The Customer Experience Podcast
The Customer Experience Podcast

Episode · 1 year ago

107. Improving Retention (From the First Hello) w/ Gowri Ramkumar


Customer retention has always been important, but nowadays it feels absolutely vital. Trust, honesty, and relationship are the 3 broad categories of customer retention — but how to boil them down into actionable tenets?


In this episode, I interview Gowri Ramkumar, Customer Relationship Manager at Document360, about her guiding philosophy for customer support.


Gowri and I talk about…


- The relationship between customer experience & customer success


- How sales teams should act like doctors


- How honesty is required at every single level of communication


- How trust comes first


Check out this resource we mentioned during the podcast:


- Gowri’s podcast is Knowledgebase Ninjas


Subscribe, listen, and rate/review the Customer Experience Podcast on Apple Podcasts, Spotify, Google Play or Google Podcasts, and find more episodes on our blog.

Customer success to me is helping customersget the most out of a product. So it could be like getting ona support goal to help them with any issues they have, or right fromthe demost stage or right from your initial requirements of gathering call, the singlemost important thing you can do today is to create and deliver a better experiencefor your customers. Learn how sales, marketing and customer success experts create internalalignment, achieved desired outcomes and exceed customer expectations in a personal and human way. This is the customer experience podcast. Here's your host, Ethan Butte threesimple things you and your customer success team can do to improve customer retention.That's what you'll get here on this episode, and those three things come from awoman who serves as customer relationship manager at three high growth software companies,including document three hundred and sixty. She's applying her background in engineering, itand testing to improve customer service and customer success, and she hosts the knowledgebased Ninja's podcast. Gowery Ramkamar, welcome to the customer experience podcast. Thankyou, Eaton, for the brilliant introduction to to me and my profession.I'm really looking forward to connect with you today and shad, make experience awesome. Before we get going on, just tell us a little bit about theknowledge based Ninja's podcast. How long have you been hosting it and what areyou trying to do with the show? Fantastic. Yeah, so knowledge basedNinja's podcast is a community event or activity we try to do for the documentationcommunity. So when we started marketing documentary and sixty to the market couple ofyears ago, we were looking at various options of bringing this community together andone of the ideas that came out was a podcast, because we could seehuge contributors to this community and we just wanted to hear from everybody, rightfrom small company to all the way to big companies, how they are usingdocumentation, what are they doing, what's their process, etc. So theI think this podcast started, if I remember, maybe less than a yearago, but it's it's got an amazing response so far. So I havespoken to various guests from different company size and it's amazing. Yep, awesome. I love it. The keyword they use there, I think, iscommunity. This and the podcast format does such a nice job of allowing peopleto have real conversations at depth about the work that we're doing every day,and so I wishould continue success on that and again, welcome to this podcast. We're going to start this conversation where we always start, on the customerexperience podcast, which is your thoughts or definition of customer experience. When Isay customer experience, worry. What does that mean to you? So customerexperience is the process of creating a positive association with your brand. So itcovers lots of things. So it's like how satisfied or your customers every timethey interact with your company. It just doesn't stop when the sales finished.It's all the way till the customers with you. How many other year itgoes awesome and for you, you know, this has been kind of a background, not a debate, but you know something that different people, aswe define it, from with different people in different roles, in different positionsand different perspectives of customers and the customer experience. People see the relationship betweencustomer success and customer service and customer experience a little bit differently. What doyou think is the relationship between those two? I mean, you already addressed smartlythe idea that it obviously continues post sale into the customer success and customerservice experience. But when you think about customer success and customer experience, whatis the relationship there in your mind?...

