Unlocking the Hidden Customer Experience Book by Colin Shaw

Unlocking the Hidden Customer Experience Book by Colin Shaw, Review


About The Book:

Unlocking the Hidden Customer Experience Book by Colin Shaw, Colin Shaw’s new eBook, “Unlocking the Hidden Customer Experience: Short Stories of Remarkable Practices that Ensure Success” explores both the philosophy behind great Customer Experience and the best (and worst) real-world examples of them. As the founder and CEO of Beyond Philosophy and author of four best-selling books on Customer Experience, Shaw uses his expertise to point out where today’s companies are using their Customer Experience to foster an environment conducive to Customer loyalty and retention—and where they aren’t.

Many companies understand that having an excellent CX is the next great competitive differentiator for organizations. Fewer of them, however, understand the importance of creating a deliberate emotional and psychological experience that sends the right signals to meet Customer’s expectations. Companies must decide whether they want to delve into the emotions of their current experience and finesse them to evoke a deliberate response or be content with whatever happens by accident.


Unlocking the Hidden Customer Experience Review
Unlocking the Hidden Customer Experience Review
Book by Colin Shaw


Even if you are in the business-to-business arena, Customer emotions play a unique part of any Customer Experience. Too many organizations don’t realize this, so they focus on the mechanics and processes of an Experience, but leave the emotional bits undefined and unplanned. In this way, most organizations leave the emotions of an Experience up to chance, which is a dangerous way to operate a business desiring longevity and profitability. Part 1 of this book addresses these emotional connections to Experience and how to design for them.

The emotions that are part of the CX are both conscious and subconscious. Sometimes the Customer knows exactly why they feel the way they do, and other times they don’t. Because of this, it can be difficult to get to the real cause of an issue in your Customer Experience. When you are working to improve your Experience, however, it is essential that you do look at the cues that your current Experience are sending. Part 2 builds on Part 1, bringing in the subconscious part of the Experience, as both combine to help create the emotions you desire for your Customers.

Since the Experience you design is likely not carried out by you, but instead by your employees, Part 3 speaks to the importance of getting employees on board. Making sure your employees believe in your brand promise, are trained properly on how to deliver it, and are invested enough in its success to do what it takes to achieve it, is critical to having a Customer Experience that surprises and delights Customers.

All of this is a great philosophy, but what good is philosophy if it is not applied in the real world? Part 4 shows good examples of these philosophies in action…as well as those that could use a little work. Using a blend of recent headlines, anecdotal narrative research, and personal experience, Shaw highlights what works and what doesn’t to help round out the book.

Shaw’s book explains in detail what it takes to evoke the proper emotions from your CX at both a conscious and subconscious level. In each of his four sections, he illustrates his ideas with short story examples from recent headlines to give these concepts life. With his natural storytelling style and focus on practicality, his eBook is designed to help organizations take their Customer Experience to the next level. In other words, Shaw takes his readers “beyond the philosophy” and into the action of designing and implementing world-class Customer Experiences.


About The Author:

Colin Shaw, Founder & CEO, Beyond Philosophy. A pioneer in the field of Customer Experience, Colin has written four best-selling books on the subject. Colin’s background is in operational line management. He has held many senior exec positions in corporate life before founding Beyond Philosophy in 2002. Under Colin’s leadership Beyond Philosophy have helped many of the world’s most prestigious organizations improve their Customer Experience including American Express, FedEx, IBM and Caterpillar. One client, Maersk Line, the world’s largest container shipping company, improved their net promoter score by 40 points in 30 months, which gave a 10% rise in shipping volumes using Beyond Philosophy’s methodology.



Appearance: It published in PDF format.


Did You Know: (Book Articles):

  • Top ten reasons why emotions are effectively ignored by many businesses:

1. Businesses have not had to worry in the past. Businesses focused on their product and expanding their markets. With globalization, the Internet, and mass commoditization this is forcing people to think of other ways of differentiating themselves, hence the rise of the importance of Customer Experience.

