Emotional Signature Webinar

www.beyondphilosophy.com
Emotional Signature®
Colin Shaw, Beyond Philosophy
Founder, CEO

Beyond Philosophy
Beyond Philosophy © All rights reserved. 2001-2010
Customer Experience
is all we do!
Thought leadership is
our differentiator
Offices in London,
Atlanta with Partners in
Europe & Asia
Fourth book –
Now Available
Focus on the emotional side
of the Customer Experience
Links with
Academia
2

We are Proud to Have Helped Some Great Organizations…
Beyond Philosophy © All rights reserved. 2001-2010 3

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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.

Price
Product
Promotion
Place
Trust
Care
Valued
Pleased
Stimulated
How
What
Most organization
focus on delivering
the
4P’s but fail to
realise the
enormous power
of emotions below
the surface
6

The Subconscious mind…
The subconscious mind
processes 200,000 times more
information than the conscious
mind, without us having to focus
on it.
It does that processing before our
eyes have even recognised the
person or object.
Dr Peter Jones
Chartered Psychologist
AFBPsS CSci
7

What are the subconscious signals your
organization giving to customers?
We don’t trust you;
we think you will
steal our pens.
We value you; we personalize
Your coffee by putting
you name on it.

What is an Emotional Signature®?
Following two years of
research independently
vetted by London Business
school we have identified the
emotions that drive and
destroy a Customer
Experience. We call this an
Emotional Signature®.
This was revealed in our
book (see opposite) launched
in 2007. Since then we have
progressed and improved this
process dramatically.

Independent academic endorsement….
Professor Christopher Voss - London
Business School (LBS) has guided us
with his thoughts, input and validated
our approach and methodology.
Dr. Jeremy Miles - leading consumer
Psychologist and quantitative
statistician, Lecturer in Health Sciences
at the University of York an now of the
Rand Corporation
University of Wales, Chair of Experimental Consumer
Psychology & visiting Harvard Scholar
Specializes in emotional interpretation of complex information
(including brands, faces, advertisements), visual attention,
and visual memory
Professor Jane Raymond

What are the 20 Emotions the affect business value?
• 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.
12

What does it do?
• Identify key rational and emotional
factors in the company’s experience
• Illuminate the conscious and
subconscious levers of value for the
business
• Statistically prove which attributes of a
Customer Experience drive or destroy
value
Emotional Signature is the first and
only robust fit-for-business purpose
measurement system to:
Emotional Signature identifies the value levers
you can pull in your customer experience
13

How do we do this?
Emotional Signature Process in Brief
Field the Survey
2 years of baseline
research identified the 20
emotions that drive/
destroy value
Workshop to Select the
Experience and Value
Indicators and Design
the Survey
Create emotional profiles
Construct the
Structural Equation
Models (SEM) using
PLS and Prioritize the
Attributes
1 2 3
4
Final Presentation
65

Promoters v Detractors

Case study examples…

Emotional Profile…
•The greens need to be as high a possible
•The reds need to be as low as possible
17

•The greens need to be as high a possible
•The reds need to be as low as possible
Emotional Profile v Financial Services

Getting a Card
1
Ending my RelationshipExtending my Relationship
Servicing my AccountUsing my Card2 3
4 Having Financial Difficulty5 6
Credit card journey

How do we find out what drives value in the experience?
Stimulus:
the attributes of the
experience the
business controls
Response:
The internal
emotional response
the customer has,
often subconscious
Effect:
The value outcomes
the business is
interested in
impacting
We use Structural Equation Modelling (SEM)
1. It gets at causation not just correlation
2. It finds the levers (root causes) of value in the experience
We use a three stroke model: Stimulus – Response - Effect

Structural equation modelling (SEM)– causality in
the today experience
In the survey, customers were asked to rate
aspects of their customer experience (what
we call attributes) on a 0 to 10 scale.
Using SEM (an analytical tool) the links
between touch points, emotions and
values you were interested in were
identified.

