Эксперт по внедрению клиентоориентированного подхода в бизнесе Калфа Дибей призывает сражаться не только за цены, но и за опыт, который получает потребитель.

1. Emotions, Loyalty
and Business Value
- Qaalfa Dibeehi -

2. The key questions
for today?
• Why is loyalty partially irrational?
• Why is tenure not enough?
• How do emotions drive or destroy
value for business?
• How can the emotional experience be
modelled?
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3. Why listen to me?
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4. Twitter: @qaalfadibeehi
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5. The custo
ay Experiencemer is
Customer a
is
ver s
e
lways right
We n
NOT
“no” about doing whatever it
takes to “wow” customers
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6. Rational and Conscious
Emotional and Subconscious
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7. The Milgram Studies
xperimenter
eacher
earner
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8. The brain expends
only about 2% of its
energy on conscious
activity, with the rest
devoted largely to
unconscious
processing.
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9. • “The essential difference between emotion
and reason is that emotion leads to
action while reason leads to
conclusions.” (Calne, D., Within Reason: Rationality and
Human Behavior.)
• “Although beliefs may guide our actions,
they are not sufficient to initiate action…
Emotions are prime candidates for
turning a thinking being into an
actor.” (N.H. Frijda, A.S.R Manstead, and S. Bem , Emotions
and Beliefs: How Feelings Influence Thoughts )
• “We now accept that human beings are
powered by emotion, not by reason.
Emotion and reason are intertwined,
but when they are in conflict, emotion
wins every time. (Roberts, K., Emotion] controls our
rationality, our decision making.” , Annual ESOMAR Conference,
Barcelona.)
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10. 38%
Percent saying
employees know
customer
expectations
6%
According to
Employees
According to
Customers
Data source: Beyond Philosophy CETT
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11. Twitter: @qaalfadibeehi
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12. Rational engagement can lead to tenure
Emotional engagement leads to true loyalty
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13. The Test of Loyalty
Loyalty is determined by the degree of
sacrifice your customers are willing to
make to do business with you
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14. The Walkie-Talkie Model
Customer interacts with company
Customer expectations are met
Customer expectations are not met
Customer tolerates it
Customer takes action
Customer talks
Complaints
When customers inform the
company directly of issues
(1:Company)
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Customer walks
Comments
When customers share gripes with
others via social media
(1:World)
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15. The Walkie-Talkie Model: Churn
Customer interacts with company
Customer expectations are met
Customer expectations are not met
Customer tolerates it
Customer takes action
Customer talks
Complaints
When customers inform the
company directly of issues
(1:Company)
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Customer walks
Comments
When customers share gripes with
others via social media
(1:World)
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16. The Walkie-Talkie Model: Loyalty
Customer interacts with company
Customer expectations are met
Customer expectations are not met
Customer tolerates it
Customer takes action
Customer talks
Complaints
When customers inform the
company directly of issues
(1:Company)
Twitter: @qaalfadibeehi
Customer walks
Comments
When customers share gripes with
others via social media
(1:World)
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17. The Walkie-Talkie Model: Tenure
Customer interacts with company
Customer expectations are met
Customer expectations are not met
Customer tolerates it
Customer takes action
Customer talks
Complaints
When customers inform the
company directly of issues
(1:Company)
Twitter: @qaalfadibeehi
Customer walks
Comments
When customers share gripes with
others via social media
(1:World)
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18. Motherhood is perhaps the
strongest model of loyalty
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19. The Harlow studies
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20. Twitter: @qaalfadibeehi
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21. Twitter: @qaalfadibeehi
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22. Twitter: @qaalfadibeehi
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23. Is there value in the cloth experience?
If revenues = £94 million
At risk — 34%
Poor experience £20.7m
22%
Positive
experience
78%
Defect — 28%
£112,000
Resolved — 38%
Complain
2%
£136,000
£152,000
£0.4m
Do not
complain £20.3m
98%
At risk — 55%
Defect — 45%
£11,165,000
£9,135,000
£73.3m
Model Sources: Cherry Tree Research, Bain & Co., McKinsey, Harvard Business Review and Gartner
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24. How can we model the
emotional experience
and relate it to
business creation?
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25. How emotions relate to business value
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26. Customer experience, emotions and risky business
1 Naive
3 Enlightened
2 Transactional
4 Natural
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27. The business does something to, for or with the
customer (touchpoints, attributes)
Tone of voice of
the agent
Speed of the
agent
Degree agent
listened to me
Authority of the
agent
Look of the bill
Accuracy of the
bill
Ease of reading
the bill
Amount of the
bill
The customer has an internal emotional response
I feel annoyed
I feel excited
I feel pleased
I feel frustrated
The customer reacts
Attitude:
Claimed behaviour:
Actual behviour:
I like this brand
I will renew…
Spent $516 in Q2
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28. Does the attribute
drive value for the
business or not?
Does the customer desire the attribute or not?
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29. • Net Promoter Score
increased by 25% points
(from -10% to 15%)
• As a result in 2010 reversed
a $2 billion loss to $2.6
billion profit
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Beginning of emotional engagement
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30. Twitter: @qaalfadibeehi
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