2. Emotions are perceived as being hard to define and difficult to measure.

3. Emotions are soft, fluffy, and difficult to quantify and relate to monetary outcome. My book, The DNA of Customer Experience: How Emotions Drive Value, has gone a long way to dispel this myth and shows statistically how much money can be gained by minding emotions in your Experience.

4. Business is about numbers. This requires an analytical approach. In the past there have not been many tools showing the financial return that evoking an emotion in a Customer will generate.

5. As a result of items 1-4, businesses like logical and analytical people. These are the people that tend to get promoted and are now in senior positions in companies. These people tend to do what they are good at, the rational or logical thinking. It’s a self-fulfilling prophecy.

6. Businesses have been traditionally run by men. Just look at the great TV series Mad Men. You see how much women were downtrodden and ignored in the workplace.

7. Women are better, in the main, at understanding their emotions than men. Women tend to be more empathetic, but not enough are in positions of authority. We can have a great debate on whether that is nature or nurture and/or societal effects…but let’s not get into that now.

8. Most senior people in organizations are 50-60 years old. The median age for a CEO is 55vii. I am 56. We Baby Boomers were brought up on “big boys don’t cry” and “be a man.” I bear the scars of trying to convince people that emotions are key aspects of dealing with Customers. When I was in corporate life, 95% of my colleagues were left-brain focused. I have struggled daily to get emotions accepted and on to the table to discuss.

9. Many of the people who are revered in business are the tough, “go get them,” “let’s charge over the hill and kill the competition” macho types. The people who are experts on psychology, emotions and other “soft” subjects are sorely underrepresented.

10. People may agree that they should focus on emotions but don’t know how to do it.


  • Changing the way you do business is often a necessary part of the process.

Like my vendor above, paper billing is a costly and obsolete way to deliver bills to a client. Moving the Customers to an eStatement is a great way to cut costs and improve service, but only if you can frame it right for the Customer. The important point here is to recognize this is not just about the “what” (the changing of the statement), but more about the “how” (how it was communicated and positioned with me).



I always write my reviews on Amazon, 3ee, Goodreads, Librarything and Social Media such as, Facebook, Instagram, Twitter, LinkedIn, Telegram and Google+.

If you also have read this book, please share your review below, we greatly appreciate your comment and let’s talk about it!


The DNA of Customer Experience Book Review

The DNA of Customer Experience: How Emotions Drive Value, Review

Book by Colin Shaw

Show me the money! This is the frantic cry of the “old guard” of senior executives as they desperately struggle to deal with commoditizing markets, the loss of their differentiator and the inevitable impact on profitability. At the same time, the new breed of enlightened, customer-focused executives knowingly smile, seeing the answer is simple: focus on the customer rather than the organization, provide customers with an emotionally engaging experience, and the rest will take care of itself.

Editorial Reviews

‘We have used Colin’s principles to guide our thinking on how to create a great experience for Harley-Davidson customers. This book takes the thinking on the Customer Experience to the next level. Read it; learn from it, do it!’ –

Steve Phillips – Vice President – Quality, Reliability& Technical Service. Harley- Davidson Motor Company


‘At The Ritz-Carlton we are focused on enhancing the overall experience for our guests which ultimately results in creating Ritz-Carlton ambassadors for life. To do this we strive to remain relevant and up to date on the latest thinking. We have always been great supporters of Colin’s thinking on Customer Experience. His insights are extremely valuable and the advice in this book is no exception.’ –

Diana Oreck – Vice President, Global Learning and Leadership Center Ritz Carlton.


