don’t Know
• Don’t Care
• Care but not enough
Active
• Care and will speak or act
• Care and speaking and acting now
• Care and action is my primary purpose

14. OKmeans the same to everyone
even though they lead completely
different lives in completely different
situations.
Even though it seems that OK in a prison
camp does not mean the same as OK to a
lottery winner…..it actually is.
Not the circumstances but the feeling because the feeling
is “within context”.

15. What is the VOC/BOCbusinesschallenge?
……………It is notin understanding voice andbehaviour of the customer andtheir emotions because all of
us dothis every day because we livein an emotional context
IT IS……talking with them and aboutthem in a business setting – which we don’t
IT IS …..learning to talk about customers emotions and feelings more
Let me tell you about our terms and conditions
Body language
Whybusinesses get it
wrong
IT IS …..thinking about the actions
NOT JUST THE VOICE of the
customer
as part of business culture,
as part of CX and HR,
as part of metrics and scorecards
as a type of value

16. IF
Voice of Customer + Observation ≠
Outcome of Metric
Net Promoter Score
CustomerEffort Score
CSAT
Therefore
METRIC FAIL
Happyor not
Trustpilot

17. Net Promoter Score
Happyor not
CustomerEffort Score
CSAT
Trustpilot
Therefore
METRIC Improved
More
Than
More
Than

18. Net Promoter Score
Happyor not
CustomerEffort Score
CSAT
Trustpilot
Therefore
METRIC Improved
again!!!!!
More
Than
More
Than

19. WOW
Experience

20. Appropriate
Trends
Aware
Like
Love
Filter out
Ignore
Attack
Hate
Annoy
20

21. https://youtu.be/T2flUE9lGb0

22. Time cadence
In every event in every journey there must be a moment when the
opportunity to control it or arrive at the optimum Outcome has
gone. If you make an offer too late it will be no longer relevant.
Examples : At its simplest if you own a restaurant and you target me
after I have eaten and drunk then you are wasting effort (with the
associated costs and other impacts). Your effort may win me as a
longer term customer but today, at this moment you have not
maximised revenue. Someone else sold them the meal!
Or in Customer Service there must be a point when you are saying
sorry too late and that result is that the cost of compensation
increases.
It also follows that there is always moment that is too soon. No
point offering me something I don’t want yet!

23. Customer Experience Foundation
© Customer Experience Foundation 2015
30 Days
Emotional Time Cadence
In Loyalty & Engagement Gilbert Observation Test
Perceptions of value change over periods of time
Most people choices

24. Event
No No
Impact
Most Appropriate Most Appropriate
Least Appropriate Least Appropriate
Yes Yes
Pre - Event Post Event

25. Event
No NoImpact Model
Most Appropriate Most Appropriate
Least Appropriate Least Appropriate
Yes Yes
Pre - Event Post Event
Target Impact

26. Event
No NoImpact Model
Most Appropriate Most Appropriate
Least Appropriate Least Appropriate
Yes Yes
Pre - Event Post Event
Target Impact
Actual Impact

27. Pre sales
Research
Sales Process Ownership Possible claim End of term
*As is model today - Impacted by time of the year and doesn't cover upsell / cross sell – which
needs detailed mapping but changes to the sales cycle could improve value of contact.
Note: Different insurance types have different Journeys and events
Great CX may create up point here and
possibly additional Loyalty
No real engagement opportunity with Customer used well
by most Insurers but this could be made engaging by design
Single layer* Emotional Engagement (very rough)
Theoretical Gilbert Test
Buyers remorse
(See next slide)
Emotional un-engagement
Fear
Disappointment in
limitations of support
Dissatisfaction
(Wasted
money
syndrome)
Happiness/Engagement
Great CX may create
real loyalty here
Most likely CX journey
Possible opportunity for EQ engineering
Steady emotional line

