Understanding the Impact and Importance of Customer Emotions: a Q&A with Maria Pocovi

Lately, there has been great emphasis placed on customer experience, and customer journey mapping. Through insights gained, we in customer service are aware of the importance of utilizing soft skills to better enhance a customer's experience, as well as improving the level of service and support. 

But what insights can we learn by understanding the emotions of customers? How can we better position ourselves as a brand by viewing the journey and experience through the lens of customer emotions? I had an opportunity to speak with Maria Pocovi, CEO of Emotion Research Lab, to learn more the company, her, and the importance of the emotional journey of customers.

Tell me about yourself? What are you passionate about? What keeps you awake at night?

I am from Valencia, Spain so I have a Mediterranean character. I love the sea, food and enjoy live. I am passionate about robotics. I believe in more human machines interacting with us according our emotions helping us. I believe social robots will be a part of our lives soon. What keeps me awake, well I sleep so good! I do my best during the day in the business side with the idea that to run my own company is like a marathon, so I try to keep my body ready for the next miles. And these days I am nervous about my upcoming wedding!


What is facial emotional recognition, and how does it work?

Facial emotion recognition is the ability for machines to understand human emotions. We develop algorithms to understand how people feel in real-time. To read emotions, we use a web cam to translate micro-expressions based on emotional analytics. We can detect if someone is happy, surprised, angry or sadness. In addition to these basic emotions, we also detect 97 secondary emotions and 8 moods.

The technology is now ready to work online. In stores, we can monitor groups of people at the same time.


How are businesses using facial recognitions?

Understanding customer behavior is one of the main uses right now, but the technology is now entering many different verticals. For example, the technology is now being used to help drivers travel more safely.


What industry is utilizing facial recognition and how are they using it?

Well brands from different verticals are using the technology to understand customer behavior, and also to interact in real-time. They are also focusing on who is looking at their product via Attention Index. e are providing ATTENTION INDEX, no one has any doubt today about customer attention is a critical point. This real-time attention provides insight into who is looking your product based on age, gender, and emotional reaction, as well as the frequency in which they are viewing your product.


How did Emotion Research Lab come to fruition?

Three years ago, I found Emotion Research Lab with Alicia Mora, an incredible woman with a great technical background. My background is in business and marketing. I have no idea how to write a line of code! Together, we created the perfect team, consisting of market vision and technical capabilities. Today, we have a team of 14 people with projects in Latin America, London and Spain. New partners from Malaysia and Dubai are also partnering with us.


What separates Emotion Research Lab from other competitors?

I believe we have a more global vision about a human technology interaction. In the last year, we questioned of six basic emotions are enough to fully understand consumers. Oh my, humans are so complex! We realized we needed more. We are different from our competitors because we are measuring those 6 basic emotions, along with 97 secondary emotions, 8 moods, age, gender, attention, and eye tracking.


Many studies have be done, which show a correlation between consumer spending and consumer behavior. What are some behaviors that contribute to consumer spending?

Point of sales attention, and  a positive experience show correlation with the consumer spending. When we are working to increase the effectiveness of media content through ads or promotional material, emotions are key. Happiness means a customer is going to purchase your product. The secret is the emotional pattern, and what creates change in the emotional behavior. So we focus on moods. If someone is elated, calm, exuberant, relaxed, or anxious, we see a correlation.


How should businesses engage consumers emotionally?

Well the first step is to really understanding the emotional experience of their customers. Our technology can help to understand the more complex emotions that customers are feeling, which is impossible to explain in a traditional survey. So, I encourage everyone to test the emotional experience as the first step. Also, develop an your emotional strategy, and understand the emotion of your brand. Are your communications aligned with the feeling that you want create? You most likely know about the customer experience journey, but you must also know the customer emotional journey.

We must start to think about these things. However, take it further, and interact in real-time according the emotional experience of the customer.


Are there any words of wisdom you’d like to pass on to the readers?

We are living in a connected world, but the real connection is emotional.

Maria Pocovi is CEO and co-founder of Emotion Research Lab. She is a specialist in applied research of emotions through facial coding, and has a professional background leading projects in marketing and technology. 

Maria's career comes from national and multinational companies as director of marketing and communications departments. Follow Maria on LinkedIn and Twitter.

