This is part one of four blog posts that discusses Emotive CX; what it is, how to measure it, and ways to take action and drive results. We begin in part one by defining Emotive CX. In part two, we demonstrate how to measure emotional intelligence and customer service as well as quantify it. In part three we deliver methods to improve emotional intelligence in the contact center act on these insights, and in part four, we show how to improve Emotive CX.
“We want to stick around people who make us feel good.” - Martin Hill-Wilson
Welcome to the world of the Emotive Customer Experience (CX), where feeling good gets good results. Martin Hill-Wilson’s statement above may seem simplistic; the concept almost too obvious, but the stats behind Emotive CX are undeniable.
Did you know…?
Customers are influenced more by how they feel than by a product’s effectiveness in 17 out of 18 industries. - Forrester
95% of our purchase decisions are made subconsciously (or due to emotions) - Harvard Business School
A portfolio of CX leaders grew their share price by 32%, outperforming the S&P 500 average portfolio by 17%. Contrarily, CX laggards only achieved 3% growth. - Forrester
Best-in-class brands average 17 emotionally positive experiences for every negative experience. - Forrester
What is Emotive CX? - Feeling Good is Good for Business
Emotive CX looks into how emotions impact the customer experience.
We know, for example, that the emotional intelligence of call center agents directly drives improved contact center CX. Customers rate quality better when agents employ the following customer-oriented behaviors:
Anticipate customer requests
Deliver explanations and justifications
Provide emotional support
Offer personal anecdotes and information
Agent authenticity goes a long way in making customers feel good. And agents feel good when they are empowered to be authentic; off script and without the ability to self-score their own successes and opportunities for improvement.
Staking Your Claim on Brand Loyalty
Customers don’t owe businesses anything and in an increasingly fast-paced digital
world, it is all too easy for even long time customers to head for the nearest exit,
swap brands, and become a detractor of your business. Simply with the push of a
Hill-Wilson explains, “The availability of real-time information has empowered
customers to easily move between brands… customers roam free with little to keep
them on your side within a traditional value proposition.”
This is why customer experience management has become so important. It focusses
on the things that build long term customer value. Part of this is a recognition that
customers are won and lost based on how they are made to feel by a brand.
As a major touchpoint, contact centers either build or destroy customer goodwill
towards the brand. In today’s world, we are expected to deliver both functional and
emotional outcomes if we want customers to feel good and stick around.
Colin Shaw, Founder and CEO of Beyond Philosophy and an established expert in
customer experience, explains that “negative experiences and emotional
disappointments tend to be more enduring than positive, emotionally pleasing
experiences. For this reason, minimizing and repairing experiences that annoy,
frustrate, anger, or confuse customers is a top priority.”
However, this is not as straight forward as it might seem. Humans are conditioned to
subconsciously pick up on anything that threatens them. As a result, we remember
the negatives more than the positives. This drives how we must manage the
customer experience and work extra hard.
How Tone & Inflection Impact Business
When communicating with call center agents (or otherwise), we derive considerably
more meaning from tone and inflection of voice (38%) than we do from the actual
words being used (7%).
Many of us are aware of the research that shows how face to face communication is
all about reading body language rather than what’s being said.
We continue to look for other those clues even when communication is no longer
face to face such as contact centers.
This means that call center scripts will not save the day, vocal tonality will! And it's not easy to fake that.
It’s about managing emotions in a positive way by listening, asking the right questions with a sense of empathy, and listening some more.
In conclusion, call center agents are on the receiving end of often extreme customer
frustrations. The way these agents manage their own emotional intelligence, the
inflection of their voice, their ability to empathize -- the data shows that these are the intangible attributes contact centers should focus on -- will ultimately make or break
a company’s success.
At the end of the day, customers want to feel good (really, who doesn't?). And, to
Martin Hill-Wilson’s point, those customers will tend to stick around if they continue
to feel good about your brand. With this being the case, doesn’t it make sense to try
and ensure with everything within your company’s power, that this happens?
A Bit About Martin Hill-Wilson
Hill-Wilson is a global authority on social customer service. He is a frequent keynote
speaker and former CEO of the Merchants Group, one of the very first business
process outsourcing (BPO) companies. He literally wrote the book on Emotive CX
when he co-authored the highly successful book, Delivering Effective Social
Customer Service, in addition to his very recent thought leadership series called
Emotive CX for Customer Interaction. In short, Martin knows a thing or two about this
topic and about call center quality assurance success.