This document discusses neuroexperience, which is mapping customer experience directly from brain activity. It is presented by Qaalfa Dibeehi of Beyond Philosophy. Neuroexperience uses tools like EEG and fMRI to understand customer triggers and insights at the neurological level, providing a more direct view of what drives customer behavior and attitudes than traditional surveys. Currently neuroexperience is an emerging area, and the document discusses how tools like biometrics can provide insights and how neuroexperience could be further developed in the future through tools like portable EEG.
xperience Psychology is a new ‘ology’ and key trend in Customer Experience Management. This ties together the latest psychological principles that are both customer and employee focused to inform you about how you can change the Experience that you control to generate value.
We will deep dive into some key and easy to execute frameworks you must learn to compete in this area
Improving the innovation process with informal networksAndrea Pesoli
This document provides an overview of an organizational network analysis conducted on a leading domestic appliances manufacturer and distributor. The analysis identified key innovation networks within the organization based on questions related to exploring new ideas, evaluating ideas, engaging management, exploiting approved ideas, and energizing employees. The results identified units that are supplying innovation capabilities compared to units demanding those capabilities. The analysis aims to support improving the company's innovation process and performance.
What emotions are you trying to evoke in your Customers? Building on this it is also critical you select emotions that drive value. ie: Customer Loyalty; Customer retention; Net promoter etc. During the presentation I showed examples of how Clients have used our Emotional Signature research methodology to define the emotions and the actions you should take.
If you would like to talk further please contact us here www.beyondphilosophy.com/contact
The webinar discussed research findings from a customer experience trend tracker survey. It found large gaps between what organizations think about customer experience and what customers actually experience. For example, only 5% of customers felt experience had improved while 29% of organizations thought it had. The webinar recommends organizations understand customer emotions better, establish customer-focused measures, define the experience they aim to deliver, and build a business case to secure senior leadership buy-in for improving customer experience. The presenters concluded that failing to respond to changes in customer experience would be a recipe for organizational failure.
The webinar discussed research findings from a customer experience trend tracker survey. It found large gaps between how organizations perceive customer experience and emotions versus customers' actual experiences. For example, only 5% of customers felt experience improved versus 29% of organizations thinking so. The webinar recommends organizations understand customers' emotional and subconscious links to value, conduct pilots to prove customer experience improvements generate revenue, and establish new customer-focused measures. Senior leadership must also be educated on the opportunity customer experience provides.
Beyond Philosophy is a company that uses its Emotional Signature methodology to analyze customer experiences. It identifies the 20 emotions that drive or destroy business value through customer surveys and structural equation modeling. This reveals the conscious and subconscious factors that influence customers and prioritizes which attributes of an experience should be focused on to improve value outcomes like retention, satisfaction and loyalty. Beyond Philosophy has applied this process for clients across industries to help optimize their customer experiences.
This document discusses research on emotions in business contexts. It summarizes findings from a database of 25,000 assessments that identified four clusters of emotions that drive or destroy business value. The research found that business-to-business contexts are more attentive to risk and uncertainty than business-to-consumer contexts. It also found differences in emotional profiles between the US and European financial services industries, with the US scoring lower on positive emotions and higher on negative emotions. The document advocates measuring emotions to improve business decision-making.
1) The document describes the world's largest database of emotions containing 25,000 data points collected by Beyond Philosophy over several years of research.
2) The database shows reductions in advocacy and recommendation emotions among customers from 2005-2011, while attention levels have remained the same. There have also been significant reductions in negative emotions.
3) Maintaining a positive customer experience is important to avoid the costs of negative experiences such as customer defections, which can amount to millions of dollars in lost revenue for large enterprises.
xperience Psychology is a new ‘ology’ and key trend in Customer Experience Management. This ties together the latest psychological principles that are both customer and employee focused to inform you about how you can change the Experience that you control to generate value.
We will deep dive into some key and easy to execute frameworks you must learn to compete in this area
Improving the innovation process with informal networksAndrea Pesoli
This document provides an overview of an organizational network analysis conducted on a leading domestic appliances manufacturer and distributor. The analysis identified key innovation networks within the organization based on questions related to exploring new ideas, evaluating ideas, engaging management, exploiting approved ideas, and energizing employees. The results identified units that are supplying innovation capabilities compared to units demanding those capabilities. The analysis aims to support improving the company's innovation process and performance.
