Using customer emotion to learn and improve experience
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Using Customer Emotion To Learn
Transcript of Using customer emotion to learn and improve experience
Using Customer EmotionTo Learn
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
The Chemistry
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
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
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The ROI
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
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
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 participants212 Linkedin members100 road show participantsSurvey presentations
Customer Contact Expo & PPF conferencesCCMA awardsRegional Contact Centre Forums
P&Q c a m p a i g n
Crowd source thenext generation of performance & quality best practice
All the discussion led to a seriesof key insights - seeing the context of P&Q as an ecosystem
P&Q a c t i v i t y
P&Q c r o w d s o u r c e d w i s d o m
P&Q c h a l l e n g e
The Strategic Quality Framework answered how a P&Q ecosystem is adaptedFinally, the P&Q challenge incentives everyone to trial it
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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
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
S t ra te g i c Q u a l i t y
F ra m e w o r k
Who Defines Quality? e.g.
CustomersRegulatorsLeadershipAdvisorsOthers
e.g.PerformanceComplianceImprovementInnovation
e.g.External SurveysInternal Surveys
EvaluationsAnalytics
e.g.Performance Mgt
Coaching‘Fixing It’
Best Practice
e.g.Leadership
Team LeadersQuality TeamPeer to Peer
Analysts
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e.g.Process BasedSystems BasedNeeds BasedSelf Managed
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e.g.Metrics
BehavioursFeedback
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For Which Outcomes? From What Inputs?
What Drives Quality?
Who Gets Involved?Why Get Involved? e.g.
RecognitionRewardCareerBelief
What Is Success?
How Is QualityImproved?
It's an 'ecosystem' way of thinking about service quality and people
performance
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e.g.External SurveysInternal Surveys
EvaluationsAnalytics
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From What Inputs?
O u t c o m e sClarity on which data sources we should use in our quality management
Q u e s ti o n sE 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 ti o n s : What role will existing quality evaluations play?
A n a l y ti 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?
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Why Get Involved? e.g.
RecognitionRewardCareerBelief
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O u t c o m e sAbility to answer the ‘what’s in it for me’ question
Q u e s ti o n sR e c o g n i ti 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
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
SELFSERVICE
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
PurposeMasteryAutonomy
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
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“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
The ‘magic beans’ from which the new culture grew1. Providing a 6 month space to think, plan and act2. A support network3. Co-creating how it works4. From scores to behaviours5. From telling to learning6. From micro mgt to mutual respect7. From assuming to listening8. From ‘always the same’ to ‘always evolving’
Inspiring a learning culture is #1 milestone in nurturing the competence to engage today’s digital customers
Learning needs feedback