Wow Customers by Going Above and Beyond

By Sean Hawkins

Going beyond what is required is one of the greater acts of service that one can give. It's great when you provide amazing service, but when that level of service surpasses what is required, not only do you show customers that you value them, your commitment to service becomes legendary. Many companies speak of the importance of customer service, yet it is not always evident. Even worse, built in metrics and SLA's may prevent it from occurring with regularity.

Exceeding expectations and going beyond the basic requirements, speaks to a higher level of service. It implies that the basics are done consistently well. Additionally, suggests good being good enough is not good enough. Service that goes beyond acceptable suggests authenticity. You can't fake a high level of service. Many are proving that on a daily basis, when what they say, fail to align with their the things they are doing. 

One of the failures many organizations make is to pattern their service after other brands. Sadly, those of us in positions of influence are guilty of suggesting this practice. It's easy to do it like others until you actually have to do it. However, what those organizations have in common, and what CAN be replicated is going further than is required.

How can you encourage your team to go above and beyond what is expected, and provide a level of service that reaches WOW?

On the spot recognition: When someone does something exceptional, or out of the norm, highlight that in real time. As part of your live monitoring, encourage supervisors to look for those WOW moments and congratulate the efforts made by team members.


Include 'Above and Beyond' in your QA scorecard: As part of the QA process, define

what an "above and beyond" moment looks like, and reward additional points to the agent. Obviously, you'd want to ensure it is in alignment with the overall objective of your QA program.


Make it a part of the culture: Much can be said on how to adopt a the culture in the workplace. In my experience, the best way to change the culture is two-fold. First, leadership must practice the behaviors they expect. Leaders are the example that everyone will follow. By going the extra mile for their teams, engaging in authentic ways, and being inclusive, the tone is set at the top.


Secondly, hire for the culture you desire. As part of your hiring process, be certain your focus includes protecting your culture. My primary decision in extending an offer to someone is based on how they fit with the team. This is not to suggest that everyone should be the same. On the contrary, diversity is important. Diversity that improves and enhances culture and morale is even better. 




I have over 15 years of progressive call center leadership and experience in the public, private and government sectors.

I have led or consulted contact centers of various sizes across numerous industries. Additionally, I’ve implemented new technology and products, while maintaining award-winning contact centers.

Connect with me on LinkedIn and Twitter.

Random Acts of Customer Service Kindness

By Sean Hawkins

Kindness is the root of all good things. This saying has significant meaning to those in customer service. Providing service is one thing. That is expected. However, extending kindness creates special moments for customers. Kindness can be the difference in retaining a customer, or more importantly, brightening their day.

Customers rarely expect something for nothing. Usually, during moments of service failures, is when a customer may request a refund or discount. Under those circumstance, it's only right to oblige. But what if nothing is wrong? These are the ideal opportunities for random acts of kindness. Why? Kindness shouldn't be the result of a bad experience.  Rather, it is always looking for an opportunity to express itself.

What are some easy and effective ideas a contact center can utilize? Here are things I have done that really go over well with customers, and staff:

1. Hand written notes
2. Gift cards
3. Discounts
4. Free subscription
5. Social media shoutout
6. Flowers
7. Coupons
8. Gift basket
9. Company swag
10. Celebrate special occasions

The benefits of such kind gestures goes beyond what can be measured. Yes, you may retain customers, improve loyalty and create ambassadors. But what is better than doing something nice for someone, simply for the sake of being kind?

I have over 15 years of progressive call center leadership and experience in the public, private and government sectors.

I have led or consulted contact centers of various sizes across numerous industries. Additionally, I’ve implemented new technology and products, while maintaining award-winning contact centers.

Connect with me on LinkedIn and Twitter.

Getting Customer Satisfaction and Quality in Sync

By Sean Hawkins

There's no getting around it! Support teams dislike the QA team! This seems to be problem particularly when someone received a score that is lower than they expected. Depending on the number of agents, and the number of interactions reviewed each week or month, this can be quite difficult to manage.

I am constantly reminding everyone how important the QA team is to the contact center's success. Some see it as a group of fault finders. Others see it as a necessary evil. Lastly, there are those few who have no idea what QA is all about.