Super so customer success to me ishelping customers get the most out of a product. So it could be likegetting on a support goal to help them with any issues they have, orright from the demost stage or right from your initial requirements gathering call. Soit's a customer success to me is how are you helping your customers to getthe more out of your product. So to me both are two different things, but they overlap a lot in multiple ways. So, if I cansay in one word, customer success is an important part of customer experience.So they work together. They have to, though you might have two separate teamslooking after your prospects leading them to a customer but then your customer successis is an integral part of your customer experience. So all put together,is what you get your customers out of? Excellent. I really like the theseparation there. CS is an important part of CX, but it isa part of the overall experience. I agree. So tell us a littlebit so you know you're with KVII, but you represent multiple products and brands, including document three hundred and sixty. Before we go further for contacts,I think what you're doing is really interesting. Tell us a little bit more aboutthe structure that you're operating in. Great so Kobai as a company wasstarted back ten years ago and we have our flagship product, but three hundredand sixty, which we started selling to the enterprise companies two thousand and twelveon word. So as a business we've been in this industry for over tenyears and for us, customer experience or customer services really super important because beingmulti product company, you never know where you get your customers from. Myfirst product customer might all of a sudden get interested in my product too,and product three or civil as hundred and sixty, document one hundred and sixty. So if we keep a customers happy with one product, when the needcomes for another product, it's very, very easy for us to convince.So right now we have right now we have three to four products and weare aiming to get more into the industry. So that's why it's important for meto make sure I know the customers from all the three products and if, when and when we sync up with them on relationship calls. Very oftenwe do ask them, what's your requirement? Has Your requirements change? Do youknow we have a documentary hundred and sixty? So it also gives usthat a leverage to, you know, cross sell different products. Absolutely inthe solve new and different problems that customers maybe have in common and they didn'tknow that you provided that solution. Really good. Let's go specifically into documentthree hundred and sixty. Tell us a little bit about document three hundred andsixty. Who is the ideal customer for that and kind of what do yousolve for them? What problem are you addressing for folks who participate in thatproduct? So Fair so, as I mentioned, we've been in the soindustry for ten years or so. So we before document three hundred and sixtywas released, we had two other products which are enterprise products, mist threehundred and sixty and civilis thre hundred and sixty. And the only way howwe can help our customers is by having good documentation on our releases, onor product features, various videos, help contensif use etc. So we usedocumentation heavily so when we were looking at various options to write the documentation forthese product, unfortunately we couldn't find a tool that will satisfy all our requirements. So, being a software company without HMM, that looks like a goodgap. So let's let's start a product.

So it all started back to twoand a half years ago, and we are see who he came upwith this idea to build documentary and sixty, and the whole journey is an amazingone to listen. So, if you leave me, I will talkfor twenty four hours about Dogumn, three hundred and sixty. But it allstarted with a four week hackathon where we pulled everybody in the company, rightfrom low level department to all the way to the sales team or the entirecompany. A think at that point we were around sixty of them. Sowe all worked together on a four week Hackaton period and we built the firstframework. So even before the Hackathon, our ce who spent about two monthsbrainstorming various frameworks and ideas, and after they hackathon we worked again for sixseven months and we release the first version of documentary hundred and sixty. Sojust to tell you what this documentary and sixty documentary. Hundred and sixty isan online knowledge base management solution. So anybody who who would like to managetheir knowledge base fus user guides documentations online, documentary and sixty is a solution foryou. Awesome. I love this story of we have a problem thatwe can solve for ourselves because the market doesn't provide it. And No,by the way, if this is a need that we have, this iscertainly a need that other companies have and we could turn it into a product. It's outstanding. I think those of US could, because I'm with youon this. Those of us who have products that we can use in orderto sell and serve our products more effectively are certainly in an advantage position becauseyou know so many people inside your organization deeply understand not just the product itself, but why the product is needed at a deep level and how to useit, and so you know bomb of course we use our own software todo all the things we need to do, including selling and serving our software.Before we get into the three tips to improve retention, do you havelike a guiding philosophy or what are some of the premises that you approach customerservice and customer success under kind of what guides you and the folks that youwork with in terms of connecting with your customers and helping them achieve success.Shield. So, as I mentioned, documentary is actually coming from our ownpain points, right. So that's not only with document through sixty, anyproduct we build so far, the flagship product, this sixty, is alsoactually coming from our own pain point of not having a good monitoring solution forfor integration, BESTOC integration platform. Because we understand the pain point, itbecomes even more easier for us to connect with our customers, either through customerexperience or customer service, because when somebody comes to us with X, YZ requirement, we can actually relate to our own pain point we had beforewe brought any of these products. So it's easy to talk their language becausewe know what they are looking for and we can exactly tell this is whatwe had as a problem, and that's why we have this feature in inour product and the moment we speak their language, it's so easy. Youknow, they know, they feel that they've been understood very well and it'sa very smooth right. So, in fact, I I won't even callmy team as a sales team. I always tell them that we are notthere to preach our product, we are there to solve their problem. Sowe should act like a problem solve where somebody, like a doctor. Sowhen you go to the doctor, the doctors politely and quietly listens to it, to your problem right. He is not very excited when you tell yourproblem. He quietly, calmly listens, then he real trates your problem andthen tries to suggest a medicine for you. So so. So that's what Itell my team. You should treat yourself as doctors. Be Customers orprospects who come to you. They have...