What emotions are you trying to evoke in your Customers? Building on this it is also critical you select emotions that drive value. ie: Customer Loyalty; Customer retention; Net promoter etc. During the presentation I showed examples of how Clients have used our Emotional Signature research methodology to define the emotions and the actions you should take.
If you would like to talk further please contact us here www.beyondphilosophy.com/contact
The webinar discussed research findings from a customer experience trend tracker survey. It found large gaps between what organizations think about customer experience and what customers actually experience. For example, only 5% of customers felt experience had improved while 29% of organizations thought it had. The webinar recommends organizations understand customer emotions better, establish customer-focused measures, define the experience they aim to deliver, and build a business case to secure senior leadership buy-in for improving customer experience. The presenters concluded that failing to respond to changes in customer experience would be a recipe for organizational failure.
The webinar discussed research findings from a customer experience trend tracker survey. It found large gaps between how organizations perceive customer experience and emotions versus customers' actual experiences. For example, only 5% of customers felt experience improved versus 29% of organizations thinking so. The webinar recommends organizations understand customers' emotional and subconscious links to value, conduct pilots to prove customer experience improvements generate revenue, and establish new customer-focused measures. Senior leadership must also be educated on the opportunity customer experience provides.
Beyond Philosophy is a company that uses its Emotional Signature methodology to analyze customer experiences. It identifies the 20 emotions that drive or destroy business value through customer surveys and structural equation modeling. This reveals the conscious and subconscious factors that influence customers and prioritizes which attributes of an experience should be focused on to improve value outcomes like retention, satisfaction and loyalty. Beyond Philosophy has applied this process for clients across industries to help optimize their customer experiences.
This document discusses research on emotions in business contexts. It summarizes findings from a database of 25,000 assessments that identified four clusters of emotions that drive or destroy business value. The research found that business-to-business contexts are more attentive to risk and uncertainty than business-to-consumer contexts. It also found differences in emotional profiles between the US and European financial services industries, with the US scoring lower on positive emotions and higher on negative emotions. The document advocates measuring emotions to improve business decision-making.
1) The document describes the world's largest database of emotions containing 25,000 data points collected by Beyond Philosophy over several years of research.
2) The database shows reductions in advocacy and recommendation emotions among customers from 2005-2011, while attention levels have remained the same. There have also been significant reductions in negative emotions.
3) Maintaining a positive customer experience is important to avoid the costs of negative experiences such as customer defections, which can amount to millions of dollars in lost revenue for large enterprises.
1) The document describes the world's largest database of emotions containing 25,000 data points collected by Beyond Philosophy over several years of research.
2) The database shows reductions in advocacy and recommendation emotions among customers from 2005-2011, while attention levels have remained the same. There have also been significant reductions in negative emotions.
3) Maintaining a positive customer experience is important to avoid the costs of negative experiences such as customer defections, which can amount to millions of dollars in lost revenue for large enterprises.
The document discusses future trends in customer experience, focusing on the importance of emotional and subconscious factors over just rational aspects. It notes that senior business leaders say differentiation based only on rational factors is no longer sustainable. The document examines questions around understanding customers and designing customer experiences to evoke the right emotions. It also explores how customer experiences are changing with social media and the importance of considering how customers feel when using social media platforms.
Pfizer Study Tour Presentation - Steven Walden & Kalina JanevskaBeyond Philosophy
This document discusses customer experience and the experience economy. It provides examples of how different companies can stage experiences for their customers from undifferentiated commodities to differentiated experiences. These include examples for cakes, credit cards, healthcare, and libraries. It also discusses the importance of customer experience measurement and culture for driving change. Key takeaways are that themes alone do not differentiate companies and that the interpretation and follow through of themes is important. A case study shows how a slight shift in priorities at a grocery chain led to a major decline in customer experience and business.
The webinar discussed research findings from a customer experience trend tracker survey. It found large gaps between how organizations perceive customer experience and emotions versus customers' actual experiences. For example, only 5% of customers felt experience improved versus 29% of organizations thinking so. The webinar recommends organizations understand customers' emotional and subconscious links to value, conduct pilots to prove customer experience improvements generate revenue, and establish new customer-focused measures. Senior leadership must also be educated on the opportunity customer experience provides.
