Customer Journeys its an Emotional

Transcription

1 20 th October 2016 By Morris Pentel Customer Journeys its an Emotional Business

2 Change in CX Science the emotional journey 40 months Not just a change in maturity but also a change in what maturity means CXFO basic journey map

3 Complex Journeys Elapsed Time Activity Process Optimisation Complexity Understanding Appropriateness Emotional State Fealings Opinions Emotional Exchange Time Cadence Available Choice Customer Work Event Note Incentives

4 Behavioural Science is how we get the most new technology Gamification Customer Work Time Emotional State Mapping Cadence Customer Power Self Direction Autonomy Mastery & Purpose Emotional Engagement

5 A A benefit and metric

6 Major bank introduced a credit card for Millennials that was designed to inspire emotional connection, emotional connection The use among the segment increased by 70% and new account growth rose by 40%

7 Clever approaches

8 We already create bad emotions I have a problem I look on the website but still have to call IVR boasts about how good the company is The agent doesn t have enough information Makes me wait for an agent IVR gives me options I don't need

9 Great CX may create up point here and possibly additional Loyalty Great CX may create real loyalty here Pre sales Research Sales Process Ownership Possible claim End of term No real engagement opportunity with Customer used well by most Insurers but this could be made engaging by design Dissatisfaction (Wasted money syndrome) Happiness/Engagement Disappointment in limitations of support Emotional un-engagement Most likely CX journey Possible opportunity for EQ engineering Steady emotional line Theoretical Gilbert Test Buyers remorse (See next slide) Fear Single layer* Emotional Engagement (very rough) Note: Different insurance types have different Journeys and events

10 Passive If asked Conversational Symbolic & Sign Symbolic & Sign Conversational Passive If asked Understanding Emotion Peak Disengaged Active Peak -5 Active

11 Passive If asked Conversational Symbolic & Sign Symbolic & Sign Conversational Passive If asked Understanding Emotion ACTIVE CUSTOMERS Peak Disengaged Active Peak -5 Active PASSIVE CUSTOMERS ACTIVE CUSTOMERS

12 Understanding Emotion Hard to gain insight. Don t answer surveys or talk about brands. Largely indifferent. Think you are OK (or not very good) at what you do. For the majority of organisations, most of their customers are in these states. Most organisations do not understand this. Requires active marketing to maintain a steady state, to prevent a negative slide and churn. MOST CUSTOMERS Disengaged

13 Understanding Emotion Engage when prompted. Not sufficiently engaged to PASSIVE CUSTOMERS -2s won t automatically churn. May have low take action. expectation of an industry Need to move from passive to active during customer MOST CUSTOMERS and accept the best of a bad bunch. journeys. A step-change in proposition or functionality Passive If asked Disengaged Risk that +2s can slip down scale or churn if an offer doesn t meet their may trigger this change. -2 expectation. Identify risk areas in the customer journey, to avoid any decline. Passive If asked +2s may not tell you they are satisfied. Risk of competitors 2s may not register a targeting, to identify complaint, but just leave. dissatisfaction and try to win over.

14 Understanding Emotion Conversational -3 More interactive and likely to offer their opinion, both offline and online. Will take action without prompting. Might engage in customer work - good or bad. Easier to interact with. 3s more open to change. Caution elicited views are not representative of whole base. Even more so with 4s and 5s. Likely to be less extrovert than 4s or 5s. in a quieter way and less keen to make this visible. +3s may not appear to require obvious support from the company, but they do. 3s should be a larger group than 4s and 5s combined, or proposition fundamentally flawed. +3 Conversational

15 Understanding Emotion Active -4 Highly motivated. Actively engaged in customer work or brand sabotage. Willing to publicly express their feelings. Extrovert personality traits or extreme experience impact. 4s have a higher expectation of an emotional response from the organisation than 3s. +4s will tolerate occasional lapses of service or poor CX. -4s will expect a consistently poor CX. Trust is a key element of these states. This state has higher risks of change and higher impacts when the change occurs. These will include financial and brand. +4 Active

16 Understanding Emotion +5 Symbolic & Sign Peak -5 A heightened state of love or hate. Customers may move to -5 or +5 but cannot sustain this. An unstable transitional state. +5s are passionate advocates : -5s are passionate antagonists. Both states are characterised as highly active and temporarily consuming. This is the triumph of emotion over logic and can be demonstrated through laughter and tears. Both states present a level of cognitive dissonance. High level of empathy required to manage either extreme. The risk and impact of losing a +5 is significantly higher. However, the output of customer work possible in this state is very powerful and attractive to people in more passive states. The negative state inherently carries the risk of a social media nightmare, because in general people are empathetic and will respond to active distress. The effort and empathy required to alter a -5 may be too great/costly. -5s can be turned around, sometimes with startlingly positive results. Peak Symbolic & Sign

17 Summary Creating emotional responses already happens in every customer experience so its better if you design good ones Lots of case studies on how good emotional connections impact the bottom line Making them better is a clear differentiator and cost effective Need for emotional state journey maps

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