...a problem in hand and they arelooking for somebody to listen and suggest. If we don't have a medicine,we should say we don't have a medicine. It's faft because we we are notexpecting everybody's problem to be sold by your product. But if we havewe should be calm and address day at paint points. So I hope Ianswered your question. Yeah, I really like this analogy and I think it'ssuch a health healthy approach both to the sales and the service side of it, and I especially appreciate kind of what was implied in your response there,which is this honesty that we may not be the right solution for you.I mean it seems so obvious and so intuitive, but I think you know, when we think about the sales side of customer relationships, I think it'seasy for a lot of people to come up with stories and examples of whenmaybe they were over sold something or sold something that they actually didn't need.So I appreciate what you shared their can you think this just occurred to me? Can you in the answer? Maybe no, but can you think ofan example of a time when a customer and document three hundred and sixty proposedan idea that you that maybe you were able to create a feature around orsolve a problem that you even as a user, and kind of the originof the product? You know, your own pain was the origin of documentarysixty. You're like, oh my gosh, this is great not just for thiscustomer but also for us, and you went and built it. Oh, absolutely, so that's that's how we grow. So, though, documentarysixty s birth was from our own pain points. The first couple of releases, or even three four releases, I should say, was our pain pointsthat we brought as features. For example, we have a backup and restore capabilityin the product and we also have category level access, security group accessto the product. So these were some of the pain points we had becausewhen our team, when the company, grew from one product to three products, we wanted a documentation for all three products, but not all writers tohave access to all the products. So we wanted to have that segregated accessfor creating contents. That was not available in many platforms. So that's oneof the features we have in documentary sixty. You can give restricted access to yourwriters. So not everybody is doing everything and not every every department seeseverything. Now what's happening is when when we started getting customers, they ofcourse have a lot of requirements to us. So we have a dedicated feedback platformwhere customers can come and ask what they want, and it also givesus other customers opportunity to vote on those features, because if you have arequirement, it will we want to know whether that's the same requirement for othercustomers as well. So we advertise those requirements, we make it public,other customers and prospects can vote for it and the more vote a feature gets, we bring that into the product. So we have brought many features thatwas requested by our customers as as product capability, and this level of interaction, this level of relationship, is actually making us what we are right now. So customers really appreciate that and they feel like we are part of theirteam. Yeah, I like it. That Co creation definitely brings people inand a deeper way where you're not just a product provider but in fact apartner in their business and you know a lot of their suggestions can help yourown business, which is great. So let's go into those three simple thingsthat teams can do to improve retensition. Obviously, in a recurring revenue business, which extends far beyond software companies, almost everything is is being sold fromon a subscription basis at this point, retention is obviously critical to the businessmodel working. So your role is obviously critical to the success of the organization, not just to the customer. I guess those two are inseparable. Sharewith us those three things that you're trying... do regularly to improve retention andwe can take them one at a time here. Sure. So, sinceours is some multi product company and the three products as of no, wehave three. The three products are very different in nature. Couple of themare enterprise products and which is being in the market and use bay customers forover eight nine years, documentary sixty, is is a different product. Sowe still have customers from the very initial days when we launched this to sixty, so they've been using for eight nine years. So when it comes tocustomer attrition, we see very little touch word. I don't know why,because I sincerely think it's because of the way we connect with our customers inthe initial days. So when we collect their requirements, we are very open. When they say they want five features, for example, if we are ableto satisfy only tree, we tell them upfront we have right now onlythree, but you can put that as a feedback and we will be ableto get that as a feature to you in our root web. So Ithink that's one of the reasons why we think the attrition rate is very lowfor us, and that's one of the policies we follow all the time,looking after your customers right from your initial days of conversation with them. Soonce you understood their requirement, once they know what you are providing they arehappy and they connect with you. Once they become our customer, then whatyou do with them also matters a lot. So I think you asked me forthree simple things you can do to improve your retentions. Right. Soone first thing I would say is looking after your customers. Just make sure, not, not until the sale is done, right, all the way, even after they become your customer, looking after them. They requirements,their pintpoint should still be in your mind, because they can leave you at anypoint. Given given the current term model of subscription, it's easy fora customer to keep jumping one for a product to another, right. So, so that's that's one of the things. So looking after their needs and connectingwith them more often. So make sure you are there for your customers, not until the sale is closed, until they are your customer, besure to be for them. It could be a simple, hallow message,you know, if you've not heard from them for a long time, youcan just simply say hi, we've not spoken for a long time, howare you doing? Blah, Blah Blah. That that makes that connection more strong. And I think the last point I would say is be honest.As I've been mentioning right from the beginning. You don't need to oversell anything.So if if you know you can't do certain things for them, justbe honest and say this is what our product is and this is what ourSCOPEUS. I know we are not meeting each other's requirement, but is thissomething you would like to take forward? So I think that honesty is requiredat every single level. So that, though, these are the three thingsthat we try to keep throughout the entire company, if even within the developmentteam, not only with the sales team, technical support, everywhere you go,we try to speak the same language. Yeah, I think honesty it's sointeresting in these relationships, or just like all of the other relationship tipsin our lives, our relationships with our team members, with our family members, with our friends, like honesty is the foundation for trust, of course, and trust is the key to maintain the relationship over a long period oftime. I also appreciate your diligence to understand the customer and their requirements,their pain, the the again, the the kind of doctor approach of discovering, listening, leading and then considering prescription. I like the CO creation element aswell. There's a lot of really good stuff going on there. Ona transition a little bit, because I...