28. Y choices
• Science shows the following:
• We need to compare to understand value
• We make decisions based on comparisons
• These can be used to change behaviour
$10 $35

29. Y choices
• Science shows the following:
• We need to compare to understand value
• We make decisions based on comparisons
• These can be used to change behaviour
$10 $35 $70 $130

30. Regular Visitors 11m 30 sec
engagement
70% Completion
https://chat.wizu.com/dublin-bus/dublin-bus-feedback

31. Context

32. Core
Functional
itsinstrumentalpurpose(usevalue).
A torch, forinstance,lights;aknifecuts.
1
Exchange
its economicvalue.
Onecarvingknife maybe worththreefishknives;andone
torchmaybeworth500matchesoronesheepetc.Bothare
differentexchangevalues.2
Symbolic
avalue thatasubject assigns toan objectin relationto
anothersubject
(i.e.,betweena giverandreceiver).Apenmightsymbolizea student's
schoolgraduationgiftora commencementspeaker'sgift;ora diamond
maybea symbolofpubliclydeclaredmaritallove.
3
Anyvalueproposition is always madeupof
elementsin different %’s
This is how you createyour own template
Core
Valuesare onesthatyou sharewith customersor not!
Sign
its value within a system of objects.
A particular pen may,while having no added functional benefit, signify prestige
relative toanother pen; adiamond ring mayhaveno function atall, but maysuggest
particular social values, such as tasteor class.
4
Build a context / value matrix - this contains experience within an e-score model

33. Take notes
of what people say in
meetings verbatims, VoC etc.

34. Talk about the feelings
Howe strong are the
feelings
….of what people say in
meetings verbatims, VoC
etc. using the e-score model

35. feelings overview
Any easy to understand
view of the feelings
involved

36. Talk about the priorities using the e-score model
with basic common
language terms
Not
Bottom
Low
Average
High
Top

37. Emotional Priorities
using the e-score model
How do they
align?

38. Break time
Refreshments & Networking Break

39. The holiday
You are now going to talk abut
organising a holiday for you and
someone else.
This could be for you and you
family, or you and a special
person
You will list
Thoughts
Feelings
Priorities
Context

40. Howdo wechange

41. https://youtu.be/zsJ1ls_64Qs

42. Case Study: Using ConversationbasedEmotionAnalysis+
EmotionalChannelModelling.
Rapidlysettingup aEQATest pointandfinding quickwins
How does it work?
“…….thishelped sowecancreatethein
storeexperienceoverthephone”

43. Why calls? Wecan useanydatabutcallsareeasier tostartwithasafirststep.Theyarequick tofix
costeffectively. Having better conversations =better outcomes andyoucan measure theROI
We want to get a sense of the experience for both customers andagents - In voice you can hear
both sides of the experiences so you can score Customer and Agent experience together and
compare them!
Thequickestsourceforthetestwasagentsin thevoice channelalthoughtheprocessisthesameinallchannels.
We setup asensor*butweonlyusedconversationtoolsandsomebasicAI. Welistenedtocallsusingoure-score
processes.
Listen to phone calls
We listen
for a large
range of
indicators

44. Customer Agent
Both Sides of the conversation
In every thought you can hear the emotions
1
2
3
1
2
3
Are you solving my
problem
Do you care
How do I feel
How much effort
How much satisfaction
How can I help
I want to tell
you my
outcome
I want to tell you
my priority
Where is he
I want to say
how I feel
HowdoIfeel?
My wait
was not
nice
LATE LATE
Time is
passing
This is not the
beginning of this story
and you are not the
story
I can’t see
you
My Brand
relationship is
at stake
I want to feel
better
Can I trust
you?
Process related Info
such as order
numbers and
reference numbers
DPA containing 3 +
bits of info = Effort
and emotional
change
Turn Customer into co-
operator - meet
emotional need first by
meeting brand
expectation
Create new
opening
behaviour
How well do my
systems work and
how do I protect the
brand

