A presentation by Martin Hill-Wilson that focuses on how customer emotion can have an impact on customer experience in and around the Contact Centre.

1. Using
Customer Emotion
To Learn

2. U s i n g C u s t o m e r E m o t i o n T o L e a r n
© Brainfood Consulting 2015
keeps it real
The More We Automate…
human

3. The Chemistry

4. U s i n g C u s t o m e r E m o t i o n T o L e a r n
© Brainfood Consulting 2015
The intelligence required to anticipate customer needs, go
the ‘extra mile’, or whatever it took to take that customer’s
breath away is never in the job description
That’s because it cannot be trained, only nurtured. It’s about
a desire to please another person, all for the pleasure of
seeing them in a better place as a result of the impact you
have had”
Secret Sauce

5. U s i n g C u s t o m e r E m o t i o n T o L e a r n
© Brainfood Consulting 2015
“Welcome to The Year Of
The Employee
Companies' emphasis on
culture, training, and
voice of the employee will
put employees at the
center of CX attention
this year”
The Focus

6. U s i n g C u s t o m e r E m o t i o n T o L e a r n
© Brainfood Consulting 2015
The ROI

7. U s i n g C u s t o m e r E m o t i o n T o L e a r n
© Brainfood Consulting 2015

8. U s i n g C u s t o m e r E m o t i o n T o L e a r n
© Brainfood Consulting 2015
Contributors

9. U s i n g C u s t o m e r E m o t i o n T o L e a r n
© Brainfood Consulting 2015
232 survey participants
212 Linkedin members
100 road show participants
Survey presentations
Customer Contact Expo & PPF conferences
CCMA awards
Regional Contact Centre Forums
P&Qc a m p a i g n
Crowd source the
next generation of
performance & quality
best practice
All the discussion led to a series
of key insights - seeing the context
of P&Q as an ecosystem
P&Qa c t i v i t y
P&Qc r o w d s o u r c e d w i s d o m
P&Qc h a l l e n g e
The Strategic Quality Framework
answered how a P&Q ecosystem
is adapted
Finally, the P&Q challenge
incentives everyone to trial it
1
2
3
4

10. U s i n g C u s t o m e r E m o t i o n T o L e a r n
© Brainfood Consulting 2015

11. U s i n g C u s t o m e r E m o t i o n T o L e a r n
© Brainfood Consulting 2015

12. Strategic
Quality
Framework
Who Defines Quality?
e.g.
Customers
Regulators
Leadership
Advisors
Others
e.g.
Performance
Compliance
Improvement
Innovation
e.g.
External Surveys
Internal Surveys
Evaluations
Analytics
e.g.
Performance Mgt
Coaching
‘Fixing It’
Best Practice
e.g.
Leadership
Team Leaders
Quality Team
Peer to Peer
Analysts
1 2 3
567
e.g.
Process Based
Systems Based
Needs Based
Self Managed
4
e.g.
Metrics
Behaviours
Feedback
8
For Which Outcomes? From What Inputs?
What Drives Quality?
Who Gets Involved?Why Get Involved?
e.g.
Recognition
Reward
Career
Belief
What Is Success?
How Is Quality
Improved?
It's an 'ecosystem' way of thinking
about service quality and people
performance

13. 13

14. e.g.
External Surveys
Internal Surveys
Evaluations
Analytics
3
From What Inputs?
O u t c o m e s
Clarity on which data sources we should use in our quality management
Q u e s t i o n s
E x t e r n a l S u r v e y s : Does this include post interaction surveys, mystery shopping
exercises, 3rd party surveys, audits or any other VoC (Voice Of
The Customer) data such as social media monitoring?
I n t e r n a l s u r v e y s : Should we poll advisors/team leaders and others as valid inputs?
E v a l u a t i o n s : What role will existing quality evaluations play?
A n a l y t i c s : If we used Interaction Analytics? How would this
compliment/integrate with other sources of feedback?
I s s u e s
• How do we co-ordinate with other users of these data sources?
• Do some carry more weight than others?

15. 6
Why Get Involved?
e.g.
Recognition
Reward
Career
Belief
15
O u t c o m e s
Ability to answer the ‘what’s in it for me’ question
Q u e s t i o n s
R e c o g n i t i o n : Are there more powerful ways we can recognise individual and team
successes in supporting our quality goals?
R e w a r d : Does it work to financially incentivise? If so, are we rewarding the
right behaviour? Have we traced this across every role?
C a r e e r : Have we encouraged our quality champions with a clear career path to
keep them?
B e l i e f : How do we tap into the energy that comes when people just believe in
‘doing the right thing for customers’
I s s u e s
• Any conversation about motivation has to be considered in the context of culture

16. U s i n g C u s t o m e r E m o t i o n T o L e a r n
© Brainfood Consulting 2015
Upgraded Talent
SELF
SERVICE

17. U s i n g C u s t o m e r E m o t i o n T o L e a r n
© Brainfood Consulting 2015
Management Style

18. Purpose
Mastery
Autonomy
U s i n g C u s t o m e r E m o t i o n T o L e a r n
© Brainfood Consulting 2015
Purpose
Meaning
Energy
Extra
Refuelled
by
recognition

19. 19
“We've empowered our advisors to
take real ownership of their own
development and freed up our
coaches to allow facilitating this
to be their number one focus with
their team”
Learning Cultures

20. The ‘magic beans’ from which the new culture grew
1. Providing a 6 month space to think, plan and act
2. A support network
3. Co-creating how it works
4. From scores to behaviours
5. From telling to learning
6. From micro mgt to mutual respect
7. From assuming to listening
8. From ‘always the same’ to ‘always evolving’

21. Inspiring a learning culture
is #1 milestone in nurturing
the competence to engage
today’s digital customers
Learning needs feedback