...think your background is very interesting.I would as a marketer and a communicator. I would describe your background as technical. You've got an engineering degree, you've got a computer science background.You built a career in testing. How do you feel like that background setyou up for success in customer relationships and customer service? Yeah, I thinkmy background has definitely helped me a lot because when I did I did myengineering in computer science and engineering. Back I graduated in two thousand and two. The only reason I took computer science and engineering was at that point that'sthe only degree, apart from doctor where you will get a good job.So that was my only motivation to take that course. But by the timeI finished my fourth year I knew very well that I won't be able toquote. So I'm there. I was ready poored in coding. So codingwas something not for me. Then I started doing lecturing. So I startedmy career as a lecturer in university and then after three four years, myfamily situations changed. I moved to a different country. Teaching was not anoption there at that point. So I start I started looking what do Ido next? Then I looked at testing as my next opportunity to grow,because I don't want to code. So with my testing background and my computerscience background, these two combinations put together, when I talk to customers, theywhen they ask something, I will be able to tell right from thatrequirement whether that's something that can be done from our product or not, becauseI know a bit of the technicals technicality of the product as well. Sowhen they ask me or when when my team comes in checks with me,I tell them, HMM, this might not be possible with our current architecture, so we might need to double check with the development team. So Ithink definitely the testing career, which I did for quite some time. Withmy testing experience, we kind of try to understand from the customers point ofview what they are trying to get from us. So all the three careof put together, I think I'm really enjoying the job I'm doing right now. Awesome for people who are listening that maybe and say ails or customers success. What are some tips you can give them to understand their brothers and sistersin testing roles? You know you've obviously been on both sides of that.What can you maybe offer to people that are operating in customer facing roles tohelp them understand testing and testers in the testing process? Absolutely so, whenI was doing my test manager or test analyst role, one thing I alwayswanted to make sure is I understood what they are telling me to do.So if a business, anernerst gives me a specification document, I read throughthe document and I need to make sure that understand every single point that's mentionedin the document before even I start my testing activity. So to anybody whowants to take this as an opportunity, I would say you listen to whatthe customer wants and try to be in their shoes. So imagine you area customer and how would you like to get that requirement? Turn from aproduct through which feature. So you need to understand what you've been told todo or what you are doing. So the moment you understand what you wantor what you've been asked to do, everything else becomes easy. You knowthis is what you need to do, this is how you approach and thisis how you get get the result test. So for me there's not many tipsto give, only one. Listen, understand and then implement excellent. Ihave a feeling that you've kind of previewed where I wanted to go next, which is, you know, the...

