CX Insights

Customers don’t do what they say! We’ve known this for a long time and behavioural science continues to demonstrate it. Asking people about their experiences and why they do things does not get to the truth. We need to go beyond surveys and opinions to uncover the unconscious and conscious behaviour driving your customers and employees.

At CX Lab we pioneer the use of advanced biometrics and behavioural science to understand the unconscious and conscious behaviour of customers and employees.   Our customer experience research tools use innovative techniques from behavioural science to truly understand your customers’ experience and the factors that influence their decision-making and purchasing. We go way beyond surveys to understand customers physiological and psychological response to the experience.

Our insights are the essential foundations for all marketing, customer experience and employee engagement initiatives.

  • Customer Research – Our research pioneers the use of advanced biometric and neurological devices to understand customers physiological and psychological response to the experience. We combine this with behavioural science techniques including ethnography, facial coding, behavioural games and other unique tools to identify your customers’ Tripping Points. Those moments that create an emotional response. These deep insights into human behaviour provide the richest insight of where you need to focus your marketing, customer and employee experience.

  • Employee Research – Employees don’t do what they say and employee surveys are littered with bias, including recency bias (more likely to remember recent events) and the employer-employee relationship. To understand employee behaviour and motivation we have to go way beyond employee surveys. Our approach is to pioneer the use of biometric devices and behavioural science to understand employee behaviour. From this, we can determine the causes of workplace stress and identify improvements in the employee experience. Our employee insights and intervention programmes have delivered significant improvements to productivity and employee wellness including a 63% increase in staff retention and a 30% improvement in sales.

  • Brand Research – Your brand sets the expectations for your customers. What is critical to understand is how the customer experience meets these expectations and where are you causing a Tripping Point. We analyse what your brand stands for and the expectations it sets for your customers. And, through the use of biometrics and behavioural science, we determine how you are meeting these expectations. Your brand tracking and focus groups will never uncover these insights.

Customer Research

Find out what truly influences your customers by learning how they actually experience your business. Our CX Insights show you how your customers react physiologically and emotionally to their experience. This provides deep insight that goes way beyond opinion surveys and focus groups.

  • Real-time testing –We show you how your customers are reacting, in real-time. We do this by a combination of monitoring customers ethnographically and also measuring their biometric response to the experience.  This method is called Tripping Points (We’ve recently produced a video and blog to explain all about this methodology).  You’ll be able to see your customers’ in-the-moment physiological reactions to choice. You can see how your customers react to your people and your process. But also we show your customers’ real-time response to your contact centre and your website. In fact, to any and every interaction they are having with you. This enables you to see the points in the customer journey where you are unintentionally creating stress for your customers. Our Customer Experience Research Toolkit has more detail.

  • Testing the memory of the experience – Identifying the stress points and critical moments of the actual experience gives you the levers to alter the experience, thus altering the customers’ memories of what happened, and their subsequent behaviour.  The remembered experience is really powerful in defining your brand in the eyes of your customers. Our approach gains unique insight into the customers’ memory of the experience.  Positive memories change customers’ behaviour (e.g. they recommend you). By deploying our CX Lab insights and research tools, we can find opportunities to create positive memories that make your brand distinctive. And of course we an also analyse your existing data and correlate it against our own research.

  • Impact on behaviour – The final part of our customer research involves gaining insight into how the memory of the experience impacts actual behaviour. In other words, customer experience in real time, then afterwards they remember highlights (and lowlights!), and this final stage is what they do as a result. For example, how much are your customers now spending? How often do they come back? Are they loyal to you? And have they recommended you?  We delve into your existing data, looking for patterns and correlating it against the real time and remembered experience insight.

Employee Research

Most organisations survey their employees, understanding how engaged they are and how likely they are to recommend working there. Whilst these surveys may be useful, they provide a very narrow view of the employee experience. Employee surveys suffer from the same challenges and more of any other survey:

  • Data only represents one moment in-time
  • Availability bias from respondents thinking of only recent events
  • Potentially gamed results — people telling you what they think you want to hear rather than what they really think
  • Often, results do not reflect actual employee behaviour

The employee experience is one of the key drivers of the customer experience so we need stronger insight. As with customer research the key is to go beyond what employees say and discover how they feel and what they do. We use biometric devices to understand the front line customer interaction as well as ongoing measurement of the overall employee experience. Combined with a more frequent employee insight program you have the deepest understanding of your most important resource – your people.

Focus on leadership as well
Rather than just focus on employee engagement, it is important to understand leadership engagement with employees and customers. Our insights seek to understand how engaged the leadership teams are in customer and employee experience. This is about how leaders act and what they do – not just what they say. It’s easy for leaders to say they are customer focused in a survey, but this often hides the actual experience of the employees.

  • Leadership engagement – This is about finding out from employees about the extent of leadership engagement.
  • Observe leadership behaviour – By observing and analysing, it’s possible to see what leaders actually do; not what they say they do. Are they actively building credibility and trust?  Do they walk the talk?

  • Analyse the KPIs in a business – It’s always very instructive to take an objective look at what you are measuring. What do your measures say about your actual priorities? Again, it’s about walking the talk. For example, many businesses tell their employees that it’s important to put customers first. Do the KPIs actually measure this or do they drive a different type of behaviour?

Brand Research

There are two critical questions.  Firstly, what expectations does your brand set for your customers right now? And secondly, how does the experience deliver on these expectations – where are the gaps? These two questions seem simple, but gaining this simple understanding of the brand is not easy for most organisations. That’s because deep customer insight is missing (or relies on what customers say).

We don’t set out to redefine your brand wording, but instead, we seek to help you to strategically understand and define the brand in terms of the customers’ experience. We help you understand the unconscious influence your brand has and critically make improvements that align the experience to the brand and the brand to the experience.

  • Brand Expectation review – Our unique research techniques uncover the unconscious expectations that your brand is setting.

  • Expectation matching – Our Tripping Point methodology identifies where expectations are being met and where there are mismatches in the experience. By using biometrics and behavioural science we uncover the unconscious behaviour of your customers. We identify unique insights that do not get surfaced when you simply ask customers.

  • Closing the gap – Analysing the data and insights from the first two research elements our brand strategists, working with your internal team, define the strategic direction for your brand experience and identify where changes need to be made to the customer experience. By matching the experience to the brand you increase congruence for customers and deliver measurable returns

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