The document summarizes a webinar presented by Beyond Philosophy on bridging the experience gap between organizations and customers. It discusses research findings that show large gaps between what organizations think customers experience and feel versus what customers actually experience and feel. The research found organizations are out of touch with customer emotions and expectations. The webinar explores how organizations can better understand customers' emotional and subconscious perspectives to improve experiences and address the experience gaps.
This document appears to be a list of potential book information including the book title, subtitle, author and numbering. It contains brief entries for 8 potential books without providing any further details about the content or topics of each book.
This document summarizes the key findings of a study on customer complaints conducted by the consulting firm Beyond Philosophy. The study found that most customers do not think companies understand their expectations and that complaints and negative social media comments occur when customers feel their expectations were not met. It also notes that complaints can go viral online and discusses the high costs of customer defection compared to customer retention. Additionally, the document reports that most complaints are made directly to companies rather than through social media and come from specific sectors such as telecommunications, utilities and retail. It concludes with a poll asking whether organizations monitor complaint satisfaction.
How to build an emotinal connection with your customersBeyond Philosophy
This document summarizes key findings from a study on building emotional connections with customers. The study found that keeping existing customers is less expensive than acquiring new ones, yet many customers switch providers regularly. Traditional segmentation focuses on behavior, but emotional segmentation is more effective long-term. The study suggests focusing on engaging customers emotionally to encourage loyalty and reduce switching. Building "lovemarks" in the customer experience can help imprint strong, positive emotional connections that drive customer retention.
From the Customer Experience Trend tracker this presentation is the one used for the webinar addresed by Qaalfa Dibeehi, Kalina Janevska and Colin Shaw: A well
Achieving patient experience excellence through cultural transformationBeyond Philosophy
What are the key ingredients to building sustainable and growing patient experience excellence? How do you create a culture that keeps excelling and innovating? To sign up our latest webinar visit here http://www.beyondphilosophy.com/thought-leadership/webinars
Neuromarketing uses neuroscience techniques like EEG and fMRI to measure consumers' unconscious responses to marketing stimuli in order to better understand decision making. It has shown that the subconscious mind has a greater influence on decisions than the conscious mind realizes. Neuromarketing can provide insights into brand preference, ad effectiveness, and optimal media contexts by measuring engagement, attention, memory, and emotional responses in the brain. While an expensive technique, it can be useful when traditional research is insufficient and when results are expected to significantly impact marketing strategies.
Neuromarketing is a field that uses neuroscience techniques like fMRI, EEG, and eye tracking to understand consumer decision-making by measuring brain activity in response to marketing stimuli. It aims to better meet consumer needs and inform product design, packaging, advertising, and more. Neuromarketing emerged in the 1990s and uses methods like fMRI, EEG, eye tracking, and facial coding to learn which parts of the brain are activated by different marketing elements. Both pros and cons are discussed, with pros being more reliable results from smaller samples and insights to improve marketing, while cons include potential concerns about manipulation.
The document provides an overview of neuromarketing, including its history, techniques, case studies, critiques, and future perspectives. Neuromarketing uses technologies like EEGs and fMRIs to measure brain activity and understand consumers' emotional engagement and memory formation related to products and ads. A key case study examined consumer preferences when drinking Coke vs Pepsi while being scanned; findings revealed cultural influences on brand perceptions. Both pros and cons are discussed, such as its ability to target the unconscious mind but also potential ethical issues with "brainwashing" techniques. The future of neuromarketing is debated, with some believing it will become standard for product development while others question if added regulation may be needed.
This document provides an overview of neuromarketing, including its purpose and history. Neuromarketing applies neuroscience principles to understand consumer decision making. It emerged in the 1990s and uses technologies like fMRI, EEG, and eye tracking to measure brain responses to marketing stimuli unconsciously. The document discusses how the brain's regions like the old brain are involved in reward/punishment decisions influencing purchases. It also outlines some neuromarketing methods and findings, such as how mirror neurons impact imitating behaviors and how scents specifically impact the amygdala region.
As presented at SXSW Interactive on March 12, 2017.