...goal of this show is to createmore conversation across marketing, sales and customer success, all in service of creatingand delivering a better experience for customers. And you know, even when ourorganizations are very healthy from a cultural standpoint, we can still get kind of siloedin our team. So I like to create a little bit of thiskind of cross conversation. You've already talked. I feel like you've a very healthyrelationship with your sales team, but what do you wish more salespeople knewor understood about customer success and customer service. Shure. So, as I said, when you are doing sales, you should not focus on the salesbecause for me, a sales is lost not at the end of the hello, because for me, the team of what we have here in Kowai isnot a sales team, it's a problem solving or a nurturing team. Soyou need to see what did the customers want, and when do they want, how do they want and what are they expecting from you? So onceyou have an answer to all these little small how? What? When questions. Then you need to treat yourself as okay, if I were that customer, how or the eye react to this particular scenario? So you put yourselfin their shoes and then you try to answer, not to please them butto get what they want. And always make sure you know their pain points, because they have a pain point and that's why they've come to you.So you understand if if you don't know, ask ask them. I'm not ableto follow you. Is Everything okay? Can you please tell help me alittle bit more with an example. The more question you ask to thecustomer upfront in the initial days, the more answers you you you don't needto feel at the end you know why you lost the customer or why thiscustomer is not replying to my queries, because initially the relationship is very,very important. You need to build the trust between you and your customers byasking more questions. Once you have that feeling of I've been understood by mystr or salesperson, then your customer experience is a piece of cake. Reallyinteresting is a thought that occurred to me and it's I don't think it's geniusat all. But in hearing you provide that response, I mean I havethis kind of concept that customers success starts on the sales side of the relationship. Would you say that that's maybe fair to say the success of the customerstarts? I mean I actually I know you do, because I've heard yousay it essentially in this conversation. is in sorry, sorry, in arupped but the work that you do at front understand the customer, it startsat a very, very beginning and that is the beginning of the success ofthe customer. Correctly, a many people think that I've lost that customer becauseI did not do my job properly. I did, or I did notfollow up with the customer regularly or I did not listen to them. Sobut actually the sale is lost at your very initial conversation of or hello.So for me, I always tell my team that your first few conversation withyour customers or prospects is to build that trust. So first you build yourtrust. After that, whatever you tell in whatever manner, because the trustis there already, your customers will listen to you because they know that yourinitial hard work of listening to them is there and the trust is built.Again, I'm coming back to this doctor example, because that's one example Igive my team all the time. You go to the doctor and you tellthe doctor your problem because you know the doctor's doctor has got the experience andthey are ready to listen. And once... build the trust with the doctor, the doctor, whatever the doctor prescribes, I'm sure you will consume without askinga single question. Right. So that's the level of trust you needto build with your customers. And when, right now I'm not doing much ofsales activity because we've got big teams and a lot of people to dothe job I was doing. But when I started with Kowai, I startedfrom ground. So I started my career as a sales to as Dr andthen we put the framework, we put the processes, and once it startedrolling out, that's when we started taking more people, and then I usedto train them on all these things. So when, even now, Iget email from the customer whom I was dealing eight years ago, so theemail will be very simple. They will simply say hi, I'm planning tobuy your other product. How are you? I'm so happy to see such emailsbecause I'm not talking to them every day I'm not talking to them orat all because but the sale was closed. They are still using our product.Happy days. But when you see the customers coming to you and wantingto talk to you again and again, I think that's a that's a differentfleshure it is. I share that joy with you. I you know,I was the first marketer. I was the only marketing person on the BOMBOMBteam for a couple of years, years and years ago, and I've senta ton of email on behalf of the company for my personal email address,and so I'm still communicating with people who've been you know, we've been aregoing to market. Was In about two thousand and eleven. So we've been, you know, actively selling and supporting for about nine years now, goingon ten. And I have customers who I haven't communicated with, like youand like five, six, seven eight years, who just reach out kindof cold they maybe need something or want something or whether I want to checkin. But you know that relationship is still there at some level and itreally is a joy to be in touch with as many customers as possible,even over long periods of time. I want to get one more question inbefore we go to a couple of my favorite questions of the entire conversation becauseit's about the relationships you've built in your life and your career with brands andwith people. But you know you host a podcast about the knowledge base andyou're interviewing all kinds of people. You said they're from businesses big and small, for folks who have some responsibility there or you know part of their successrelies and having a healthy knowledge base. What are a few tips or themesor emerging trends, anything that you're hearing by hosting these conversations that might behelpful for people who are looking to improve the knowledge based experience for their customers? Shure what I hear very often from from my guests. To some Ialways ask this question to them. What is your documentation process at Xyz Company, Audio Company? Very often I hears they get in world right from thebeginning of product or discussion or product building stage. So documentation or creating yourknowledge basis not the last step in your product release. You need to getinvolved in various conversations right or different levels, so when you're ready to launch yourproduct or when you're ready to launch a release, you know exactly whatyou're writing and what your content is aimed at and again, coming to whatcustomer persona your contents are going to be consumed. So the team involvement orthe technical writers involvement is not at the last stage, it's at every stage, is of the product or a release cycle and various teams. So it'sjust not with one team. They collaborate. Ay Talk to information security team,they talk to project managers, they also to talk to their customers supportteam, because customers support team is who...