45. We arelooking at emotionalexchanges like emotionaffectssuch asmicro-expressions hesitations,at this
level ofdetail
Slow down
We startedbylooking for large variations or big scores as we observe the
experience and listen toa call, with about 100different items on our
observational agenda
Then we focus in more details until we are able toidentify the actionable
insights with the biggest impactatthe micro level
We are identifying best and worst practice soyou can starttodrive
improvement

46. Best and WorstTraining tools
Best and Worstfocusis the coreofmost continuous
improvement methodologies
Weuseit to create trainingtools so a continuouslyimproving understanding
becomes part of the daily habits of each memberof staff
Wehelp improveoutcomes for both customers and agents by designing better
conversations. Thenwehelp youto integrateimprovements into agents daily
lives and measure the improvements.
Conversational or experience micro projects.
Always self - calibrated by your best and worst
practice and your profile therefore always
actionable

47. WeapplysomeAItools tohelp identify patterns in
conversations
Filter
AI

48. Emotional Fulfilment Arc
EmotionalFulfilment
Functional fulfilment High
Low
High
Pre-call
Activity
Introduction
Ending
Functionally ledfulfilment supported byemotional fulfilment
Emotionally ledfulfilment supported byfunctional fulfilment
Plotting the best and worst
Plotted Best
Practice
Vector
Step
5

49. Outcomefor Waitrose
Best Practice - Identified what best andworstemotional experiences
sounded like sothey can be used to help calibrate and improvebest practice
Actionable Insights &Improvements - Identified some emotional effort
roadblock andother points in the conversation that could be improved
emotionally andprovided some tactics totest
Compared Channels - Measured emotion, complexity ofjourney andeffort
foragents andcustomers against in-store experience andsocial media
Nextsteps - Providedsupport so the team could start aproject tobehaviour
change
Delivered
Report7

50. Feedback
from both Clients
Itstartedto haveanimpactin
daysofrollout!
this helped so we cancreate the in
store experience over the phone
Sitel alsosaid: It was a great success. Easy tounderstand for allthe stakeholders. Theauditgave us a lot of things
we coulduse straight away. Weare sopleased we are already looking at expandingthe programme into other
clients”
Waitrose also saidit providedquick reliable actionableinsight.
“We also found how we can help improve the way advisors interpretcustomer emotion and behaviour
….and how systems,knowledge and monotony of reoccurring issues can drive attrition, negative
language in conversations and lack of motivation tosurpass customer expectations on occasions.
…..the E-Score EST (EmotionalSupportTeam) are helpful and friendly and when we explained about the drive to
reduce effort they quickly focused on emotions that we could action quickly

51. Bringing it all
together
Talking more efficiently about the
emotion is better for all stakeholders
Analysing Conversations shows what
works and what doesn’t work
Sharing that through habits and
gamification creates more consistent
outcomes
Consistent can be turned into continuous
improvement

52. The 3 key elements
• Cues are the things that
trigger the habits that we
have
• Routines are the processes
that we do when a cue
arises
• Rewards are the way we
feel after we have
performed the routine

54. Exercise

55. Starting Small

56. Gamification
Flexible Leaning Path
Flexible Achievements
Clear Rules
Quests
Feedback
Badges
Rewards and Leader boards

57. Social Connection
Engage with your community
Social Action
Promote your messages
Social Engagement
Solve your Problems
Drive your Business
Customer Work
The workforce of the Future Customer Work means that every pound you
spend is amplified by actions of your
customers
(or Customers at the heart of your business)

58. Show me the
money
We need to understand how
our key elements impact the
bottom line so here are some
examples:
• Shorter conversations
• Larger upsell and Cross Sell
• Customer Engagement increases
• Staff Churn reduces
• ROI improves
• Metrics and Survey results improve

59. Inappropriate contact
https://youtu.be/KCSvcQyOR7Q

60. What can we start tomorrow?