‘Learning how you can make significant new profits by evoking customer emotions is something that all CEO’s should be paying attention too. Now supported by thought-leading research, backed by leading academics, Colin Shaw shows how this can be achieved in his new book. Through an exhaustive and detailed research and practical work with many clients he can now prove how emotions drive and destroy value and how they can increase or decrease your Net Promoter® score.’ –

Chuck Kavitsky – President of Allianz of America


Customer Experience Management is a revolution that has swept the business world in the last few years. Yet, as Colin Shaw shows us, too often we may neglect understanding how our Customers truly feel towards us. Quantifying customer feelings is a breakthrough concept that puts monetary value on this emotional signature – and can help transform the relationship a business has with its customers!’
Barry Herstein – Chief Marketing Officer. American Express International


‘All business leaders should read this book. For too long firms have ignored the emotional impact of their actions and failed to measure how customers feel. Well no more…in this thought leading book, Colin outlines how you can measure the emotional impact of the Customer Experience and use this to impact your bottom line.’ –

Txemaa Arnedo – World Wide Small Business& MidMarket Customer Experience Director. Microsoft Corporation


‘Once again Colin Shaw shows us the future. As with ‘Building Great Customer Experiences‘ and ‘Revolutionize your Customer Experience’, ‘ the DNA of the Customer Experience’ develops and grows our knowledge of Customer Experience Management further and at the same time introduces a practical and revolutionary technique to get value from it.’ –

Simon Fox – Chief Executive. HMV Group Plc.


‘The Customer Experience revolution continues as Colin Shaw and his new book again pushes the boundaries of our understanding. Using case studies and leading business research Colin demonstrates the true value of emotions against the bottom-line. This book pulls no punches. It tells you how much you can lose or gain in revenue by evoking the right emotions in your customers.’ –

Stuart Roberts – Customer Services Director. Barclaycard.


‘Thought-leadership at its best. The DNA of the Customer Experience gets to the real heart of what it is that makes Customer Experience Management so valuable as a means to increased profitability and differentiation in the over commoditized world we live in today.’ –

Rhonda Dishongh – Director, Customer Experience. Memorial Hermann Hospital System


‘Truly excellent thought leadership. This book builds on the previous two and deals directly with the core issue that many executives struggle with, Intuitively I believe it but how can I make a compelling business case to convince others and justify the investment? Essential reading for all those committed to created great customer experiences in their organisations.’ –

Gary Price – Director of Customer Experience Implementation. Norwich Union


‘…this is a very well-researched, well-written book with a strong message that customers do create value both short and long term, a fact that is too often neglected by marketing managers.’ –

Derek Holder, Journal of Direct, Data and Digital Marketing Practice


Colin Shaw has written an easy-to-read, logical and very applicable book. It is laced with examples that complement the numerous brief summary checklists of what to do, and what to avoid, in dealing with customers.’

Spike Cramphorn, International Journal of Advertising


‘Measuring the customer experience is an important field of market research Researchers working in this field – either in client or agency roles should find some food for thought in this book.’ –

Peter Mouncey, International Journal of Market Research


About the Author


The Intuitive Customer Book by Colin Shaw and Ryan Hamilton

The Intuitive Customer: 7 Imperatives For Moving Your Customer Experience to the Next Level, Book by Colin Shaw and Ryan Hamilton, Review


About The Book:

Building on the work of Daniel Kahneman (Thinking Fast and Slow), Dan Ariely (Predictably Irrational), Shaw and Hamilton provide a new understanding of how people behave, explain what it means for organizations who really want to understand their customers and show you what to do to create exceptional customer experiences.


The Intuitive Customer Review
The Intuitive Customer: 7 Imperatives For Moving Your Customer Experience to the Next Level, Reviews Book by Colin Shaw and Ryan Hamilton


Editorial Reviews:

About the Author:


I’ve received a hardcover of the book, lightweight, good size in my hand, with great quality of paper and printing.

I bought these books (The Intuitive Customer, The DNA of Customer Experience, Kissinger the Negotiator) as used books since I was tight on my budget and I really wanted to read them.

The Intuitive Customer is a book about CX or customer experience which is really important for businesses of all sizes.

The author begins with Moving Your Customer Experience to the Next Level, Requires New Thinking and explains why Flat earthers in organizations are stuck under the glass ceiling. because they don’t know or they don’t realize how people (customers) make a decision and justify it.