How can understanding the brain inform your marketing and design strategies? The end goal of business is to create products and services that can satisfy our needs and prompt us to open our wallets. Understanding human behavior through neuroscience, marketing, and user experience can illuminate consumer needs across a variety of target markets and how businesses can align their products to meet those needs. PRPL strategists Tommy Hung and Caitlin Pequignot explore current marketing trends, insights from behavioral economics, UX, and neuroscience, leading to a scientific framework with insights from human behavior to make your business strategy more actionable and efficient.
Business english-presentation-neuromarketing-december-2008-1225041504962997-8MARIO RAMIREZ
Neuromarketing is a field that uses neuroscience technologies like fMRI to understand consumer brain responses to advertising and brands. Two case studies are described: a Pepsi vs Coke taste test found brand knowledge influenced perceptions of taste, and viewing sports cars strongly activated reward areas of the brain. Supporters argue neuromarketing can improve ad effectiveness and product targeting, while opponents see it as a form of brainwashing that could spread degraded values and disease. The field is still emerging but may influence how commerce and ethics develop regarding commercial use of brain scanning.
Fact and Fiction: The Use of Neuroscience in MarketingBjörn Persson
- Dr. Bjorn Persson completed his PhD in cognitive neuroscience at the University of St Andrews studying memory processes and now works at Durham University Business School researching consumer behavior and decision-making.
- The document discusses four common assumptions made in marketing about neuroscience that are sometimes myths and sometimes truths, providing evidence and sources to evaluate each assumption. It also provides tips for critically evaluating claims made about neuroscience and marketing.
Vision Expo has gone green by eliminating paper session evaluation forms and requiring electronic evaluations online after each course. Attendees are asked to provide feedback, which is important for planning future meetings and providing the best education. The presentation thanks attendees for participating in the event that year.
1) The document describes the world's largest database of emotions containing 25,000 data points collected by Beyond Philosophy over several years of research.
2) The database shows reductions in advocacy and recommendation emotions among customers from 2005-2011, while attention levels have remained the same. There have also been significant reductions in negative emotions.
3) Maintaining a positive customer experience is important to avoid the costs of negative experiences such as customer defections, which can amount to millions of dollars in lost revenue for large enterprises.
The document discusses future trends in customer experience, focusing on the importance of emotional and subconscious factors over just rational aspects. It notes that senior business leaders say differentiation based only on rational factors is no longer sustainable. The document examines questions around understanding customers and designing customer experiences to evoke the right emotions. It also explores how customer experiences are changing with social media and the importance of considering how customers feel when using social media platforms.
Pfizer Study Tour Presentation - Steven Walden & Kalina JanevskaBeyond Philosophy
This document discusses customer experience and the experience economy. It provides examples of how different companies can stage experiences for their customers from undifferentiated commodities to differentiated experiences. These include examples for cakes, credit cards, healthcare, and libraries. It also discusses the importance of customer experience measurement and culture for driving change. Key takeaways are that themes alone do not differentiate companies and that the interpretation and follow through of themes is important. A case study shows how a slight shift in priorities at a grocery chain led to a major decline in customer experience and business.
The webinar discussed research findings from a customer experience trend tracker survey. It found large gaps between how organizations perceive customer experience and emotions versus customers' actual experiences. For example, only 5% of customers felt experience improved versus 29% of organizations thinking so. The webinar recommends organizations understand customers' emotional and subconscious links to value, conduct pilots to prove customer experience improvements generate revenue, and establish new customer-focused measures. Senior leadership must also be educated on the opportunity customer experience provides.
The document summarizes a webinar presented by Beyond Philosophy on bridging the experience gap between organizations and customers. It discusses research findings that show large gaps between what organizations think customers experience and feel versus what customers actually experience and feel. The research found organizations are out of touch with customer emotions and expectations. The webinar explores how organizations can better understand customers' emotional and subconscious perspectives to improve experiences and address the experience gaps.
This document appears to be a list of potential book information including the book title, subtitle, author and numbering. It contains brief entries for 8 potential books without providing any further details about the content or topics of each book.
This document summarizes the key findings of a study on customer complaints conducted by the consulting firm Beyond Philosophy. The study found that most customers do not think companies understand their expectations and that complaints and negative social media comments occur when customers feel their expectations were not met. It also notes that complaints can go viral online and discusses the high costs of customer defection compared to customer retention. Additionally, the document reports that most complaints are made directly to companies rather than through social media and come from specific sectors such as telecommunications, utilities and retail. It concludes with a poll asking whether organizations monitor complaint satisfaction.