...the customer stock and the ticket conversationsare happening on various technical support right. So, so this is something thata lot of my guests share with me and it's amazing to it kind oftakes a different perspective to your documentation team, right. So you might be thinking, okay, once the product is ready ready to be launched, theit gets to the product documentation team and they look at the product and theydo a documentation. That's not the case at all many companies, either itbe a small, small one or large organization, the level of interaction isis very deep. And another thing what I we found is when we startedwith this podcast, we never thought that we will have guests from these manydifferent titles. So we have guests from Ui Ux Development, we have technicalwriter and we have documentation manages. So once, once we started interacting withall these guests, that's when we realize documentation is not a small, poorportion, you know it is. It is huge on its own and thisUyu x is so very upcoming, Ada, I should say, in documentation.Excellent. Thank you for that. To really interesting insights into the firstone in particular. It reminds me of so many things. If we wantto do it well, we need to involve all of the stakeholders very,very early and to create some cross functional teams, if not at least conversationsand processes to facilitate success at the outcome. But it needs to start from thevery, very beginning of you know, let's say, a piece of productdevelopment. Really good if you are listening to this conversation and you've enjoyedit, I've got a couple more that I think you will also enjoy.Episode Seventeen with our chief customer officer at Bombomb, Jonathan Bolton. He builtour CS team from the ground up, including, you know, hiring andmanaging the folks that have built our knowledge base and and again. That's episodeseventeen with Jonathan Bolton, JB, and we call that one the best customerexperience delivers an appropriate experience. And then, more recently on episode seventy four withSteph Caldwell, who at the time had built two CS processes at coolsoftware company in Chicago called Narrative Science. She since transition to sales. Soit was really interesting Gery to hear your background is in str she's gone theother way where she's built a couple CS processes and now is in sales.And we call that using tech to scale the human touch, finding that balanceof what jobs are appropriate for machines to do themselves, what jobs should machinesdo to hand off to humans and what jobs should humans be doing from theget go. And that was episode seventy four with Steph called well, dowry, this has been awesome. In before I let you go, I wantto do a few things in the first one is to give you the opportunityto thank or mention a person who's had a positive impact on your life oryour career. Sure so. I think I would like to thank my familymembers, and they've never influenced me in any way, not in the wrongsense. They've let me do anything I want. So when I wanted tobecome a lecturer, they let me explore that opportunity. When I wanted todo testing, they let me do it. Then when I wanted to not workfor some time, they let me do it. So and so thislevel of freedom is really important for you to grow as a human as somebodywhom you enjoy being. So I think I would like to thank my familymembers, right from my mom till till my husband. So if I wastold to do certain things in certain ways, I'm sure I might not have enjoyedit. But what I'm doing right now is something that I wanted todo and that's really helping me to bring the best out of me and internit is also helping the company as a...