As for me, I see quality assurance as an advocate for the customer, and an aide for the support team. The quality of service must be such, customers are always impressed. At the same time, the role of discovering gaps in service provides agents with an opportunity to grow.

However, many fail to see the unique role quality and satisfaction have on one another. I am a firm believer that as one increases, the other should. Of course the inverse is true as well. If one decreases, the other should. Why is this the case? Quality produces satisfaction. A poor product or services will result in dissatisfied customers. Therefore, it is necessary that contact center leaders align quality and satisfaction.

One way to do this is through QA calibrations. Essentially a diverse group of team members get together, review an interaction, and discuss the individual scores. The goal is ensure everyone is thinking on the same page. However, take this a step further. Have the group take the satisfaction survey for the interaction as well. If the interaction returned a CSAT survey, review it as well.

Additionally, compare your QA scorecard with your satisfaction survey. Are THEY in sync? Are they asking the right questions and highlighting what is important to you? Most often, each of these programs are created independent of one another. As a result, they may be working against one another. Fortunately, this unforced error can easily be corrected by bringing them together under a common purpose. What is that? Well, that is for you to decide.

I have over 15 years of progressive call center leadership and experience in the public, private and government sectors.

I have led or consulted contact centers of various sizes across numerous industries. Additionally, I’ve implemented new technology and products, while maintaining award-winning contact centers.

Connect with me on LinkedIn and Twitter.

How to Help a Frustrated Customer

By Sean Hawkins

You know that moment when you take a call, only to be greeted with less-than-friendly (or even offensive) words from a frustrated, angry customer? How do you react? Do you:

A. Hang up the phone, clock out, and leave your badge on the desk.
B. Adjust your tone and attitude to match that of the customer.
C. Reassure the customer you are committed to helping them.

At times, it may be tempting to go with option A or B. However, it’s pretty obvious that C is the best choice. With this is mind, how do you turn a frustrated customer into a satisfied customer? First, remember your customer wants a solution to their problem. It is imperative as Customer Service professionals that we put ourselves in their shoes. Doing so allows you to look past their anger and focus on the cause of the anger.

Here are some tips for turning a frustrated customer into a satisfied customer. At the same time, it will allow you to maintain your composure, and win the customer. 

1. Let them exhale- When a customer is frustrated, allow them an opportunity to vent within reason. My practice is to acknowledge their frustration and allow them the opportunity to voice their frustration. 
2. Breathe- It is best to have a clear head and calm disposition when assisting angry customers.   
3. Be friendly- Your tone helps set the mood for the remainder of the conversation.
4. Reassure the customer that you are willing to help. Greeting the customer and restating the problem reassures them that you are ready to assist. More importantly, it lets them know, you understand what the problem is!
5. Listen, without interrupting or overreacting- Interrupting the customer may come across as combative. You cannot actively listen when you are speaking, and you cannot solve a problem if you don’t know what it is.
6. Don't take it personal- The customer is in need of your assistance. As cliché as it may sound, the customer isn’t angry at you, so reign in your personal feelings. 
7.  Remain cheerful and respectful- Throughout the interaction with the customer, maintain a professional demeanor. Refrain from using a condescending tone and words or phrases that will only escalate the situation.
8. Follow up-  Send and email to the customer thanking them for their business, expressing empathy, and reaffirming they are satisfied with the resolution.

What tips do you have? Feel free to leave a comment.

I have over 15 years of progressive call center leadership and experience in the public, private and government sectors.

I have led or consulted contact centers of various sizes across numerous industries. Additionally, I’ve implemented new technology and products, while maintaining award-winning contact centers.

Connect with me on LinkedIn and Twitter.

Customer Satisfaction is not Always an Indication of Customer Service

By Sean Hawkins

Let's face it, CSAT (customer satisfaction) is a vital measurement of customer service performance, and rightly so. In my opinion, there are 3 metrics that best measure a contact center's performance, and success. Along with the CSAT, the others are ESAT (employee satisfaction) and quality. Now, don't get me wrong, there are many metrics that one could track, and they all have their importance. However, none surpass the satisfaction of your employees and customers, or the quality of service being offered.