Typical Emotional Signature Output:
Structural Equation Model
“What drives value”
23

Workshop to define touch points of the Experience
Touch Points
• Availability of card that meets my needs on
Company A website
• Call centre advisors helpfulness
• Call centre advisors knowledge
• Advisor knowledge when activating my card
• Advisor helpfulness when activating my card
• Ability to resolve my issues at first point of
contact
• Call centre advisor understands my needs
• Length of time on hold before call is
answered
• Knowledge of call centre staff
• Attitude of staff in call centre
• Video on web site explaining account opening
procedure
• Web site acknowledges me on return
• Offer free bag of Jelly babies when getting a
new card
• Deliver the card in a golden case.
Value Indicators
• Retention
• Net Promoter
• Customer Satisfaction
• Brand
• Repeat business
• We work with you to develop these…
$$$
As an example, these could have
come from the ideation work
24

This provides a more detailed explanation of each of these
boxes.
Desired and affects current value (conscious)
• Touch points that are desired and currently drive value.
These are the most important.
• These touch points are the conscious drivers of value.
Customers are consciously aware of these touch points.
This has implications about how you overtly
communicate to Customers about these.
• These touch points are typically marketing and
operational levers.
Not desired but does affect current value (sub-
conscious)
• Attributes that are not explicitly desired but currently
drive value.
• These attributes are the subconscious drivers of value.
Customers are unaware of the effect of these attributes
on their attitude or behaviour.
• These attributes are typically the operational levers the
company should manipulate. However, these should not
be emphasised in the Customer Experience
Desired but does not affect current value (deceptive)
• attributes that Customer desire but they do not drive
value today.
• These are potential areas of opportunity for the
organization.
• Caution should be used, as not all of these attributes will
necessarily drive value tomorrow, they could just
increase costs.
Not desired and does not affect current value
(invisible)
• attributes that are not explicitly desired by customers
and do not currently drive value.
• The attributes should be challenged. Why do you need
them?
• These attributes potentially represent cost to the
business if significant resource is spent implementing
them.
Desired by the CustomerNot Desired by the Customer
AffectscurrentvalueDoesnotaffectcurrentvalue
Beyond Philosophy © All rights reserved. 2001-2010Beyond Philosophy © All rights reserved. 2001-2010 26

Desired and drives value
(Conscious)
 Availability of card that meets my needs on
Company A website
 Call centre advisors helpfulness
 Call centre advisors knowledge
 Ability to resolve my issues at first point of
contact
Not desired but does drive value
(Sub-conscious)
• Advisor knowledge when activating my card
• Advisor helpfulness when activating my card
• Call centre advisor understands my needs
• Knowledge of call centre staff
• Attitude of staff in call centre
• Video on web site explaining account
opening procedure
• Deliver the card in a golden case.
Desired but does not affect current value
 Offer free bag of Jelly babies when getting a new
card
 Length of time on hold before call is answered
Not desired and does not drive value
• Web site acknowledges me on return
DesiredNot Desired
DrivesValueNotdrivevalue
Beyond Philosophy © All rights reserved. 2001-2010Beyond Philosophy © All rights reserved. 2001-2010 27

Structural Equation Model Summary
Answers the question: “To what magnitude do the attribute factors drive or
destroy business value and which type of value does it drive or destroy”
Value
Indicators
Conscious or
Subconscious
Attributes Measure of the effect on value.
Bigger scores indicate high
value leverage (via emotions)
28

Attributes Priority
Answers the question: “Which aspects of our experience should we
focus on”
Attributes
How much
value is
driven.
How much
desired.
29

Comparison of Top 10 Attributes
Answers the question: “How do the priorities differ between segments”
Customer
segments
Attributes
30

Options
40 attributes
Joining Using Leaving
40
attributes
40
attributes
40
attributes
Set A: 40
attributes
Set B: 40
attributes
Set C: 40
attributes
Set A: 40
attributes
Set B: 40
attributes
Set C: 40
attributes
Set A: 40
attributes
Set B: 40
attributes
Set C: 40
attributes
Home
Owner
Rented
Married
Set A: 40
attributes
Set B: 40
attributes
Set C: 40
attributes
Set A: 40
attributes
Set C: 40
attributes
Set A: 40
attributes
Set C: 40
attributes
Home
Owner
Rented
Married
Set A: 40
attributes
Set C: 40
attributesCompetitor
Overall (1 model) By Journey (3 models)
Journey & Customer Segments (9 models) Journey, Cust Segments and competition (12 models)
Set B: 40
attributes
Set B: 40
attributes
Set B: 40
attributes
31

Further conversations?
Atlanta Office: +1-678-638-6162
London Office: +44 (0) 207-917-1717
• www.BeyondPhilosophy.com
•colin.shaw@beyondphilosophy.com
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