This document discusses measuring customer emotions through conversation analysis. It outlines a 4-stage process: 1) Understanding emotions' role and describing them, 2) Analyzing conversations, 3) Connecting the analysis to existing processes and metrics, and 4) Using AI to improve conversation analysis. The agenda covers understanding context, building emotion profiles, and changing habits. Case studies show how conversation analysis identified actionable insights to improve customer and agent experiences. Feedback indicated the approach provided quick wins and a way to replicate the in-store experience over the phone.

1. Measuring
Customer
Emotions
12th December 2018
Sofia

2. E-Score ConversationAnalysisStages
Stage 1
UnderstandingMaking notes
Creatingabetterunderstandingof
emotionsbyimprovedCommunications
Stage 2
ConversationAnalysis
Expertanalysisof conversationsto
developinsightsandKPI’s
Stage 3
Connecttoexistingprocesses
scorecardsandaddnewmetrics
BuildintoTransformationbasedon
habitthroughcontinuousimprovement
Stage 4
AI
Algorithmsdrivingconversation
analysisimprovement

3. Agenda – Part 1
• Understanding Emotions role
in business and our lives?
• How we describe emotions
to make them actionable?
• Understanding Context and
conversation.
• The behaviour and voice of
the customer and how to
score them.
• Building our unique profile
• Learning the rules of
emotions in the contact
centre

4. Agenda – Part 2
• How do we turn
understanding emotions
into a project and a new
way of working using
examples?
• What is a habit and how
do we change them?
• What are the golden rules
and the bad ideas?
• How do we report,
incentivise, and deliver
emotional experiences
that change our ROI?
• What can we start
tomorrow?

5. IF
Unhappy Customers =
Unhappy Staff = Unhappy Shareholders
OR
Unhappy Staff =
Unhappy Customers = Unhappy Shareholders
….are both true
Therefore
Happy Customers + Happy Staff = 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. Howwe think, talk and act
Howwe understand
context
Whybusinesses get it
wrong
Howdo wechange

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

9. 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

10. 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”.

11. OK– floats mathematically accordingto thesituation
because OK is really“OK Given the circumstances” and that equals
CONTEXT.
So does “too much”
A little,
A lot,
Very
THEY ALL FLOAT
It has a hardand certain commondefinition which is “neutral -given the circumstances”. OK centredis therefore mathematically
more reliable than 1 – 10.
You donotneed tounderstandQuantumMaths – justhowtofloat
Heisenberg by Artokingo

12. Goal
get out of the way of your staff and customers
because they want to build you a better business
Everything you are about to see is real science

13. Delivering Appropriate Contact – “To deliver the organisations resources and business
rules to the customer facing situation in the most appropriate way through the most
appropriate channel to achieve required outcome”
Every part of the part of the Customer Relationship from Investigation/Discovery to
Customer Service and long term relationship
Managing all channels of communication (including those outside your control)
Reacting to Customer Behaviour & Emotion
Connecting technology business processes culture and people into a manageable &
consistent framework
Saving Money and Adding Value with
every interaction

14. It covers the range of experience requirements from
“making it easier” to “adding the wow factor”
both ends of the spectrum impact cost and value
Requires new Business Cases & Operating Models to
be effectively managed
Delivered by all parts of an
organisation not just the customer
facing ones

15. CX is just the next generation BPR (Business Process Reengineering) environment, that
has built upon methodologies such as Six Sigma, Behavioural Science & other
disciplines to define the measurement of outcomes agnostically across
Departments, Channels, Platforms and Silos.
CX doesn’t care if its about support via the Contact Centre
or sales via the website it is the framework for
understanding the outcomes and impacts
Because Customers don’t care – Experience is good or
bad

16. Howwe understand
context

17. Context
• Understanding Context and
conversation.
• The behaviour and voice of the
customer and how to score
them.
• Building our unique profile

18. 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

19. 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

20. Regular Visitors 11m 30 sec
engagement
70% Completion

21. 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

22. Context

23. 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

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

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

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

27. Prof Rosalind Picard
Affective Computing Research
These detect fits
They also accurately
measure physical
manifestation of
emotions
We can measure the
emotions of an agent
in the contact centre
to identify
improvements in CX
for the Customer
Because better experiences for customers
show positive experiences for staff
through an empathy loop

28. Prof Maja Pantic
Professor of Affective and
Behavioural Computing
Facial Recognition Software
that can detect micro expressions on contact centre
agents and video calls
Application Contact Centre
Over the next 4 – 10 years we will increase video based
contacthttps://www.youtube.com/watch?v=ZHxsRpd0XjI

29. Nadia Berthouze Professor of
Affective Interaction and
Computing.
Gait Recognition Software
Movement / Breathing
“We always
have feelings
about things” –
even if we don’t
know
Hatice Gunes
Senior Lecturer, Computer
Laboratory, University of
Cambridge

30. Dan Pink
Yale
Dan Ariely
Duke University
Dan Gilbert
Harvard
Motivation
Decision Making
Happiness

31. Professor Daniel Kahneman
Nobel Laureate
Prospect Theory
Resistance to change
Richard Thaler
Nobel Laureate
Nudge Theory
Charles Duhigg
Pulitzer Price
Nudging our behaviour
Micro habits
Business Transformation

32. Howdo wechange

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

34. 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

35. 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

36. 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

37. WeapplysomeAItools tohelp identify patterns in
conversations
Filter
AI

38. 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

39. 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

40. 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

41. 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

42. You are learning how to
build a Notepad
Using conversation
analysis to turn
conversations into
maths, insight and
data accurately in an
excel spreadsheet.
Then to use that to
develop a reporting
stack connect it to your
customer journey and
other elements of your
customer experience

43. You learn how to develop best and worst practice behaviours and habits
that improve the efficiency of the experience
Using your presentation tools you will build a habit improvement
programme. You will also learn how to programme a bot as part of
developing new habits.
How to test and learn your models of emotions
How to build a plan.
You will have created all the tools using your devices, programmes and
apps.
Best worst practice model
Habit Improvement Programme
Designing and testing Models
Rolling them out

44. 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

45. 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

46. 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!

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

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

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

50. 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

51. 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

52. 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

53. Video Links
https://www.youtube.com/watch?v=N5WurXNec7E
https://www.youtube.com/watch?v=Go9rf9GmYpM
Website experience
Bus Shelter
https://www.youtube.com/watch?v=2N60w8plwpU
Social Swipe
https://www.youtube.com/watch?v=SB_0vRnkeOk
Dancing Traffic Light