How to build an emotinal connection with your customersBeyond Philosophy
This document summarizes key findings from a study on building emotional connections with customers. The study found that keeping existing customers is less expensive than acquiring new ones, yet many customers switch providers regularly. Traditional segmentation focuses on behavior, but emotional segmentation is more effective long-term. The study suggests focusing on engaging customers emotionally to encourage loyalty and reduce switching. Building "lovemarks" in the customer experience can help imprint strong, positive emotional connections that drive customer retention.
From the Customer Experience Trend tracker this presentation is the one used for the webinar addresed by Qaalfa Dibeehi, Kalina Janevska and Colin Shaw: A well
Achieving patient experience excellence through cultural transformationBeyond Philosophy
What are the key ingredients to building sustainable and growing patient experience excellence? How do you create a culture that keeps excelling and innovating? To sign up our latest webinar visit here http://www.beyondphilosophy.com/thought-leadership/webinars
Neuromarketing uses neuroscience techniques like EEG and fMRI to measure consumers' unconscious responses to marketing stimuli in order to better understand decision making. It has shown that the subconscious mind has a greater influence on decisions than the conscious mind realizes. Neuromarketing can provide insights into brand preference, ad effectiveness, and optimal media contexts by measuring engagement, attention, memory, and emotional responses in the brain. While an expensive technique, it can be useful when traditional research is insufficient and when results are expected to significantly impact marketing strategies.
Neuromarketing is a field that uses neuroscience techniques like fMRI, EEG, and eye tracking to understand consumer decision-making by measuring brain activity in response to marketing stimuli. It aims to better meet consumer needs and inform product design, packaging, advertising, and more. Neuromarketing emerged in the 1990s and uses methods like fMRI, EEG, eye tracking, and facial coding to learn which parts of the brain are activated by different marketing elements. Both pros and cons are discussed, with pros being more reliable results from smaller samples and insights to improve marketing, while cons include potential concerns about manipulation.
The document provides an overview of neuromarketing, including its history, techniques, case studies, critiques, and future perspectives. Neuromarketing uses technologies like EEGs and fMRIs to measure brain activity and understand consumers' emotional engagement and memory formation related to products and ads. A key case study examined consumer preferences when drinking Coke vs Pepsi while being scanned; findings revealed cultural influences on brand perceptions. Both pros and cons are discussed, such as its ability to target the unconscious mind but also potential ethical issues with "brainwashing" techniques. The future of neuromarketing is debated, with some believing it will become standard for product development while others question if added regulation may be needed.
This document provides an overview of neuromarketing, including its purpose and history. Neuromarketing applies neuroscience principles to understand consumer decision making. It emerged in the 1990s and uses technologies like fMRI, EEG, and eye tracking to measure brain responses to marketing stimuli unconsciously. The document discusses how the brain's regions like the old brain are involved in reward/punishment decisions influencing purchases. It also outlines some neuromarketing methods and findings, such as how mirror neurons impact imitating behaviors and how scents specifically impact the amygdala region.
As presented at SXSW Interactive on March 12, 2017.
How can understanding the brain inform your marketing and design strategies? The end goal of business is to create products and services that can satisfy our needs and prompt us to open our wallets. Understanding human behavior through neuroscience, marketing, and user experience can illuminate consumer needs across a variety of target markets and how businesses can align their products to meet those needs. PRPL strategists Tommy Hung and Caitlin Pequignot explore current marketing trends, insights from behavioral economics, UX, and neuroscience, leading to a scientific framework with insights from human behavior to make your business strategy more actionable and efficient.
Business english-presentation-neuromarketing-december-2008-1225041504962997-8MARIO RAMIREZ
Neuromarketing is a field that uses neuroscience technologies like fMRI to understand consumer brain responses to advertising and brands. Two case studies are described: a Pepsi vs Coke taste test found brand knowledge influenced perceptions of taste, and viewing sports cars strongly activated reward areas of the brain. Supporters argue neuromarketing can improve ad effectiveness and product targeting, while opponents see it as a form of brainwashing that could spread degraded values and disease. The field is still emerging but may influence how commerce and ethics develop regarding commercial use of brain scanning.
