This document summarizes a study that analyzed customer experiences during inbound sales calls to two companies. Mystery shoppers called each company and rated their trust in the company and described their expected experience before and after the call. For one company, trust declined after the call as the experience reinforced negative associations. For the other company, trust improved as the call added positive associations. The analysis identifies specific aspects of each experience that impacted the six drivers of trust in the HuTrust model. The findings can be used to immediately improve high trust customer experiences through process, training, and marketing changes.

1. Developing
high
trust
experiences:
Customer
experience
analysis
and
design
Example:
Inbound
Sales
Call

2. Touch
point
specific
customer
experience
is
an
important
component
of
brand
building,
advocacy,
compe::ve
advantage
and
immediate
revenue
opportunity.
Especially
sales
&
service
touch
points
are
considered
cri:cal
‘moments
of
truth’.
Therefore,
understanding
the
full
experience
in
a
way
that
enables
quick,
prac:cal
improvement
is
important.
Inbound
sales
calls
are
one
of
those
great
opportuni:es.
In
this
anonymised
case
study
we
compare
the
interac:ons
with
2
service
companies
and
analyse
the
customer’s
experiences
and
resul:ng
trust
dynamics.
We
asked
32
mystery
shoppers
from
the
valuable
18-­‐24
audience
to
call
these
companies
with
a
clear
buying
indica:on.
Companies
were
called
mul:ple
:mes
to
eliminate
the
possibility
of
isolated
good/bad
experiences.
The
experience
analysis
results
can
be
turned
into
immediate
ac:on
to
make
a
difference
right
away
through:
-­‐ Scrip:ng
op:misa:on
-­‐ Process
-­‐ Training
-­‐ Marke:ng
Please
note:
This
document
is
an
excerpt
only
and
strongly
modified
for
confiden9ality.
Contents:
p3
The
case
p10
The
methodology
part
of
the
Asia
Pacific
mext/duxton
group
Introduc<on

3. Call to buy!
How the sales experience makes or
breaks the opportunity.
part
of
the
Asia
Pacific
mext/duxton
group
The
case

4. Using
HuTrust
and
ConceptSnap
the
mystery
shoppers
rated
their
trust
and
described
the
expected
experience.
Company
1
has
a
clear
trust
advantage
without
too
high
an
experience
expecta:on.
Company
1
Company
2
ConceptSnap
,HuTrust
and
the
6
drivers
of
Trust
are
trademark
and
copyright
ifm/mext.
Use
of
the
concepts
and
any
of
their
content
is
not
permiDed
without
express
permission
from
the
copyright
holder
and
trademark
owner.
Photos
copyright
istock.com
and
mext.
HuTrust
Profile.
The
6
drivers
of
trust
HuTrust
Profile.
The
6
drivers
of
trust
part
of
the
Asia
Pacific
mext/duxton
group
Pre-­‐call
expecta<on

5. AWer
their
call,
respondents
repeat
their
ra:ng
and
experience
descrip:on.
This
shows
us
the
impact
of
the
actual
experience
in
all
dimensions.
Company
1
has
lost
its
advantage
to
a
point
of
now
being
distrusted.
Company
1
Company
2
Company
1
has
lost
posi:ve
associa:ons
and
reinforced
nega:ve
ones.
Company
2
has
added
a
number
of
posi:ve
associa:ons
and
lost
or
diminished
nega:ve
ones.
ConceptSnap
,HuTrust
and
the
6
drivers
of
Trust
are
trademark
and
copyright
ifm/mext.
Use
of
the
concepts
and
any
of
their
content
is
not
permiDed
without
express
permission
from
the
copyright
holder
and
trademark
owner.
Photos
copyright
istock.com
and
mext.
HuTrust
Profile.
The
6
drivers
of
trust
HuTrust
Profile.
The
6
drivers
of
trust
part
of
the
Asia
Pacific
mext/duxton
group
Post-­‐call
ra<ng

