Getting Clued In to Experience Management2. © 2007, All Rights Reserved. Experience Engineering, Inc.
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3. lou carbone – founder & ceo
minneapolis, minnesota
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4. a lesson from 21 Minnesota winters
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5. at experience engineering
we live, eat, sleep, breathe and unravel the riddle that is
human experience for a select group of clients who want to
manage experience – and the value that experience can
create.
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6. progressive auto insurance
needed to progress
Instant Response Vehicles at accident scene
trained in loss and grief counseling
refreshments
checks written at the scene
assistance and transport to car rental
phone
Progressive plus competitors quote
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8. engineering customer experiences
• move from “make and sell” to “sense and respond”
• customer back (emotional/rational bond)
• understand and leverage role of the unconscious mind
• clue conscious
• rigorous systems to develop and manage clues
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14. clued in
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15. clued in
1979
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16. clued in
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17. clued in
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18. clued in
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22. “In business after business, our research has shown that
60-80% of customers who defected had said on a survey
just prior to defecting that they were “satisfied” or “very
satisfied”….
Frederick F. Reichheld
The Loyalty Effect
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23. Would you recommend to a friend or associate?
Extremely Extremely
likely unlikely
Neutral
10 9 8 7 6 5 4 3 2 1 0
Promoters Passive Detractors
Frederick F. Reichheld
The Ultimate Question
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24. hierarchy of customer behavior
ownership
taking
responsibility for
the continuing success of
the offering
apostle-like behavior
exhibiting a high degree of loyalty while
convincing others to purchase
commitment
demonstrating loyalty while telling others of one’s satisfaction
loyalty
devoting a large share of wallet to repeat purchases
satisfaction
getting as much as, or more than, what was expected
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32. loyalty or a reward?
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42. ownership
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61. experience preference model™
rejection acceptance preference
Negative Differentiation No Differentiation Positive Differentiation
- commodity
+
zone
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64. “Every Starbucks store is carefully designed to enhance the
quality of everything the customers see, touch, hear, smell or
taste”
-CEO Howard Schultz.”
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67. experience management
EMOTIONS
Significant
BEHAVIOURS
Strengthened
Share
Renewed
Share of Wallet
Inspired
Profit
EXPERIENCE
Safe
Repeats
CLUES
Confident
Renewals
“How they feel”
Referrals
Shopping Time
BEHAVIOURS
Travel Patterns
“How they act”
EMOTIONS
ATTITUDES
ATTITUDES
Loyal
Promote
Committed
Apostleship
Passionate
Trust
“How customers feel about ”
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68. “Brands have run out of juice. More and more people in the
world have grown to expect great performance from
products, services and experiences.”
Kevin Roberts,
CEO Saatchi, Saatchi
Author of Lovemarks
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69. A corporate brand represents the
promise made to all audiences
regarding the unique experience
they have whenever and however
they come into contact with the
brand.
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70. the brand canyon™
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71. the brand canyon™
brand service experience
what customers feel “ladies and gentlemen, serving what customers feel
about company! ladies and gentlemen.” about themselves!
Ritz Carlton
product treatment feelings
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72. return of the penguins
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73. value relationships
how I feel about the
brand value
company
how I feel in and
customer
about the
value
experience
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74. how customers think
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76. the power of the unconscious mind
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79. “the tangible attributes of a product
or service have far less influence
on consumer preference than the
sub-conscious sensory and
emotional elements derived from
the total experience.”
Dr. Gerald Zaltman
Harvard Business School
Laboratory of the Consumer Mind
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81. customers consciously & unconsciously filter
a barrage of clues and organize them into a
set of impressions –
some rational, some emotional
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82. types of clues that customers experience
what we see
what we hear
what we smell
what we taste
what we feel
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83. categories of clues
humanic clues
functional clues mechanic clues
stimuli associated with
functionality of the good stimuli associated with
people – choice of words,
or service things – sights, smells,
tone of voice, level of
sounds, textures
enthusiasm, appearance,
body language
emotional
rational emotional
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122. “you cannot NOT have an experience…
…the question is, how managed or
haphazard is that experience?”
Lou Carbone,
President & CEO
Experience Engineering, Inc.
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123. what if we of experience doclues? clues create?
kind managed these these
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124. we can systematically & purposefully
design experience clues to
create feelings that emotionally
engage & bond the customers
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125. disciplines used in managing customer experience:
• experience assessment™
• experience audit™
• experience design™
• experience implementation™
• experience stewardship™
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126. Experience Engineering …
…helps understand, align & manage experience clues to optimize the
value of experiences create
do
create
learn
• assessment •motif • implementation
• experience audit •design • stewardship
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127. Learn
auditing
Create designing
Do implementing
© 2005 Experience Engineering
128. Our Total Experience Management® methodology is a strategy for designing
Our Total Experience Management® methodology is a strategy for designing
experiences that emotionally engage & bond customers to your brand.
experiences that emotionally engage & bond customers to your brand.
Learn Do
Create
experience motif™ experience implementation
experience assessment
experience design™ experience stewarding
experience audit™
Assessment Tools: Audit Tools: Design Tools: Implementation Stewarding Tools:
Tools:
ClueScanning™ Experience Motif ™
Experience Optimization Experience Design &
Workshop™ Generation Experience Implementation Reviews
®
ZMET Implementation
Design Framing System
Experience Intervention
Interviews™ Clue Design Experience Based
Ideation Curriculum™
Experience Reflection
Interviews™ Experience
Metrics
Experience Language
Analysis™
Observational
Research & Video
Psychological
Pathways™
E-motion Scans®
© 2005 Experience Engineering
129. Learn
auditing
© 2005 Experience Engineering
130. experience audit
current customer experience desired customer experience
gap
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131. experience audit
an experience audit uses distinctive tools and techniques to identify and
understand the gap between the current and desired customer
experience
current customer experience desired customer experience
experience language analysis™ E-Motion Scans ®
cluescan™ ZMET®
experience intervention interviews™ experience intervention interviews™
experience reflection interviews™ experience reflection interviews™
psychological pathways™
gap
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132. experience optimization workshop
A workshop specific to shaping an experience-driven initiative; a work session designed for
exchanging information and highlighting specific areas and tools to begin the work.