Fact and Fiction: The Use of Neuroscience in MarketingBjörn Persson
- Dr. Bjorn Persson completed his PhD in cognitive neuroscience at the University of St Andrews studying memory processes and now works at Durham University Business School researching consumer behavior and decision-making.
- The document discusses four common assumptions made in marketing about neuroscience that are sometimes myths and sometimes truths, providing evidence and sources to evaluate each assumption. It also provides tips for critically evaluating claims made about neuroscience and marketing.
Vision Expo has gone green by eliminating paper session evaluation forms and requiring electronic evaluations online after each course. Attendees are asked to provide feedback, which is important for planning future meetings and providing the best education. The presentation thanks attendees for participating in the event that year.
The Applied Neurosciences Lab uses neuroscientific tools like eyetracking and EEG biofeedback coupled with qualitative research to study how the brain processes information. They analyze stimuli like images, videos, and digital interfaces to understand what catches people's attention and is easy to understand. This helps optimize products, services, and communications. The lab provides data-driven recommendations in areas like marketing, advertising, and user experience design.
The document discusses neuromarketing, which uses neuroscience techniques like fMRI and EEG to study consumer brain activity and uncover subconscious motivations for purchase decisions. It provides examples of how companies have used neuromarketing research, such as Pepsi finding their drink produced stronger brain activation than Coke in taste tests. However, it also warns of "neurobullshitting" and overinterpreting data without full details. Overall, the document evaluates both benefits and limitations of using neuromarketing to inform marketing strategies.
Mike Storm – Neurons Inc. PostNords E-handelsforum 2017.PostNord Sverige
Ditt undermedvetna säger allt. Med konkreta exempel berättar Mike om konsumentbeteende och vad konsumenterna egentligen tycker och känner om ett varumärke, oavsett om de är medvetna om det eller inte. Om hur hjärnan påverkas av olika intryck, information och budskap.
Neuromarketing uses techniques like fMRI and eye tracking to understand unconscious consumer decision making. It has found that over 50% of purchasing decisions are made spontaneously, and advertising can influence brain regions involved in reward and risk assessment. Studies show order of presentation, emotions like fear and disgust, ambient scents, and subliminal cues can sway choices, even without a person's conscious awareness. While controversial, neuromarketing aims to provide insights into effective marketing strategies.
Applications of Behavioural Economics to consumer insightErica van Lieven
Shown at the AMSRS National Conference 2013 this presentation on Behavioural economics by Ben Wright highlights the very interesting findings from a small exploratory study that could serve as the basis to the beginnings of a revolutionary measure in the market research industry.
Bart schutz over online persuasion - hmc netwerkOnline Dialogue
This document discusses how to persuade people online by understanding how the brain works. It explains that the brain processes huge amounts of information quickly, but can only focus on a few things at once. It discusses topics like perception, memory, decision-making, emotions, and visual cues that influence these. The goal is to help scientists and businesses grow their knowledge of the brain so they can better persuade customers online by recognizing that their audience is a brain. It promotes further learning resources on topics like consumer psychology and neuromarketing.
Using the science of neuromarketing to dramatically increase customer response and lead generation results, personalize customer assets, and empower sales and channel reps to motivate and close customers.
Test & Learn: Hooked - How to Build Habit Forming Products Optimizely
In an age of ever-increasing distractions, quickly creating customer habits is an important characteristic of successful products. How do companies create products people use every day? What are the secrets of building services customers love? How can we create products compelling enough to "hook" users?
Nir Eyal, the bestselling author of "Hooked: How to Build Habit-Forming Products", has constructed a framework for designing better products and will share his years of research in this practical workshop. This webinar gives product managers, designers, and marketers a new way of thinking of the necessary components of changing user behavior by studying how the world's most engaging products keep users coming back again and again.
This document provides an introduction to emotional intelligence (EI). It begins with an overview of the presenter and what will be covered in the 2 hour session. It then defines EI as involving both the capacity for recognizing one's own emotions and the emotions of others, for motivating oneself, and for managing emotions well. The document emphasizes that EI is important both for individual success and for organizational outcomes like employee satisfaction, retention, and productivity. It notes that EI has physiological and psychological aspects and discusses the development of EI over time. Finally, it introduces the four components of EI: self-awareness, self-management, social awareness, and relationship management.