...whole to bring the best s Das, to bring the best customers support team, because the end of the day,I'll be happy if I if somebody can make what I was doing withoutwithout my presence. So that's that's what I feel as a success. Tome, that's awesome. I really appreciate that call out in that love andtrust in support allows all from the people around US allows us to be thebest person we can be. That's awesome. And how about giving a thanks ora mention to a company or a brand that you use as a customerthat you really appreciate the experience they deliver for you? Sure, so Ithink I would like to thank fresh works, because fresh works as a company wealways look up for if we want to do anything, both on thesales or on the customer support or customer happiness side. So the way theyhave grown as huge in the last ten years very similar to our growth.Like they started with one product, then they slowly build many products surrounding thesame ecosystem. So right now they have many products making sure that they allcan be cross sold to the same customer base. So I think that's onebro one company we always I would like to mention here because they've got athey've got a brilliant strategy to help their customers. Excellent. And if someonewants to follow upon this conversation, if they enjoyed it, if they wantto learn more about you or about KVII or about documentary six year, theywant to check out the PODCAST, we're some places that you would send peopleto follow up on this sure always coboy Dot Co. Just look at ourhistory page, our growth. How did we start this whole company? Andwe do a lot of community activities. So there are a lot of whitepapers. Whatever a product you want, there are a lot of white paperswritten by huge players and in the community and you can always email us,contact at coboy dot co and you will get the required support from us.So podcast, just drop me a linkedin message and I'll be there to hostyou, as a host has a guest super and for folks who are listening, we write up short write ups on all of these episodes. We dropin some video clips and video highlights of these and we also drop in linksto some of the things that we talked about throughout the conversation. So ifyou did not write those links down, or you didn't write down knowledge basedand Ninjas, or you want to connect with gowery on Linkedin, I'll haveall those links at bombombcom slash podcasts and we do that for every episode.Gowery, thank you so much for your time. I enjoyed it very muchand I hope you have a great rest of your day. Thank you,ea then, for this wonderful opportunity to talk about my progress, the growthand the company. So I'm really looking forward to see this going live and, yeah, enjoy, stay safe and take it off yourself and your sewnthings. Clear, communication, human connection, higher conversion. These are just someof the benefits of adding video to the messages you're sending every day.It's easy to do, which is a little guidance. So pick up theofficial book. Rehumanize Your Business. How personal videos accelerate sales and improve customerexperience. Learn more in order today at Bombombcom Book. That's bomb bombcom book. Thanks for listening to the customer experience podcast. Remember the single most importantthing you can do today is to create and deliver a better experience for yourcustomers. Continue Learning the latest strategies and...

...tactics by subscribing right now in yourfavorite podcast player or visit Bombombcom podcast.

In-Stream Audio Search


Search across all episodes within this podcast

Episodes (180)