Experience psychology webinar

Experience Psychology
Steven Walden,
Senior Head of Research and Consulting

www.beyondphilosophy.com

Beyond Philosophy

Customer Experience Thought leadership is Fourth book –
is all we do! our differentiator Now Available

Offices in London,
Atlanta with Partners in Links with Focus on the emotional side
Europe & Asia Academia of the Customer Experience

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Customer Experience Timeline
The problem CE Principles Quantifying CE X-ray CE

2010
1995

2000

2005


It’s simple…..

The application of psychological
principles to the practice of Customer
Experience Management


It’s simple…..



Peeling back the onion…
Emotional clues

Known to self Not known

Open or Public Blind Self
Known to
others Self 
Not Known Hidden or Unknown Self
To others Private Self

Deep features and Subconscious and
benefits e.g., deep Subconscious
No one ever got fired clues
for buying IBM


The new competitive landscape

Closed Window
Example:

 Lets add value
 Lets create moments Open Window
of delight Example:
 Lets change the
mood  Lets hone costs
 Lets react to
complaints
 Lets take out
dissatisfiers


It’s simple…..



What is Customer Experience?

A Customer Experience is an
interaction between an organization
and a customer as perceived
through a Customers conscious
and subconscious mind.

It is a blend of an organization’s
rational performance, the senses
stimulated and emotions

and intuitively measured against
customer expectations across all
moments of contact



interaction between an
organization and a customer as
perceived through a Customers
conscious and subconscious mind.


moments of contact


Experience Psychology is about…
What you control… it’s about your experience

A Customer Experience is an interaction between an organization
and a customer.


Consumer Psychology

Organization
Customer
And the Experience reflects…

What and how the firm delivers Customer and
Employee Experience
Organization





moments of contact


Managing the Emotional Experience……..

Moments
of Delight





moments of contact


Managing the Subconscious Experience……..

‘One figure which always surprises people is that the subconscious processes
200,000 times more information than the conscious mind without us having to focus
on it and does that processing before our eyes have even recognised the person or
object. It is disposed to process emotions even faster, around 10 times faster than
our conscious mind’.


And manipulate your resources correctly… to generate
value

http://www.research-
live.com/magazine/why-we-must-
measure-emotion/4003434.article


PRINCIPLES OF EXPERIENCE
PSYCHOLOGY


1. We make decisions based on preconceived
expectations of what an experience will be, not what it is


2. We don’t consider all the elements of an experience,
only those most noticeable

“A senior executive in the air travel
industry relayed how a billion dollar order
had been placed with a more expensive
supplier on the strength of some strong
7%-38%-55% rule advocacy by another customer. The
supplier, they said, had “dug us out of a
Words account for 7%, tone of
hole” when aircraft had been expensively
voice accounts for 38%, and grounded through no fault of the supplier,
body language accounts for throwing substantial resources fast at
55% of the liking. They are getting the planes back in the air and
often abbreviated as the "3 saying that issues of negotiating payment
Vs" for Verbal, Vocal & Visual. could wait until the crisis was solved.”


3. We identify a moral code in what you do, even if it is not
directly relevant to the purchase in question


4. Sometimes we don’t know about the things that influence
us, we just subconsciously perceive them


5.Emotional twinges affect our ‘in the moment’ decision
making and hence behaviour

I feel it, I know it, I act on it


6.We are prone to be wary of anything that threatens our
well-being


8. Our memory of an event is not perfect, but
subject to change


9. We like to follow the herd, be seen as part of the group


10. We get bored with the same old, same old.
Sometimes innovation for its own sake is important


Experience Redesign
Experience Psychology Template

Steven Walden, Senior Head of Research and Consulting


One of the key questions of Customer Experience
 How can we design a better experience?
• Touchpoint Mapping
• Experience Psychology Template


Traditional Views vs. Perceptual Views

Firms tend to see Customer tend to
their experience as see their experience
a detailed painting as an impression


Moment Mapping

Passenger Passenger/Porters Passenger/All
Arrives at Ferry (by Rail , public Baggage Handling  Looks for direction signage Need GST Yes
bus, taxi, coach, or private car) assistance by porters (P1.2.1) or airport personnel Refund?
(P1.1) (P1.1) (P1.2.2) and heads for destination
No
Passenger/Ground
Passenger/Ground Passenger/
Utilizes Handlers
Handlers Customs
Airport Approaches Left Unaccompanied
Approaches Check- Approaches
facilities/ Baggage Counter (P1.4) Left Baggage?
No in (P1.5) Counter for GST Refund
Services? to retrieve baggage
check-in Counter (P1.3)
Yes

Passenger/Cleaner Passenger/Concessionaire Passenger/Retailer Passenger/Service
Passenger
Approaches and Makes use of other Approaches and Approaches and
Rests at seating
enters Washrooms facilities/services (e.g. ATM, enters Retail enters F&B Outlets
area (P1.6)
(P1.7) money changer etc.) (P1.8) Outlets (P1.9) (P1.10)