Biokeyz is a technology company that holds the license for an advanced analysis technology in Southeast Asia called Bio-Photonic. Bio-Photonic can provide a comprehensive analysis of a person's health, intelligence, and psychological profiles using only a few strands of hair, fingernails, saliva, finger and palm scans. The analysis utilizes sampling and database techniques from the US, Germany, Russia, China, and other sources. It provides a non-invasive way to understand oneself and one's children at a deeper level in order to unlock their full potential and maximize their health, education, career opportunities, and relationships.
This is part of an overall series of Training & Development methodology beliefs and the want for verification & Validation as well as further understanding
Similar to Webinar Neuroexperience on Customer Experience (20)
Customers are irrational: Stop fighting it!
This document discusses how customers can act irrationally and provides strategies for dealing with irrational customer behavior. It summarizes a presentation by Beyond Philosophy on rethinking how organizations approach customer experience. The presentation argues that customers' emotional experiences and subconscious perceptions significantly influence their behaviors and decisions, more so than rational considerations. It provides examples and strategies to design customer experiences that positively influence customers on an emotional level.
Best Practices for Building a Market-Leading Customer ExperienceBeyond Philosophy
You already know you need a customer experience management program, but how do you justify it? And once you clear that hurdle, how do you implement it?
Subhra Das knows. As senior vice president, marketing and customer experience for du, the UAE’s premiere telecom company, he played a key role unseating the market leader and earning 42 percent market-share. It all happened within four years of the company’s launch, in the world’s most highly penetrated mobile market.
Join Das and co-presenter Qaalfa Dibeehi, chief operating and consulting officer of Beyond Philosophy, on Thursday, October 27, as they walk through the steps du took when building its deliberate, highly-regarded customer experience.
In this free webinar, Das will outline the seven aspects of du’s customer experience transformation program.
What is Your Competition Doing? Are You an Industry Customer Experience Leader? Join Beyond Philosophy to See the Results of the 2011 Global Customer Experience Management Survey
• Current insights on customer experience from experts and CxOs from across the globe
• Analysis of 8,000 customer experience leaders
Program
Join Steven Walden, Beyond Philosophy's Senior Head of Research, and Colin Shaw, Founder and CEO, as they reveal the results of the 2011 Global Customer Experience Management Survey. The research will pull back the curtain on where the industry stands today, answering questions such as:
• Which industries and regions spend the most on customer experience?
• What are the drivers and challenges the customer experience industry faces as it further develops?
• What companies have seen the biggest customer experience growth, by industry?
• Where is customer experience management most needed? What industry? What country? What companies?
In addition, they discuss topics such as:
• What industries will see the greatest growth in customer experience over the next several years?
• What will be the next great customer experience advancement?
• What is the valuable element of a company's customer experience program? How does it differ by industry or region?
• How will social media affect the way companies approach customer experience?
Learning Objectives
• Learn about the Beyond Philosophy 7-stage Customer Experience Maturity model.
• Discover which industries and countries are concentrating on enhancing the customer experience.
• Learn how to overcome common problems that get in the way of successful customer experiences.
• Explore the pace of growth and the state of customer experience development, broken down by geographic regions.
Delta satisfaction how to avoid unintended bias when you research customer sa...Beyond Philosophy
This document discusses Delta Satisfaction, an alternative approach to measuring customer satisfaction that aims to avoid unintended bias. It introduces the concept of Delta Value and Delta Satisfaction, which measure both satisfaction and dissatisfaction on separate scales to provide a more complete picture. The document includes examples of how Delta Satisfaction has identified important drivers of dissatisfaction that traditional customer satisfaction scores miss. It argues that Delta Satisfaction is a more psychologically and conceptually valid measure of customer experience.
The document discusses ways to measure return on investment (ROI) from customer experience initiatives. It provides examples of calculating ROI through general models, company-specific research, case studies from other companies, and cost savings. One case study describes a call center that reduced callback rates from 75% to 3% by being more transparent with customers about document delivery times, saving on costs.