Satisfaction, can be tricky to gauge properly. Most often, we only ask the customer if they were satisfied with the service they received. However, satisfaction can be achieved or unmet, at any touch point before, during, or after contact with the support staff. It's easy (and foolish) to take survey results at face value. Even more so, if the customer isn't given the option to comment or provide feedback on the survey. As a result, blind spots are never uncovered, and agents may be penalized erroneously for factors outside of their control.


I can't recall a time in any organization, where high satisfaction scores weren't met with excitement. Sales and marketing would use these to attract more customers, while teams in the contact center were rewarded for their outstanding performance. However, there are many times we in the center have to defend, clarify, or expound on low CSAT. Even worse than that, is explaining to agents why that failing survey, which had nothing to do with them, was still counting towards their overall CSAT score. Having done both so often, I began to drill down on the problems customers were experiencing. This began to shed new light on WHY customers were unhappy.


Over the years, I've noticed the majority of escalated calls are to report dissatisfaction with things that outside the scope of the agent. These customers are simply looking for managerial authority to resolve matters the agent cannot approve. They include, but are not limited to the following:

• Product defect/failure
• Policies that penalize the customer
• Inconsistent brand messaging
• Unfulfilled promises 

Without a plan in place to address issues of these kind, customer satisfaction will continue to suffer. In addition, agent performance will be impacted. Over time, this will impact revenue, employee morale, and the ability to retain both customers and staff. What is one to do?

Sound the Alarm
I suggest compiling all unsatisfactory surveys into categories. For me, the categories are based on all departments in the organization. Each week, department heads are sent a report which shows the impact their team had on customer satisfaction. I also compare our CSAT percentage with and without those which they had no influence on.

Along with this, take time to explain the satisfaction program. You'd be amazed that those outside of the contact center have little understanding of your work. To assume otherwise is an error. To expect it, is foolish.


Explain how you measure satisfaction. Allow them to see an actual survey so they are aware what you're asking customers. For many, this is their first introduction to learning how the CSAT program affects the customers, and the image it projects as it relates to the company. In the event customer attrition was an end result, include revenue lost as well. That always gets everyone's attention.


This alone however, is not enough. Giving insight to the problem will open the door for  dialogue between all departments. Because the service department intersect with the company and the customer, it is important to communicate the voice of customer throughout all lines of business.


Come to the table
A great way to remove silos, and other impediments to the customer experience, is to have all stakeholders together in one room discussing the issue. This time should not be wasted by placing blame, or make excuses. Rather, it should be used to enlighten everyone about the extended reach of customer satisfaction, and the impact it has on every line of business.


Working together, all hands can agree upon the best approach they must take to ensure improvement. My experience is that each department will become more inquisitive about the customer support department, which leads to further engagement. It can open doors to  further collaboration, and improved engagement between the participating teams.


Make a plan
Through collaboration with other departments, formalize a plan to ensure customer feedback and satisfaction is routed to the appropriate teams. With this information in hand, each participating department should provide details on how resolution to problems will be obtained. This information in turn should be messaged to the customer.


Following up with unsatisfied customer shows you are listening, and actively working to improve the customer experience. Continue tracking satisfaction for those existing issues and include them as part of your regular reporting and performance measurement. A great example of this that I used, was The Top 5 Defects.


This was birthed as a result of customer dissatisfaction. This report consisted of the five most pervasive software defects that were driving support volume and customer frustration. Each week, I would review CSAT surveys and tickets. Any ticket or survey related to a software defect was recorded. The top 5 were compiled and distributed to the various product teams.  As a result they had better insight into what they should be focusing on. This eventually grew into a companywide, weekly meeting, with a representative from every department. Why? It was just as important for marketing, sales, and business development to be aware of these issues. After all, the were responsible for bringing these customers to us. Surely they'd be interested to know the results of their efforts, and how they could improve based on the feedback of existing customers.

What surprised me the most, was other departments willingness to engage support in conversations to better align themselves with the customer's needs. The organization began to change its thinking and  its approach. Customer experience became a prevailing thought in what we did. At the end of the day, THAT is the point of measuring satisfaction! It is also why CSAT is a shared metric.

I have over 15 years of progressive call center leadership and experience in the public, private and government sectors.

I have led or consulted contact centers of various sizes across numerous industries. Additionally, I’ve implemented new technology and products, while maintaining award-winning contact centers.

Connect with me on LinkedIn and Twitter.