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What CustomerEmotions Drive the Most Value. The person asking understood what I was saying about evoking the proper emotions in a Customer Experience. That was in 2004. We discuss what we found in our research on this episode of The Intuitive Customer. I didn’t know. I didn’t know.
In 2004, I presented to an insurance company in Germany about how they should be evoking the proper emotions in their customers. We needed to change that and so began two-years’ worth of research with the London Business School to identify which emotions drive and destroy value. It was a tough audience.
This delay is a consequence caused by the Paradox of Choice , first introduced to us by Barry Schwartz in his book of the same name in 2004, and then later in his TED talk. As Aagaard points out, which gym a person joins is often driven by where the gym is. There are so many options that it can delay a decision.
Even if repetitive tasks, infrequent breaks, and irrational customers are unavoidable job hazards, understanding why this line of work often leads to burnout is the first step toward creating a sustainable team environment. This all-too-prevalent mental state occurs when none of the things a person can realistically do appeal to them.
Even if repetitive tasks, infrequent breaks, and irrational customers are unavoidable job hazards, understanding why this line of work often leads to burnout is the first step toward creating a sustainable team environment. This all-too-prevalent mental state occurs when none of the things a person can realistically do appeal to them.
Even if repetitive tasks, infrequent breaks, and irrational customers are unavoidable job hazards, understanding why this line of work often leads to burnout is the first step toward creating a sustainable team environment. This all-too-prevalent mental state occurs when none of the things a person can realistically do appeal to them.
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