The document discusses employee experience and satisfaction. It begins by defining employee experience and noting that satisfied employees are linked to better business outcomes like customer loyalty, safety, and productivity. It then discusses common metrics used to measure employee experience, such as employee satisfaction surveys and Net Promoter Score. The document suggests digging deeper into employee experience through examining the emotional signature of experiences and using biometric tools. The overall summary is that the document examines how to define, measure, and gain insights into improving employee experience.
The document discusses future trends and insights in customer experience, with a focus on social media. It identifies three areas with the biggest opportunities: experience psychology, neuroexperience, and social media. The rest of the document discusses how customer experience is defined, the role of subconscious signals, stages of social media maturity for organizations, what drives value in social media experiences, and insights from research into personal, business, and customer social experiences. Key findings include that social media is driven by emotions, esteem and feelings of acceptance are important, and customers expect more from social experiences than normal customer experiences.
The document outlines next steps from a Pfizer study tour, including investigating why LinkedIn has not been used as much as hoped and what other tools have shared information. It also lists creating a regional action plan, presenting to the PBE team and revisiting a past presentation slide deck. Additional next steps include distributing a colleague's book, using customer experience language, influencing managers, and ensuring staff meet with customers annually.
Progressive Insurance successfully implemented new customer measures and engaged its organization by adopting Net Promoter Score (NPS) to measure customer satisfaction and loyalty. It gained executive support, invested resources, and involved employees. NPS provided a common metric across functions and improved processes through feedback. As a result, Progressive's NPS and financial results increased as customer advocacy became embedded in its culture.
Seven Philosophies to build a great customer experienceBeyond Philosophy
The document discusses seven philosophies for building a great customer experience. It states that great customer experiences 1) provide long-term competitive advantage, 2) exceed customer expectations in important areas, 3) are differentiated by stimulating planned emotions, 4) are enabled through inspirational leadership and empowered employees, 5) are designed from the outside-in considering the customer perspective, 6) generate revenue and reduce costs, and 7) embody the company brand by delivering on brand promises. The document is presented by Colin Shaw of Beyond Philosophy and promotes their customer experience consulting services.
The document discusses how organizations can become more customer-centric by moving along a continuum from a "Naive" to a "Natural" orientation. It outlines the key traits of each orientation, from being very product-focused with no customer experience measurement to having customer experience fully integrated into the organizational DNA. The document also notes that true progress requires alignment between an organization's orientation and the executive understanding of customer experience.
The document summarizes the brand and strategy of Mandarin Oriental Hotel Group. It discusses that the brand is defined by luxury, amazing locations, and excellent service. It emphasizes that culture drives employee behavior, which drives the brand. The strategy is to create engaged employees through a colleague engagement program focused on quality experiences for employees mirroring what guests receive. This is intended to result in profitable growth through loyal customers and employees.
The document discusses seven key strategic questions for improving customer experience. It focuses on understanding the customer experience an organization aims to deliver, the emotions it wants to evoke, and whether the customer experience is deliberate. It also addresses understanding what customers want, where organizations provide the most value, and how customer-centric the organization is. The document advocates taking a holistic, coordinated approach to deliberately designing an emotionally engaging customer experience.
This Emotional Signature® research reveals the emotions people feel when using social media; what they desire and what drives value. We also reveal the ‘subconscious experience’ people have using social media and the messages intentionally or unintentionally people are giving in social media. Finally, we will discuss how organizations are making a huge mistake in the way they are designing their social media experiences and make recommendations of what they need to do.
Organizations may think they know their customers, but Beyond Philosophy’s latest thought leading research demonstrates that customers feel very differently. In many cases there is a significant gap between the experience organizations think they are providing, and the experience customers actually receive
The webinar discussed research findings from a customer experience trend tracker survey. It found large gaps between how organizations perceive customer experience and emotions versus customers' actual experiences. For example, only 5% of customers felt experience improved versus 29% of organizations thinking so. The webinar recommends organizations understand customers' emotional and subconscious links to value, conduct pilots to prove customer experience improvements generate revenue, and establish new customer-focused measures. Senior leadership must also be educated on the opportunity customer experience provides.
47. www.beyondphilosophy.com
Neuroexperience:
Mapping Customer Experience Directly
from the Unfiltered Brain’s View
Qaalfa Dibeehi, Chief Operating and Consulting Officer
Thank You
qaalfa.dibeehi@beyondphilosophy.com
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