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book summary clued in
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Book summary
Clued InHow To Keep Customers Coming
Back Again and Again
Lewis P. Carbone
Brand Value
Customer Value
How i feel about the company
How i feel in the experience
Figure 3.1 Value relationships
Rejection(negative differentation)
Acceptance (NO Differentation)
Preference (Positive Differentation)
- Commodity Zone +
Figure 4.1 Experience Preference Model (TM).
Figure 4.3 Illustration of experiential breadth and depth.
What i need or desire
What i expect
What i experience and feel
What i recollect
Humanic Clues Mechanic CluesConsciousUnconsciousSensory
ConsciousUnconsciousSensory
Type of Clue Emitted by Interpretation
Functional Product or Service
Rational/Conscious
Mechanic Environment Emotional/Unconscious
Humanic People Emotional/Unconscious
Figure 5.2 Classifying clues.
Figure 7.1 Generating knowledge insight and it is what is below the tip of the iceberg that makes the difference
What we don’t even know we don’t know
What we don’t know
What we know
Figure 8.2 Close the experience gap with Experience Value Management
Customers’Current
Experience
Customers’Desired
Experience
ExperienceDesign
ExperienceMotif
Customer Value
Managed Experience
Figure 9.1 Illustration of sub experience or psychological pathways in the customer’s mind
Anticipate
Browse
Acquire
Consume
Hunt
Access
WantNEED
Recollect
Anticipate Want Access Browse Acquire Recollect
Humanicconscious
unconscioussight
soundtouchtastehear
Mechanicconscious
unconscioussight
soundtouchtastehear
Figure 9.2 Mapping Experience Clues on a grid.
Description Clue type: Humanic, Mechanic, Process
Concepts Detailed steps that make the clue actionable
Implementation Implementation ideas and strategy
Motif WordsWhich areas of the experience motif the clue delivers
Sensory Impact Senses affected by clue: sight, hear, taste, touch, sound
Links to Other Clues Connection and impact to related clues
Ownership of Clue Department or person
Prioritization Criteria
Costs ($) Low/Moderate/High Timing Pilot/Near Term/
Long Term
Figure 10.4 An example of a clue in an Experience Clueprint.
Clue No.Clue Name
The tangible attributes of a product or service have far less influence on consumer preference than the
unconscious sensory and emotional elements derived from the total experience.
It is on the basis of those unconscious feelings that the customer will decide not only who to call the next time but also who to recommend to friends and neighbors if
they face a similar need.
When business accept the idea that the quality of the total experience has powerful effects on long-term
loyalty and advocacy, the plane on which the organization can compete broadens remarkably.
What customers value is the experience. And that’s what they associate with the brand (brand association)
It’s not precisely about having a good time -- it’s about feeling good about the time you’re having.
Satisfaction and even loyalty are not necessarily accurate measurements or correlations to
commitment and advocacy
In the aftermath of a transaction, the way people remember and value an experience emotionally will
have everything to do with their ultimate commitment to an organization or brand -- far more than what
actually did or did not happen in the purely rational sense.
That makes becoming clue-conscious a powerful management mindset. By creating and orchestrating
consistent, compatible clues tied to customer impressions that substantiate value, your business can
engineer the way customers “do the math”
You can’t stop taking care of people as well as the physical element of the business. You can never take
the customer for granted.
It’s the system, not the individual components, that creates the leverage to truly turn customer experience into a manageable value proposition for virtually any
company in any industry
The performance of the system depends more on how its parts interact than on how they act independently
Starbucks is a place that allows the customer experience to happen. Things in the store are just
props to the experience.
No one competence, discipline, or tool will be a universal silver bullet; rather it is the experience
management counterpart to Disney’s coveted “pixie dust”. It’s the innovative blending of numerous
perspectives and competencies that unlocks the full potential of experiential value creation.
The simple act of asking your people about their experience with customers and what it would take to
manage them more optimally creates a bias for action.
When you’re not thinking of the experience from inside the customer’s head, you can easily miss not just minor
nuances but also important pieces of the experience that the customer believes can and should be managed
on his or her behalf.
Developing a hypersensitivity to what customers are seeing, hearing, smelling, tasting, and feeling in their experiences often is a transformative experience for
employees.
Think about experience management as a total system. Each integrated and aligned part of the system creates
greater value as a whole.
The most effective Experience Design teams include participants representing both mechanic and humanic
perspectives and expertise.
Exposed to customer-centric design activities, even people who traditionally see the business as purely functional and number-driven can become zealous
and increasingly knowledgeable advocates of experiental value.
You can’t literally control what the customer thinks and feels about any give experience. But when you
focus your efforts on creating clues there is a demonstrable ability to move the needle.
The implications of people understanding what they do in the context of their role in a customer-focused
experience are enormous.
Designing experiences begins with the customer and ends with the customer. When clues are aligned
with the customer’s known desires and emotional needs, distinctive experiential value is being
created. When they’re not in harmony, conflicts occur and the value created is eroded.
Good launches, however memorable, need to mature into sustainable systems and practices. There’s no
point ratcheting up expectations and trying to achieve new levels of performance that you can’t sustain.
The discipline of implementing experiences includes not only the clues in the design but also a system of
accountabilities that essentially become a commitment management system.
To keep experience designs and implementation strategies fresh, an important level of communication need to be coming continuously from customers, from
prospects, even from competitor’s customers.
The clues your customers place in the positive zone today may someday be neutralized, becoming basic
expectations that not only no longer provide competitive advantage but eventually become minimum tresholds to be met by anyone with
ambitions of competing for long-term customer loyalty.