window or aisle?€¦ · 6/28/2018 10 copyright © 2018 confirmit. all rights reserved. confirmit...

6/28/2018

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Copyright © 2017 Confirmit. All Rights Reserved. Confirmit Confidential.

Window or Aisle?Why we should love the middle seat

Claire SportonSenior Vice President, CX Innovation

Copyright © 2018 Confirmit. All Rights Reserved. Confirmit Confidential. | 2

Window or aisle?

6/28/2018

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Copyright © 2018 Confirmit. All Rights Reserved. Confirmit Confidential. |

Let us introduce the problem

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The ProblemGood Initial Results, Now Stagnating

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The ProblemGood Initial Results, Now Stagnating

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The Problem4 Key Areas Identified

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State of the Nation

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Forrester, 2017

88% collect customer feedback,

Forrester’s Q2 2017 Global State Of Customer Experience Management Maturity Online Survey. Base 388 global online professionals


State of the Nation

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Forrester, 2017

33% drive change

How to Drive Action With Your Voice of the Customer Progam, Feb 2018

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State of the Nation

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Forrester, 2017

14% deliver financial results

How to Drive Action With Your Voice of the Customer Progam, Feb 2018


State of the Nation

59%

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Forrester, 2017

Two years’ Warning: The customer centristity crisis, Storytellers, 2016

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Team Members

Senior Leadership

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Wouldn’t it be great if we could......

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Understand where they are coming from?01 Find their catalyst for change02 Monitor action & change03



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Social Styles

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Controlled

Emotional

Analytical

Amiable Expressive

Driver

Personal Styles & Effective Performance: Make Your Style Work for You, Merrill & Reid, 1981

Asking Telling


The Problem4 Middle Managers, Each With Their Own Style

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What keeps them awake at night

• How are they measured ?

• What targets do they have to hit?

• What are their KPIs ?

Social Style ++



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Nudges

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Nudges

Clear communication

Information seeking

Probabilities

Expectation control/setting

Options and Probabilities

Illusion of control and ownership

Expert Opinions

Verbatim effect

Emotional commitment

Risk aversion

Relationships

Social norms

Outcome bias Bandwagon effectIngroup bias

Alternative overload

Sunk cost fallacy

Selective perception

Empathy gap

Decisionstagging

Confirmation bias

IKEA effect

Authority bias

Power of ownership

Status quo bias Projection biasFraming effect

Fundamental attribution error

Backfire effect

Present bias

Anchoring

Inbuilt bias

Loss aversion

Ambiguity aversion


Example of “nudging”

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“Clearly men like a target!”

Aad Kieboom/ Jos van BedafSchiphol Airport. Amsterdam

Early 1990s.

80% decrease in “spillage”

20% decrease in cleaning costs

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Nudges

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Nudges

Clear communication

Information seeking

Probabilities

Expectation setting

Options

Illusion of control

Expert Opinions

Visual


Risk aversion

Relationships

Social norms

Outcome bias Bandwagon effectIngroup bias

Alternative overload

Sunk cost fallacy

Selective perception

Empathy gap

Decisionstagging

Confirmation bias

IKEA effect

Authority bias

Status quo bias Projection biasFraming effect

Fundamental attribution error

Backfire effect

Present bias

Anchoring

Loss aversion

Ambiguity aversion


Nudges for CX

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Nudges

Clear communication

Information seeking

Probabilities

Expectation setting

Options

Illusion of control

Expert Opinions

Visual


Risk aversion

Relationships

Social norms

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Nudges for CX

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Nudges

Clear communication

Information seeking

Probabilities

Expectation setting

Options

Illusion of control

Expert Opinions

Verbatim effect


Risk aversion

Relationships

Social normsSocial norms


Driver vs AmiableOptions vs Social Norms

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Driver vs AmiableOptions vs Social Norms

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Nudges

Clear communication

Information seeking

Probabilities

Expectation control/setting

Options and Probabilities

Illusion of control and ownership

Expert Opinions


Risk aversion

Relationships

Social norms Visual

Analytics vs ExpressiveData vs Big Pictures

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Analytic vs ExpressiveOptions vs Social Norms

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Monitor action & change03Find their catalyst for change02Understand where they are coming from?01

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If we actually want to change something, there are 3 steps:

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Identify action Kick off & track Monitor impact

01 02 03


Step 1

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Identify action01

Kick off & Track02

Monitor impact03

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Step 1

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7.0

7.0

7.0 +2.1

+2.4

+0.4

+1.8

8.0 +1.4

5.0

5.4

5.5

12.36 8 7.4 6.5 11

Identify action01

Kick off & Track02

Monitor impact03

7.0

7.0

7.0

+1.8

8.0

+1.4

5.0

5.5

12.36 8 7.4 6.5 11

7.05.0


Step 2

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Identify action01

Kick off & Track02

Monitor impact03

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Step 2

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Identify action01

Kick off & Track02

Monitor impact03

Product Knowledge


Step 3

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Identify action01

Kick off & Track02

Monitor impact03

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Step 3

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Identify action01

Kick off & Track02

Monitor impact03


Step 3

36

Identify action01

Kick off & Track02

Monitor impact03

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Step 3

37

Identify action01

Kick off & Track02

Monitor impact03


Step 3

38

Identify action01

Kick off & Track02

Monitor impact03

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Step 3

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Identify action01

Kick off & Track02

Monitor impact03


We can now...

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Handout

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Thank You


Claire Sporton, Senior Vice President CX Innovation [email protected]

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window or aisle?€¦ · 6/28/2018 10 copyright © 2018 confirmit. all rights reserved. confirmit...

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