6. The
HuTrust
analysis
shows
which
HuTrust
Facets
are
impacted
posi:vely
and
nega:vely.
security
prac:ced
powerful
leading
indifference
steady
enduring
successful
Old
fashioned
experienced
?
Full
and
lazy
Not
commercial,
only
self
interested
effort
Effort
from
me
uneasy
vital
Australian
unintelligent
kindness
effort
comfort
honest
fresh
refreshing
local
steady
prac:ced
modern
uncomplicated
freedom
Understanding
easy
leading
suppor<ve
closeness
effort
Experience
dimensions
within
the
HuTrust
Hexagon
drive
trust,
those
outside
diminish
trust.
ConceptSnap
,HuTrust
and
the
6
drivers
of
Trust
are
trademark
and
copyright
ifm/mext.
Use
of
the
concepts
and
any
of
their
content
is
not
permiDed
without
express
permission
from
the
copyright
holder
and
trademark
owner.
Photos
copyright
istock.com
and
mext.
part
of
the
Asia
Pacific
mext/duxton
group
Hutrust®
analysis
Company
1
Company
2

7.
The
ideal
experience
descrip<on
provides
the
benchmark
for
the
gap
analysis.
enduring
successful
prac:ced
steady
safe
kindness
comfort
honest
Australian
insighZul
local
rewarding
transparent
develop
ed
quality
reliable
flexible
uncomplicated
green
fresh
freedom
suppor<ve
natural
innova<ve
experienced
Posi<ve
easy
leading
Understanding
effort
apprecia<on
professional
ConceptSnap
,HuTrust
and
the
6
drivers
of
Trust
are
trademark
and
copyright
ifm/mext.
Use
of
the
concepts
and
any
of
their
content
is
not
permiDed
without
express
permission
from
the
copyright
holder
and
trademark
owner.
Photos
copyright
istock.com
and
mext.
part
of
the
Asia
Pacific
mext/duxton
group

8. The
findings
can
immediately
be
turned
into
concrete
ac:on
to
develop
high
trust
experiences.
Ac:on
&
proof
points
Priori:sa:on
by
ac:vity
Experience
design
plan
ConceptSnap
,HuTrust
and
the
6
drivers
of
Trust
are
trademark
and
copyright
ifm/mext.
Use
of
the
concepts
and
any
of
their
content
is
not
permiDed
without
express
permission
from
the
copyright
holder
and
trademark
owner.
Photos
copyright
istock.com
and
mext.
part
of
the
Asia
Pacific
mext/duxton
group
Implementa<on

9. ConceptSnap
,HuTrust
and
the
6
drivers
of
Trust
are
trademark
and
copyright
ifm/mext.
Use
of
the
concepts
and
any
of
their
content
is
not
permiDed
without
express
permission
from
the
copyright
holder
and
trademark
owner.
Photos
copyright
istock.com
and
mext.
Methodology
part
of
the
Asia
Pacific
mext/duxton
group

10. ConceptSnap
–
helping
customers
and
internal
stakeholders
express
themselves
For
customers
it
is
difficult
to
express
the
expected,
actual
and
desired
experience
beyond
ra:onal
and
func:onal
verbalisa:on.
This
makes
it
difficult
to
understand
nuances
between
companies
and
grasp
customers’
experiences
beyond
their
post
ra:onalisa:on.
In
order
to
gain
a
deeper
and
more
accurate
understanding,
we
developed
a
tool
that
helps
customers
and
internal
stakeholders
express
themselves
be]er.
ConceptSnap
comprises
3
parts:
ConceptSnap
was
developed
with
a
team
of
prac::oners
in
brand,
sales
and
marke:ng,
psychologists
and
linguists.
It
has
been
calibrated
over
10
years
and
adapted
to
different
languages
and
cultures.
In
June
2013
alone
more
than
17,000
employees
and
customers
conducted
the
ConceptSnap
exercise
offline
and
online.
Image
sort:
Based
on
42
mood
boards
to
help
respondents
define
the
atmosphere
and
symbols
associated.
These
images
have
been
calibrated
for
over
10
years.
AMribute
sort:
Normally
we
use
only
10%
of
our
available
vocabulary.
Our
350
a]ributes
based
on
linguis:c
families
and
colour
psychology
allow
respondents
to
precisely
ar:culate
what
they
mean.
For
you
this
means
no
more
generic
‘innova:on’
or
‘trustworthy’
expressions.
Emo<on
sort:
What
do
customers
really
feel
and
how
do
they
want
to
feel?
How
don’t
they
want
to
feel?
Difficult
to
say,
unless
you
have
a
full
set
of
emo:ons
for
them
to
choose
and
pinpoint
approachable
inclusive
appreciated
indifference
ConceptSnap
,HuTrust
and
the
6
drivers
of
Trust
are
trademark
and
copyright
ifm/mext.
Use
of
the
concepts
and
any
of
their
content
is
not
permiDed
without
express
permission
from
the
copyright
holder
and
trademark
owner.
Photos
copyright
istock.com
and
mext.
part
of
the
Asia
Pacific
mext/duxton
group