© 2005 Experience Engineering
133. experience audit
current customer experience desired customer experience
experience language analysis™ ZMET®
cluescan™ experience intervention interviews™
experience intervention interviews™ experience reflection interviews™
experience reflection interviews™
customers’ psychological pathways®
reality tv
gap
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134. learn
Linguistics experience audit
Little Words Make A Big Difference
• I’ll have a car ready for you in five minutes.
• I’ll have the car ready for you in five minutes.
• I’ll have your car ready for you in five minutes.
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135. experience audit
current customer experience desired customer experience
experience language analysis™ ZMET®
cluescan™ experience intervention interviews™
experience intervention interviews™ experience reflection interviews™
experience reflection interviews™
customers’ psychological pathways®
reality tv
gap
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136. ClueScan™ Objective
To create an awareness from the eyes of the customer of how they are bombarded
by conscious and unconscious clues and how haphazard or managed those clues
are which create the total experience.
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137. Experience ClueScanning™
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138. immediate fixes
Before
After
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139. experience audit
current customer experience desired customer experience
experience language analysis™ ZMET®
cluescan™ experience intervention
experience intervention interviews™ interviews™
experience reflection interviews™ experience reflection interviews™
customers’ psychological pathways®
reality tv
gap
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141. why ZMET?
“ZMET allowed me to walk around in the
maze of the consumer mind.”
A ZMET client
© 2005 Experience Engineering
142. what are deep metaphors?
working definition
deep metaphors are the basic, unconscious “filters” or “frames”
that influence:
• what information we notice
• how we process that information
• what we do as a result
© 2005 Experience Engineering
143. example – what is time?
metaphor: time is (like) money
– she invests her time wisely
– this diversion will buy us some time
– good, that will save time
– I can’t afford the time just now
– he squandered his time
– will you spend some time with me?
at a deeper level, time (like money)
is a RESOURCE
© 2005 Experience Engineering
144. deep metaphor example: tires
surface metaphors:
like armor for your car, a safety net for
hazardous conditions, first line of
defense between you and an accident
thematic metaphors:
good tires are protection
deep metaphor:
CONTAINER
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145. Emergencies are like lightning striking…
and the motion of life is disrupted
Insight: The design goals as shared
focus more on workspace attributes
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than on employee deep desires
146. Emergency care often feels like the absence of movement
It does not feel
like you are
moving from one
state to
another, but
rather that you
are…
“Stopped in your tracks”
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147. experience ribbon
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148. PERCEPTION INTERACTION RECOLLECTION
Customer Back
Psychological Pathways
Typical Moments of Truth or Touch Points
Typically
Company Out
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149. the psychological pathways™ of the rental experience
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150. Create
designing
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151. experience motif :
unifying element for every clue in an experience design
provides alignment for emotional & rational elements in the experience
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152. example of a motif:
Doylestown Hospital Health & Wellness Center
strengthened • understood • renewed
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153. using the motif as a northstar to generate experience designs
embedded with clues
• eliminate or abate negative clues
• improve neutral clues
• dial up or create preference clues
preference
rejection acceptance
Positive Differentiation
Negative Differentiation No Differentiation
- commodity
+
zone
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154. oskar mobil
you’ve got my number
Clue: it’s a jewel
“Now I know why „engineering‟ is in your name. The process you put us through was
invaluable to making the experience tangible and actionable for our team.”
Karla D. Stephens – CEO
OSKAR Mobil/Vodafone, Czech Republic
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155. roles
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159. deep metaphor: TRANSFORMATION
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160. designing the curious adventure
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162. a ritual
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164. © 2007, All Rights Reserved. Experience Engineering, Inc.
© 2005 - 2007, All Rights Reserved. Experience Engineering, Inc and Emotion Mining Company.
165. © 2007, All Rights Reserved. Experience Engineering, Inc.
© 2005 - 2007, All Rights Reserved. Experience Engineering, Inc and Emotion Mining Company.
166. do
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167. To deliver an “experience”
“Answer the door and
”Answer
make sure our guests
the door”
feel welcome after
their two day trip ”
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168. © 2007, All Rights Reserved. Experience Engineering, Inc.
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172. engineering customer experiences
• move from “make and sell” to “sense and respond”
• customer back (emotional/rational bond)
• understand and leverage role of the unconscious mind
• clue conscious
• rigorous systems to develop and manage clues
© 2005 Experience Engineering
173. © 2007, All Rights Reserved. Experience Engineering, Inc.
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174. 1st Fold
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175. 2nd Fold
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177. © 2007, All Rights Reserved. Experience Engineering, Inc.
178. For Further Information On
Managing Experience
as a Value Proposition Contact:
lcarbone@expeng.com
952.942.8880
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179. © 2008, Experience Engineering, Inc.
All rights are reserved. No portion of this document may be
reproduced in any form or used in anyway without the
express written permission of:
Experience Engineering, Inc.
7808 Creekridge Circle, Suite 320
Minneapolis, MN 55439
952 942-8880
www.experienceengineering.com
179
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