Passenger/Security/ICA No
Approaches Access Point (1.11) No
Yes Passenger/Customs Utilizes Airport
and proceeds to Immigration Need GST Approach GST facilities/Servi
Counter (1.12) to clear Refund? Refund Counter ces?
checkpoint and enter Transit (P1.3) Yes
Area
Passenger/Retaile
Passenger/Cleaner Passenger/Concessionaire Passenger/Service 1st/Biz Class
Passenger r
Approaches and Makes use of other Approaches and Passenger
Rests at Seating Approaches and
enters Washrooms facilities/services (e.g. ATM, money enters F&B Proceeds to
areas (P1.6) enters Retail
(P1.7) changer hotel, spa etc.) (P1.8) Outlets (P1.10) Passenger Lounge
Outlets (P1.9)

Passenger Passenger/Security
Passenger/CSO
Walks Passenger/Ground Handlers Walks through metal Passenger/Security
Approaches
through Produces boarding pass detector for Passes through Cabin
Gate Hold Room
Aerobridge (P1.16) to enter waiting area security screening Baggage screening (P1.14)
(P1.13) to board
to board to board airplane (P1.15) at Gate Hold at Gate Hold Room
airplane
airplane Room
32

Moment Mapping
? Passenger Passenger/Porters
?
Baggage Handling  Passenger/All
Arrives at Airport (by MRT, assistance by porters Looks for direction signage (P1.2.1) or Yes
Need GST Refund?
airport personnel (P1.2.2) and heads for
public bus, taxi, coach, or private (P1.1)
destination
car) No
(P1.1) Passenger/Ground Passenger/ Customs
Approaches GST Refund
Utilizes Handlers Passenger/Ground Handlers
Approaches Left Baggage Counter (P1.4) to retrieve
Unaccompanied Left Counter (P1.3)
Baggage?
Airport Approaches Check-in baggage

facilities/ (P1.5) Counter for check-
No in
Services? Passenger/Ser
Yes
Passenger/Retaile vice
r Approaches
Passenger Passenger/Cleaner
Passenger/Concessionaire
Approaches and enters
Washrooms (P1.7)
Makes use of other Approaches and and enters
Rests at seating facilities/services (e.g. ATM, enters Retail F&B Outlets
area (P1.6) money changer etc.) (P1.8)
Outlets (P1.9) (P1.10)

No No
Yes Passenger/Customs Utilizes Airport
Passenger/Security/ICA
Approach GST Refund Counter
Approaches Access Point (1.11) and proceeds to Immigration Counter (1.12) to
clear checkpoint and enter Transit Area
Need GST Refund?
(P1.3) facilities/Servi
ces?
Yes

Passenger/Retaile Passenger/Servic
Passenger/Cleaner
Approaches and
r e 1st/Biz Class
Passenger Passenger/Concessionaire Approaches and Approaches and Passenger
Rests at Seating areas enters Washrooms Makes use of other facilities/services (e.g. ATM,
(P1.6) enters Retail enters F&B Outlets
Proceeds to
(P1.7) money changer hotel, spa etc.) (P1.8)
Passenger Lounge
Outlets (P1.9) (P1.10)

Passenger/CSO
Passenger/Security
Approaches
Passenger/Security Passes through Cabin
Passenger/Ground Handlers Walks through metal detector Gate Hold Room
Produces boarding pass (P1.16) to enter waiting Baggage screening (P1.14)
Passenger
for security screening (P1.15) (P1.13) to board
at Gate Hold Room
Walks through Aerobridge
area to board airplane
to board airplane
at Gate Hold Room
airplane
33

Repertory Grid: Perceived Experience and Deep Benefits
# employees % employees
# % mentioning mentioning Employee rating
customers customers experience experience of Stena (Bi-polar
Customers selecting selecting Employees (Bi-polar attributes) attribute attribute rating 1 to 5)
Value for money, inexpensive, cheap / Not

 Value for money 17 89.47% good value, higher price, expensive, not
competitive
12 52.17% 2.9


Speed of getting to my Fast, quick trip / Long, slow, relaxing,
7 36.84% 11 47.83% 3.2
destination leisurely journey
Ability to take my own vehicle
6 31.58%
with me Port facilities
No hidden extras in the fare 6 31.58% Booking process
Experience Extension
Low-stress check-in 5 26.32%


Enhanced onboard facilities and activities /
Good on-board facilities 4 21.05% 8 34.78% 1.0
Basic or few onboard facilities


Flexibility in amount of luggage I Unrestricted luggage, pets, car / Limited
4 21.05% 6 26.09% 1.2
can take luggage, extra charges

Flexibility to change my booking 4 21.05%

Wow
Missing
The enjoyment of the actual The experience (romance, "wow" factor,
2 10.53% 7 30.43% 1.2
journey memorable)/ Basic, forgettable experience

Friendly welcoming staff 1 5.26% Superior customer service/ Lack of service 15 65.22% 1.5

Spend on customer service, staff training/
Knowledgeable staff 1 5.26% 6 26.09% 1.7
Poor staff training and low standards

Staff who appear to care about
0 0.00% Superior customer service/ Lack of service
me.

Entertainment during the journey

Good facilities in the port

www.beyondphilosophy.com 35

Understanding the perception of Experience
Subconscious/ Emotional Experience

Different

Can deal with people
Glitzy end
of project
party

Wise

Communicate
slick


Further conversations?

www.BeyondPhilosophy.com

steven.walden@beyondphilosophy.com

Atlanta Office: +1-678-638-6162
London Office: +44 (0) 207-917-1717


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