There are a lot of great examples to prove what authors are claiming about customer behavior and decision making triggers, i.g. There is a big difference between what customers say and do and Disney knows when they ask customers what they want to eat at the park, they say they want an option of salad. However, Disney also knows people don’t pick the salad option at theme parks but instead they choose hot dogs and hamburgers.

You’ll find other types of examples, and the author’s experience along with studies and researches from universities and institutes in customers behavior, emotions, decision-making reasons, etc. I’ve learned the value of emotions, heuristics, and memory in customer loyalty.

An interesting example of how people think (make decision) comes from The advertising on TV for the betting market in the United Kingdom, Ladbrokes, a well-established betting company, wanted to take a different approach and They employed BBH, one of the world’s top advertising agencies, to make a new advert for them. This new ad is called “This is the Ladbrokes Life.” BBH’s creative idea exploited the fact gamblers fall into different categories or personas, which are :

The Ladbrokes/BBH Gambling Personas
Name: Professor Quality: Knowledge and the other, Name: Gut Truster Quality: Intuition/Instinctiveness
with the details of explaining how and why these 2 types personas have different values of decision making.

One of the sections that I really liked is about “cognitive depletion”, which author covered professionally and teaches you how to take advantage of it in order to drive customer loyalty. in different sections and examples, author also is trying to remind you about their services such as “CRM” and/or changing in your company’s policy e.g. “clear desks policy” which I (personally) didn’t find professional especially in this knowledgeable book, although nowadays we’re finding this type of ads in a lot of new publications and books.

In the end, I recommend, not just this book to you but also a free downloadable series of podcasts with Colin Shaw and Professor Ryan Hamilton, which have a lot of great info about CX. you may download the podcasts on


Did you Know (Book Articles):

– Motivation is one of the things that drives whether people use a heuristic or a systematic, rational system approach to evaluating things. To figure out how customers evaluate your offer and experience, ask yourself:

  • • Is your interaction with customers that are motivated by the product category, and that are experts, connoisseurs, or hobbyists? If so, then “easy” is less important to them.
    • Is your interaction motivated by a customer’s need to get it done along with a dozen other to-dos, or by the need to purchase a product or service to which they don’t devote much thought or with which they are not personally involved? If so, then making the interaction easy is more important to them, as they will rely on simplifying heuristics.


Ryanair (a successful budget airline in the UK CEO, Michael O’Leary, said the following about Customers (in public!):

On refunds: “You’re not getting a refund so **** off. We don’t want to hear your sob stories. What part of ‘no refund’ – don’t you understand?

On the Customer is always right: “People say the customer is always right, but you know what – they’re not. Sometimes they are wrong, and they need to be told so.”

On charging passengers to use the restrooms/toilet: “One thing we have looked at is maybe putting a coin slot on the toilet door so that people might actually have to spend a pound to spend a penny in the future. If someone wanted to pay £5 ($7.50) to go to the toilet, I would carry them myself. I would wipe their bums for a fiver.”

On the in-flight experience: “Anyone who thinks Ryanair flights are some sort of bastion of sanctity where you can contemplate your navel is wrong. We already bombard you with as many in-flight announcements and trolleys as we can. Anyone who looks like sleeping, we wake them up to sell them things.”


-As Einstein said:
The definition of insanity is doing the same thing over and over, but expecting different results.

The old thinking that all an organization needs to do is to focus on improving the quality, product, price, place, and promotion of their products and services is no longer good enough.. By focusing on these alone, you are focused on the “ what ” of Customer Experience. However, organizations need to put an equal focus on “ how ” the Customer Experience is delivered. So to be very clear: you need to understand both the “what” and the “how.”

When looking at the how, we need to bear in mind that all organizations should be aspiring to understand and serve the Intuitive Customer. It is the Intuitive Customer who drives purchase decisions, even those that seem purely rational. To get a deep understanding of the Intuitive Customer, you need a deep understanding of how and why your customers do things. This understanding is at a superficial level in most businesses today. The Customer Experience is much more complex than just selling products to someone.


