by Colin Shaw
Why do people knock wood for luck? Why do people press elevator buttons 20 times, even though they know it won’t make the elevator come any faster? People are irrational. Why do people love inanimate objects like smartphones? Why do people cry when they see an artist’s work? People are irrational.Who are your customers? Irrational people. So why then do organizations design rational experiences? Emotions comprise more than half the typical customer experience. With the immediacy of information and social media, you must embrace that irrationality and use it to your advantage by building a deliberate experience. Effectively managing and engaging subconsciously with these irrational customers is essential.Join international bestselling customer experience author Colin Shaw as he presents new psychological research that reveals examples of irrationality, the mistakes organizations are making today, and how you can embrace irrationality and build an emotionally engaging experiences.
by RJ Owen
“Throw away your joysticks, kids,” began the 1989 article of “Design News” praising that year’s must-have Christmas accessory: the Power Glove. At the time it seemed as if traditional video game controllers would soon be a thing of the past.But the Power Glove was anything but a success. While it was a design and technology coup, coolness is unfortunately a poor metric for product success. What the Power Glove lacked was customer insight. During the technology and design crunch nobody stopped to ask, “How is this device for playing games? Do people want to use it?” Thus, the teams rushed blindly into building the wrong thing.Customer insight is the most critical piece of the application and software creation process. You can build something sweet, but if nobody uses it you’re left with little more than a colossal waste of time, effort and money. On the flip side, customer insight applied to the process can result in more customers, increased market share and a better ROI.
by Doc Searls
It is standard in business to talk about "acquiring," "capturing," "locking in," "owning" and "managing" customers as if they were slaves or cattle.In the Internet Age, shouldn’t we be free to set our own terms, control our own data, and even state the prices we are ready to pay—outside of any company's silo? And haven't free customers been a promise of free market as well as the Internet from the start?Doc Searls says yes. Doc co-authored The Cluetrain Manifisto, and his new book, The Intention Economy: When Customers Take Charge — due out in May 2012 from Harvard Business Review Press. He has also been working since 2006 with developers on tools for customer liberation, through ProjectVRM at Harvard's Berkman Center for Internet & Society.Some of those tools are now coming to market. But will they prove out? In "Are Free Customers Better Than Captive Ones?" Doc tackles that question and invites many more. Bring your own to what will prove to be a highly interactive session.
9th–13th March 2012