分析客户情绪对营销工作的影响

Analysing Customers Emotions: the Or-ganisation Emotional Signature
分析客户的情绪：组织情感签名

The most advanced work on the behavioural outcomes of emotions froma marketing perspective has been done by Shaw (2007) which has identi-fied four different and statistically independent clusters of emotions that drive value. The clusters are the destroying cluster, the attention cluster the recommendation cluster and the advocacy cluster. The last three clustersof emotions enhance the organisation potential value which is measured in terms of future extrapolated value, the net present value of the expected http://www.ukassignment.org/scyxgl/ cashflows from usual business with the customer, the incremental value, the ad-ditional value generated from customer increased spend on the same product service, and the strategic value generated by being able to cater for customers related needs and social network value generated by positive word of mouth and customers’ active recommendations. The fourth cluster, the destroying cluster, is a cost that the organisation has to stand for recalling customers’ negative feelings which Shaw (2007) identifies as ‘Irritation, stress, sense of neglect, dissatisfaction, disappointment, sense of hurry and unhappiness.
邵氏（2007年）对行为结果的情绪已经从弗罗马营销的角度做了最先进的工作，其中有四种不同的统计独立的鉴定田间集群提升价值的情感。集群是集群的破坏，注意集群的建议群集和宣传群集。过去三年的团簇情绪增强组织的潜在价值，在未来的推算值计量，从日常业务的客户，增值，从顾客的广告产生的附加价值的预期现金流量的现值净额增加花同样的产品服务，能够满足客户所产生的积极字的口碑和客户的需求和社会网络的价值的积极建议所产生的战略价值。第四集群，集群的破坏，是一种成本，该组织代表回顾客户的负面情绪肖（2007）确定为“刺激，压力的忽视，不满，失望，匆忙和不愉快的感觉，感觉。

The three value generating clusters have all different and independentbehavioural outcomes and, for this reason, Shaw (2007) underlines the im-portance of measuring customers’ emotions with an organisation out of simplesatisfaction dissatisfaction statements, which have little predictive and opera-tional value if not followed by research on the specific feelings. The attentioncluster is characterised by the feelings of indulgent, energetic, exploratorystimulated and interested which are drivers of short term spend. When thiscluster is very strong customers are attracted by the service product and areeager to try it and explore it, the experiences which elicit these emotions haveto be periodically reinvented since they are subject to a progressive inflationuntil they reach the point of burnout and they are no more attractive andevocative.

The recommendation cluster is characterised by the feelings of safe, value,cared for, trusted and focused and is the base for the customer progressionto higher loyalty degrees. The customers falling in the recommendation clus-ter are reactive promoter of the company (only if asked directly an opinion)while advocates are proactive promoters of the company and will recommendeven when not asked to. Advocates are those customers experiencing in aconsistent way the feelings of happiness and pleased during their relationshipwith the company. These customers are much easier to serve and lower con-sistently the company’s costs since the promotional cost of their acquisitionis now a sunk cost.

Shaw (2007) suggests that companies should embrace the opportunityoffered by the present state of our society, where the level of happiness has not increased particularly in the last 50 years and offer customers deeper andmore memorable emotions.

The methodology that Shaw (2007) propose to measure emotions is theorganisation emotional signature. A detail analysis of customers experiencethrough questionnaires and one-to-one in depth interviews which will revealthe prevailing clusters of emotions and their intensity measured on a Likertscale. These data, together with customers rational physical evaluations ofthe experience will provide a clear view of the customer present experienceand how it can be improved acting upon the different emotional clusters.