-The Intuitive System

The Intuitive System (or Stanovich and West’s System 1) is the part of the mind that tends to jump to conclusions. This mental process is automatic, and not under your conscious control. So when you answered the questions above, some of the answers were automatic or intuitive.

For example, when asked if you prefer being rich or poor, I am sure many of you automatically selected rich, using System 1 or what we call your Intuitive System. We do not have to “think” to make this decision and use the Intuitive part of our minds. The Intuitive System is running all the time, so it’s with you, processing information and suggesting actions whether you are at home relaxing, at the store buying groceries, or at work performing complex surgery.

Have you ever found that sometimes you make a decision and then, if challenged, find it difficult to explain how you got to this decision? When you see it happen, you will hear people say:

“It’s obvious.”
“I just know this is the right thing.”
“My gut tells me this is right.”
“All my experience tells me I should do this.”

For example, both of your authors love Apple products. Why? Because they are easy to use. What makes it easy? Now we start to struggle to explain. We say, “Just the way the navigation works, it seems to know what I want to do next …” As we write, these reasons seem superficial and easy to dispute by anyone looking at this from a Rational System (System 2) perspective.

Despite this fact, your authors’ intuitive brains have made the decision that Apple is easy. Now, you may disagree! Maybe Apple is not for you. That opens a whole separate subject we will be exploring later in the book on segmentation and personas. But we’ll get to that later. The key here is that some things are hard to explain because we make the judgment or do them automatically. Consider walking. Walking is a complex behavior that your mind has converted with practice from an effort-driven, conscious behavior to an automatic, unconscious one.

When a child is learning to walk, even the slightest distraction causes them to lose their balance and topple over. If you are ever around a newly mobile toddler, try calling out their name and watch them immediately plop down on their bums. Yes, yes, that seems like a cruel thing to do to a baby, but you have to understand you will be doing it in the name of science. Over time, walking becomes so ingrained into the Intuitive System it can be hard to wrest control back over to the Rational System.

Your Intuitive System is well-practiced at walking. But if you try to think about it, you miss your stride. Have you ever tried to walk while being filmed? Or while on stage? The extra attention you pay to put one foot in front of the other makes your walking worse. The Rational System does nothing except cause problems, in this case. Hence you will now start to understand the need for Imperative 3: Understand that customers’ minds can be in conflict with themselves.

We can’t observe the Intuitive system through introspection (trying to look at our thoughts), however, we can observe its outputs through our behaviors. Herein lies a problem for organizations. You might see a customer behaving a certain way as a result of their Intuitive System, but not know why.

And as we learned in the last chapter, the customers don’t even know why it’s happening themselves (even though they think they do)! A wine store tested how music might influence sales. 2 On a day, they played classical music from French composers while customers shopped. On different days, the store played just music with strong German associations. Guess what happened to the sales of French and German wine? On the days they played French music about 80 % of customers bought French wines.

On the days they played German music more people bought German wines than French wines. If you asked the customers why they bought the wine, they didn’t say, “Because they had been playing French music.” Instead, they might say, “We hadn’t bought this for a while so decided to give it a go.” customers’ behavior was altered without their knowing anything was influencing them at all. This effect is the Intuitive System in action.

Some part of these customers’ minds was working on processing that music and retrieving memories that were relevant to it – preparing the person to respond quickly in case that information should be needed. The conscious mind – the Rational System – doesn’t even know that this work is going on beneath the surface. Instead, all these memories, drives, and desires pulled up by the Intuitive System push up against the Rational System.

Without knowing it, our behavior is influenced by these subtle cues and we end up buying the German wine. When asked about it later, the Rational System recognizes that it would be crazy to have purchased wine based on the music playing in the background. So the Rational System whips up a quick story about why we did what we did. It all makes perfect sense in retrospect.



I write my reviews on Amazon, 3ee, Goodreads, Librarything and Social Media such as Facebook, Instagram, Twitter, LinkedIn, Telegram and Google+.

If you also have read this book, please share your review below, we greatly appreciate your comment and let’s talk about it!