11. HuTrust
–
the
robust
approach
to
analyse
and
build
customer
trust
HuTrust
(human
trust)
reveals
the
six
clear
drivers
of
trust.
Developed
under
supervision
of
the
father
of
the
most
modern
psychology
theory,
Professor
Salber,
it
is
-­‐ psychologically
correct
-­‐ sta:s:cally
robust
and
-­‐ prac:cally
proven
This
understanding
of
how
trust
forms
in
our
minds
allows
us
to
analyse
the
strengths,
weaknesses
and
opportuni:es
to
build
more
trust
be]er.
For
more
info
visit
www.hutrust.com
or
www.mextconsul:ng.com
Why
focus
on
trust
Because
trust
is
the
root
cause
of
most
of
our
behaviours.
The
more
we
trust,
the
more
likely
we
are
to
buy.
A
20%
increase
in
trust
can
mean
a
400%
improvement
in
buyer
behaviour.
Most
services
companies
score
an
average
of
6.8-­‐7.2,
leaving
ample
room
for
improvement
for
most.
For
those
that
measure
the
NPS
or
sa:sfac:on:
Trust
has
a
very
high
correla:on
with
both
these
measures
and
drives
over
70%
of
them.
That’s
not
surprising
as
we
only
recommend
someone
if
we
trust
them.
So,
even
if
you
use
opera:onal
NPS,
focusing
your
efforts
on
building
trust
is
the
most
effec:ve
way
to
achieve
improvements.
How
to
work
with
trust.
You
can
imagine
the
six
drivers
as
six
buckets
of
trust
that
need
to
be
filled.
The
average
of
their
levels
is
always
the
same
as
trust
and
advocacy
overall.
The
Trust
Effect
Stability
trust
Development
trust
Benefit
trust
Competence
trust
Vision
trust
Rela:onship
trust
ConceptSnap
,HuTrust
and
the
6
drivers
of
Trust
are
trademark
and
copyright
ifm/mext.
Use
of
the
concepts
and
any
of
their
content
is
not
permiDed
without
express
permission
from
the
copyright
holder
and
trademark
owner.
Photos
copyright
istock.com
and
mext.
part
of
the
Asia
Pacific
mext/duxton
group

12. Duxton
Consul<ng
Singapore
Email:
laurenz.koehler@duxton
consul:ng.com
Address:
26
Duxton
Rd.
Singapore
089490
Phone:
+65
6323
3340
Chris<na
Eisenschmid
Email:
chris:na.eisenschmid@psyma.co
m
Address:
Nymphenburger
Str.
14
80335
Munich
Phone+49
(0)
89
20209610
Concerto
Marke<ng
Suite
250
–
128
Has:ngs
St.
West
Vancouver,
BC
V6B
1G8
t:
604-­‐684-­‐8933
f:
604-­‐684-­‐8934
Who
Group
Australia
M.Dudley
Email:
md@whogroup.com
Level
2,
1
Southbank
Blvd
Southbank
VIC
3006
03
8636
4000
Tred
Interna<onal
Adam
Thorp,
Director
Mobile:
0417
584
599
Phone:
02
9300
6439
www.tredinterna:onal.com
Email:
info@tredinterna:onal.com
Global
contact:
mext
Consul<ng
Australia
Stefan
Grafe,
Managing
Partner
&
HuTrust®
Developer
Stefan.grafe@mextconsul:ng.com
165
Cremorne
Street
Richmond
VIC
3122
+61
3
94285417
For further information and
HuTrust® usage, please
contact: