The Customer Experience Podcast
The Customer Experience Podcast

Episode · 2 years ago

17. The Best Customer Experience Delivers an Appropriate Experience w/ Jonathan Bolton

ABOUT THIS EPISODE

Sometimes, we get it backwards.

We focus on our KPIs, or what we think the customer needs or wants. We deliver on our expectations, … and then the customer leaves. Because we missed their desired outcome.

How do we become masters of achieving the desired outcome?

There’s no one better to discuss this issue than Jonathan Bolton, our Sr. VP of Operations here at BombBomb. Jonathan nearly single-handedly scaled our customer success organization from a solo act to a 30-person entity, creating amazing customer experiences every step of the way.

He jumped on this episode of The Customer Experience Podcast, and we had an in-depth conversation about ensuring every customer experience is achieving the goals it should.

So it should be part of the salesprocess. It should be part of the marketing process. It should be part ofYour Business Customer success is not a new concept. You're. Listening to the customerexperience podcast a podcast dedicated to helping today's growing businessesrestore a personal human touch throughout the customer life cycle, getready to hear how sales marketing and customer success experts surprise anddelight and never lose sign of their customers. Humanity here is your hostEfen Baute, hey thanks! So much for checking outthis episode of the customer experience podcast. If you have not yet already,you should subscribe. That way, you will not miss an episode. I'm reallyexcited for today's guest he's a seven year, bombomb team member, one of ourearliest customers support people who spend about five years scaling theCustomer Success Organization inside our company from one person to aboutthirty. He is currently our senior vice president of operations. JonathanBolton welcome to the customer experience, podcast, saying so much ethan it's an honor to be here with you. I'm really excited to get into itbecause, as I just said, you know you scaled that organization from you. Itwas you yeah to a whole team of people and kind of handed it off and now arehelping shepherd that. But you know there are other people running, thatNowny Hofe other challenges, and so, when you get into what what you'velearned throughout that whole process, but I want to start where we alwaysstart, which is your thoughts or your definition or your characteristics ofcustomer experience. That's a great question when I think about customerexperience, there are a bunch of words that I thinkpeople use very lazily like interchangeably when they talk about product. I believe that many times whatthey actually mean is customer experience. I think when they talkabout customer success, many times what they're talking about as customerexperience, it is the whole of what it is like to engage in a relationshipwith this product, the people behind the product, the communication behindthe product. Everything about that is, in my opinion, part of that customerexperience. So likin it to a relationship right as you meet somebodyfor the very first time. What is the experience of that relationship? Youknow everything that you recount. What do they look like and what setting doyou meet them? What is intriguing or not about them? What is attractorb oroff pudding? How do they speak? What do you learn about that and do you plan onengaging with them again right? I mean the that's kind of how I think abouttestomer experience. I love it b because you've added another layer tothe conversation around customer experience in that you kind ofpersonified it there as a person, I think about it's like your firstimpression, may be good or bad, but it, but you you're, going to proceed anywayfor whatever reason and it might change a little bit, it might get more nuance.You start to come to know each other in...

...terms of not that relationships arepurely transactional. But what do I need to sustain this relationship andwhat does it offer me and return sure all these things? So I love thatanalogy. Yeah I mean tell me: You don't have relationships that are transactial.You certainly have people that you, you are hoping in this engagement here as Iam going through the you know, the airport security checkline, that we aretransactional and Weare, and that is fine and fully acceptable, and what Iexpect from my customer experience standpoint right, not really interestedin going deep with you right now on how things are going at home. So I thinkright. They totally, I think, with different relationships, just as wehave different relationships with products and companies Ar expectationschange yeah. What is the appropriate experience in that setting yeah thatyour TSA scenario there reminded me of all those linked in connections whereyou like, reluctantly, accept them and then din two seconds later, you havesomeone in your message box. Like can I tell you about even I was reallyintrigued by your profile right yeah. I also went to a school in the UpperMidwest, O United States es so much in common. So, let's go because you, Ifeel like your journey in building. Thank you for everything you've doneover the years in building our customer success organization thinks for doingit with me, yeah and or the opportunity to do it. Yeah and like I granted it toyou or something. The language around Cs came up, as you were coming up inthat organization and building it out talk a little bit about therelationship between customer success and customer experience. You know inyour definition, you offerd that they're often use ynonymously and ofcourse they are not synonyms wheare they similar where they different.What's the relationship between CS and CX Gosh, that's a great question! Soyou're right, I initially when I started at Bombam. I think my title wasclient services right VP of client services and I remember at one pointgetting an email invite from a gentleman by the name of Ed powers,Offica es down the show. By the way I h inviting me inviting me to the customersuccess. MEETUP, you know for Colorado. We have a. We have a great start up inTexsene in Colorado and remember thinking what on Earth is this like? Itjust felt like a term that was least loosely being thrown around right, andso, as I got more into it, I really came to you know to realize customersuccess, not necessarily as a role but as a philosophy, and so I think anytime you're talking about customer success, you have to determine first ofall are: Are we talking about a function or are we talking about aphilosophy? Both are very important, and so that's kind of the first thingthat you know that I think needs to be uncovered and when we talk about therole and even the philosophy, to some extent, we talk about being a littlebit more proactive than the reactive customer support or customer serviceright or client services. Methodologies of old, for obvious reasons where youknow we're building relationships with...

...our customers, we hope to renew theopportunity to continue to do business together. I believe this is true,regardless of whether or not you're in assass company or if you are a reealtor.We hope we have the opportunity to renew or do business together againright and so our ability to understand what success looks like for you. Howyou define that success think about this, even even I'm jumping around herea little bit but think about this, even in the sales process right, I need todo a good job of understanding. What problem am I solving for you? What isit that you're looking to accomplish? How do you know if you're accomplishingit and then do I have something that fits the bill? Can I help you kind ofmeet that need, and then, if I do great I'm going to sell you, then I'm goingto show you how to do it to fit the bill. I better right, then I' betterhold you accountable, or at least hold myself accountable to meeting thatoutcome, because if I do there's a highlikelihood as long as we agree onour terms and we're comfortable with our terms of doing business togetherthat I'm going to retain your business, I'm going to have the opportunity to dothat again and again right. So we talk a lot about desired outcomes. There's adiscipline to asking the right questions to knowing you know touncover and understand what success means for you there's a discipline tohow is that measured and implemented? There's a discipline to checking backin and making sure that's happening again. iterating on that have yourneeds changed. Have your expectations changed? The way you define success isthat changed. We need to understand that and measure it. You know to help you achieve yourdesired outcome. If we do, I win, we get to do this again right. What isinteresting to take a step back is that that method out. You know thatmethodology sure there's a role of a customer success manager or you knowyou- and I were talking the other day about really that's like an accountmanager- and this is not it's some of the languages new, but it's these are,you know or relationship manager. You might cal a functional stamp yeah. Thishas been done before exactly so. Philosophy has new language and spirityeah. So there are these roles, but when you think about ultimately whatcustomer success means, I've already talked about just how it impact sales.Really, the philosophy is one that needs to be applied to the wholecompany. Customer successes should should, if you have the right outcomes,if you hever your customers, success in mind as the measurable outcome, itshould influence the way that you're building a product shouldn't it. Itshould influence the way that you know engineering is working with product. Itshould measure how it should influence, how you measure its efvicacy and howyou iterate on it. So it should be part of the sales process. It should be partof the marketing process. It should be part of Your Business Customer successis not a new concept, we're just changing the language, we're breakingpieces out so that we can think strategically about them. But reallyit's about business like what business person doesn't get into business, withthe desire to solve a problem for you...

...and we're engaging in a businessinteraction to determine hey, I have an apple. Would you like one right rightnow? How does this relate to customer experience? Well, in many ways, thework that you do from a customer success standpoint will influence orshould be part of the customer experience and the work that you do from a customersuccess toinpoint should inform the customer experience. I think, about ourvoice of customer initiatives that we have here Abamma. How are we listening?Well? Are we asking the right questions and then what are we feeding thatinformation into the CX? Does it change the way that you send anewsletter out? Does it change the way that you build an onboarding campaign?Does it change the tone of the phone calls that your representatives onbehavior company are making or the stuff they're posting on social mediaso they're very, very closely related and in fact I believe that some peopleuse the terms kind of interchangeably. You need both yeah, I that was great bythe way. I know when I listen to this back, I'm GOINGTA probably bounce itback with that. Thirty second skip thing and listen to parts of that again.I think I would say that they could potentiallybe more synonymous if customer success is adopted and practiced the way you'vedescribed it. I think the a natural outcome of that would be a much muchbetter customer experience in that it's desired result oriented it's got someholism, because the whole team is adapted or ors thinking about it. Inthat way it has a customer empathy to it or it's kind of customer first dish.I think the natural consequence of a team of competent, relatively warmexcited, energetic people doing that the natural outcome would be just agreat experience. You- and I have not talked about this specifically I'm justcurious about it's a coit's kind of like a common talking point. I think inthis zone talk about the relationship betweendesired outcome and surprising delight or wow moments, or whatever talk aboutthe balance there yeah or the appropriate relationship. I mean,obviously in the best case, scenari ore doing it all. But how do you thinkabout those things? One of the concepts that I really likeand I'm trying to remember who, to you, know give this credit to it might havebeen Lincoln. Murphy was talking if you haven't heard this term beforeit's appropriate experience, and we touched on a little bit when we weretalking about TSA right and it's like what do I need to achieve right? Whatwhat ultimately is the thing that I'm driving toward and then what is my?What is my preferred experience to get there and when you combine those twothings, the need, what I need to accomplish and how I would like toexperience that you get appropriate experience, and so, when I think aboutdesired outcoms, I'm what I'm really...

...talking about is what do i? What numberdo I need to hit? What do I need to accomplish right and then how do I wantto accomplish that? You put those things together and now you get thiskind of beautiful marriage of customer successes defined biometric customerexperience in terms of how I want to arrive there, and that is where youcreate some really powerful experiences. I believe for your customer, and so youmight talk elements of surprise and delight into that. If, if it is theappropriate experience, if it's the kind of experience, that makes sense,do you want to? Can you imagine some scenarios Ethan where you would notlike to be surprised and delighted? Yes, I can they tend to be verytransactional. Heman put ten extra toppings on your pizza. How do you meanyou don't want a sparagus and key weef yeah yeah exactly or like you know,sometimes I'm trying to get something done. I'm not really interested in theniceties right. Imagine walking into a store, becauseyou know exactly what you want to buy and you have fifteen minutes to get ithey. Welcome to my store. Has Anyone told you about the fifty percentoffsall? We have on everything, that's red, and also did you know that, likenone Ono, that's not a surprise or delight. That's not the appropriateexperience. For me, I'm very transactional in this mindset right. Ineed this item great I'll, forty, five bin twenty nailed it right right. OhI'm, happy I'm delighted because it is the appropriate experience for me basedon you know, on what I'm looking for so good just to hit that TSA example likethe desired outcome is I need to get through here in a timely manner to getto my airport gate and an appropriate thing. Is You know we don't make toomuch eye contact? We don't have too much language. It doesn't take verylong. It's not particularly invasive we're, probably not going to smile ateach other, we're certain Oly not going to handshake your fist bump or anything,but it might be a little bit delightful if you smile and have some kind of abrief pleasantry would be an exception beyond the normal transaction, but thidesired outcome could be achieved, but it could be achieved terribly yeah, Yit,absolutely boy, I'd love to make it through that process without beingyelled. In my ear yeah, multiple time we have to unpack stuff out of my bagor anything that that's why you get prechecked by the way, which is notvery exclusive anymore. It's just you know, there's a price to your dignity,such as keeping your shoes and Belton. This is a topic I know. You'repassionate about in is one that we're going to be exploring even more on thisshow, because we've kind of skirted by it a little bit, but I think you're ina unique position to speak to it well and really start opening this up as aproper theme throughout the episodes and it's the relationship betweenemployee experience and customer experience. In your mind, and in yourexperience, how are those two related and what are some things that you'veseen or even done or had other people do to make them work really well, together,yeah, it's a great question: It's one thatI'm really beginning to unpack. I've...

...always been involved in the culture.You know we talk about our culture and our core values, and how do you scalethat as the business grows right and I care very much about it? The meanwhileI'm working on all this customer success and I'm mearing customersuccess, leaders speak and sometimes they get into. You know more of aproduct side of things or more of a customer experience sided things. Allof the takeaways, I think, are really valuable, but what's fascinating is in the same way that we think aboutproducts today I would argue: There's never been a better time to be aconsumer right and the reason is because we have so many optionsavailable to us more than in the history of mankind, they're readilyaccessible to us, and we don't have to commit. We can really figure out whatworks for me and I can go you know if I don't want to pay for cable, I can goto Hulu and if I don't want Hulo, I can go to Netflix or I can do both or maybeI'll try youtube TV or whatever right, and I can move there's not a lot ofloyalty. It's great great market for consumers drives competitive the thecompetitive advantage or the competition up and lowers my cost. Iget a better product. You don't have to put all that in the podcast. How sreally long you get it you get. The sense of like is never been a bettertime to be a consumer. So here's this interesting revelation O me as I'msitting down- and I am you know- providing professional developmentfeedback, we're talking about career tracking with some of our employeeshere and their language strarts to sound a little funny to me, a I'm like,and what is it? I can't quite put my finger on T- and I kind of came to thisepiphany that I believe I know this sounds a little bit crazy, but Ibelieve that employees, today, more than ever before, have almost becomeconsumers of the jobs that were providing for them. What do I mean? Heythe economy right now is really pretty healthy. There are a lot of varying jobopportunities out there and when you look on these linkedin profiles thatwe're alluding to before how many times do you see people skip around,especially if you're in that technology space boy, you see a bunch of peoplemoving around right, and so then it starts to make you think about. If youremployee is a consumer of the job that you're providing- and I have somethingyou know that I want to achieve- I want to achieve etention. I want to achievehighly motivated employees. I want to achieve attracting the best talent tomy company, that is a quartervalue of fit that's going to help us. You knowrehumanize the planet, that's a really lofty goal, so I have to start thinkingabout what is the appropriate experience right? What is specificallydoes that employ need to achieve how much money do they need to make thatsort of thing? How do they want to get there? They want a supportiveenvironment with you know, people that share the same core values. That is,you know, driven towards something that they believe in. They want to know thatthey're achieving something and that they're achieving something thatmatters. So I better get pretty good at defining what now employee successlooks like what is employe experience...

...if you're going to scale your businessto achieve these wildly outrageous goals that you have set for yourself orthat you're bord has set for you? Do you think it's going to require anincredible team to get there? You already know the answer. Thathere's no question on it, so why would you not take the same methodology thatyou're working to develop from a customer success or a customerexxuperience standpoint and applyed to employee success and employeeexperience? If you can do that? Well, do you think that it might help you carry these missions of customersuccess and customer experience further, I would argue, ther would because youcan now you have something specific to talk about Ethin. What did you thinkabout the way that we on boarded you? What's your feedback on that? What didit feel like? Oh Gosh, it was gray was well listen, I'm so glad you're sittingon the product team, because that same experience that we work to create foryou as an employee. We believe it's even more so important to create forour customers. What do you think about that right? It just makes sense andit's critical. I would argue it's critical to success. In fact, I wouldargue it is the most critical thing to your success. You definitely hear evenfrom some of the big some of the people that motivated inspire us. You hearstories about uprisings within the employee ranks, maybe because some ofthis appropriate experience this this employee experience an employee success,maybe wasn't correctly addressed on when they had the better scale to do soso do it, while you're young Yeaharyi, think a lot of that bleeds through Imean when you're defining customer success off the top there. There was anelement of you know what it feels like when you engage with your brand or yourcompany's people, and so I think that really comes through a lot. If you havepeople who are good, who are selected well on, boarded well who are engagedin the work that they're doing that. That sincerely feel like the workactually matters. I think that's going to bleed through and kind of, and we'veexperienced, that ourselves like when we go to conferences or trade shows, orwe get to meet groups of people in person. I think feedback that we get on.You know, for example, the customer care associate who's on the phone or anemail and boxes instent send a lot of video emails to customers. We just getgreat feedback about how arguably one of the most thankless jobs, I meanhit's, a tough job, you're exclusively feeling with people when they're,confused or frustrated at best and angry at worst, and that you can turnthat around and have people ask I've had that happend to me out. I don'tknow if it's happened to you before ask about customer care. Associaates byname: Hey is ange her yeah, no she's, not she's back in in the collar springsus. Ah Man she's the best and they have these stories and they so good. So Ithink they're intimately related and I loved your passage there and you'reoffering on that yeah. You know, I think you mentione also like how do youmeasure that, and I would just argue that you know the very same things thatyou're doing to measure customer experience or customer success. Youcould pretty easily apply to employ...

...experience and employee success right.So look at things like employee MPs is a really easy one. We measure that onehere, employee satisfaction right, give them a survey. How was that on boardingexperience for them right? We do a culture survey here that measures kindof multiple facets to that churn right or retension. That's obviously a veryexpensive problem that our companies are facing, both on the customer sideand the emprotes side as well. So these are metrics. These are measures thatyou're familiar with, and what does that journey? Look like you know whatis the? What is the customer Experience Journey? Look like for your employees,just switching that that little frame of reference, you know, think aboutyour employees as customers, and if you suddenly change that mindset, does itopen your eyes to the new possibilities bout? How To build an amazing company?I would argue that it does yeah. I think, you're absolutely right. I watcha presentation you gave a few years back and one of your lines was thatwe're sitting on our next expansion opportunity- and so I just wanted tohave you just to offer up a few ideas around the tension between effortstoward acquisition versus efforts toward retention. There's a constantchallenge there. You know we're, I think in our DNA were sales andmarketing organization. I N, if you look at the way we were founded in someof the some of the early folks. Even you know, our chief technology officer,I feel like, was very like kind of sales, an marketing oriented, andshappy to have those conversations and stuff. It's like it's in our DNA, andso it like like at times. You know we have this tension between acquisitionand retention. I know whe you're, not unique in it and in a presentation yougave you spoke at length about you know your next customer is already in yourdatabase, or your customer base talk a little bit about that yeah. So theremi have kind of multiple thoughtson that. The first thing is: There's this interesting, that F phenomenonthat happens in assass company, where all the excitement is in growth rightand then as you're successful there, of course, and then successful atretaining all of a sudden right. You know we have this, this KPI board upthat shows new money coming in and then it shows recurring money right and forthe longest time as you're growing in the initial stages. Well, sometimesit's very very quick but it, but it feels long for those that are actuallyworking to drive all that new revenue into the business. You got a really bignumber on the acquisition side of the House and you're. Just you know, you'relooking, you know just kind of keeping an eye on aattention and then all of asudden it meets, and you have a million dollars coming out on both sides thatmonth and then what happens is exponentially. Your recurring revenuegrows much much bigger than your acquisition revenue and that isappropriate. That's how a company grows, and so the question you need to askyourself is: Are the resources? Is the effort? Is the focus commesurate tothat reb where that revenue is coming from and if you're mismatched and ifyou're growing quickly you can get mismatched quickly? You just need tomake sure that you are that you are watching that carefully. So forcustomer success, leaders out there,...

...your job is to watch that you knowchange and then make sure that you are advocating for the resources that youneed as the business grows there. So speaking more specifically to yourquestion as your business grows, one of the things that can be very challengingis well. I should ask you want to talkabout data here. Shour first place that my head goes when I talk when we talkabout knowing that customer is data right, so the first thing that reallyPOPs intof my mind specifically on that question about your next great customerbeing in your you know, being in your database, so at Bomam last I heardnearly sixty percent. This was at a time where we were getting self. Youknow selfidentified. How did you hear about Bobom? You know kind of feedbackresurts and I want to say anething you, you probably know better than I do.Sixty percent of people coming in said they had. They were referred fromsomebody absolutely right, yeah and I forget the buckets, but it was likecoach or consultant or family member friend, coworker yeah scenario. Yeah,it was dominantly it might even beet higher than sixty yeah. It's reallyinteresting how trust right now in this market, where you're overwhelmed withoptions who you know and just knowing somebodythat has an opinion on that is worth so so so much because a short cut Y, Idon't have time to sort it all out. You've already done it at telp me outman, you used to be able to Google and get the option or two that wereavailable to you. Now you Google and get the twenty four options that areavailable to you, and so that's the first part about kind of your nextgreat customer. Coming from this, you know customer base that you alreadyhave. I think the other thing that's relevant. There is. What do we knowabout our customers? Are we asking? Are We documenting that and are weorganizing it in a way that you know the end, points are accessible? So wetalk right now we're talking a lot about data strategy, because if I did agood job of asking you what success looks like, and I documented thatsomewhere. Then, if you called back in three months later and I had thatinformation readily accessivle one said Ethin, I know you're trying to bumpyour conversion right by two percentage points I just wanted to check in. Howwas that going? Oh, my gosh. Would that be an amazingcustomer experience? Would that be head and shoulders above theexperiences that that you and I have had was you know some of th the toolsof the vendors and the products that we work with. I think it would be and thenwhat if you could actually what, if you could break out coworts what if youknew that certain customers were, you know interested in one product overanother or use a specific element of your product, and you add value thereright now, it's fascinating to look at the types of customers that Bombom hasbecause you'll look through. You know thousands and thousands, and then allof a sudden you'll see some domains that you recognize and you'll. Think.Oh, my gosh. We have people from that...

...company. You know that snuck in set itup they're starting to use it successfully. Is there a way that Icould connect and help bring greater value to that organization if they'reexperiencing success there, which is my first probise of then have I earned theright then to offer them the opportunity to bring even greatersuccess to the rest of their business right, yeah, it's good. So before we go to where I always like toend here, you know again, I one of the reasons I was so excited to have aconversation with you to be able to share with listeners is just whatyou've seen when you started. We maybe had five hundred customers, somethinglike that hm and now we have over forty five hosand and so dramatic period. Youbuilt an organization there, no have perview as svp of operations over theconnections between some of these some of these organizations or silos in thecase that we're behaving that properly. You know if someone listening to the show says Iwant to give my customers no matter what business I'm in and experiencethey want to go. Tell a friend about, or if the conversation comes up. Do youknow anyone that solves x problem that whoom? I got someone it's these people,what are one or two things or three things that you've picked up in thisjourney over the last seven years that are relevant at a high level to giving someone an experience with aproduct or service or company or team that is worth talking about. That's sogreat, I'm going to go back to the appropriate experience topic that we'vetalked about. It is to really know in explicit terms right what success lookslike for that individual is it that they want to easily get to a moviequickly? Is it that they want to not have to interact with a person? Isit that they do want to have to interact with a person like? What isthe outcome that they're after and then? What is the preferred experience toachieve that outcome? If you do that really really well, then you are goingto have customers that are delighted with their customer experience. So Ithink, there's some danger by the way when we talk about desired outcomes insometimes pressing our outcomes or maybe an outcome, that's easy for us tomeasure onto the customer as their own and if you're really good at sales, ifyou're very persuasive, you can very easily can I can very easily convincesomebody there's no Malintentiniss. By the way Ican ber easily convince somebody that this is their desired outcome. Right.Imagine for a moment that you have a customer that says you know ourorganization has an initiative to create wild moments for our customers.Okay, Great Wol moments! Yeah. How do you want to measure that Ol, probablyjust people that common, how remarkable...

...it is great? Okay, if you take that atface value, you run the risk of not completely aligning what you'reoffering to your customer with what ultimately they're trying to achieve soask why a couple more times? What do you mean by wild moments? Why? How areyou measuring those well evhen? What I really need to do is get my mbs scoreup. The board is very interested in seeing an NPS score at sixty sevenright now we're at fifty three Aha. Now I have something that you're deeplycommitted to and if I can align supporting you in that effort and askyou how it's going and provide you what I can on a proactive side about thetypes of behaviors that might yield that better result. Now, I'm moreclosely aligned with your success, if I can do it in a way that also matchesyour preferred experience to that, I'm going to knock it out of the park,because when you go to the board you're going to be able to say hey, this iswhere we're at right. And now that's you know when you talk about having achampion in the business, it's great to have a great relationship with somebody,it's even better to have a great relationships with somebody and beclosely aligned with what success looks like for them. Not What success lookslike for you perfect two main ideas there I just want to hit on one. Isthis idea of being very explicit and very clear that we are exactly on thesame page with what that success means and then I'm going to tie two ideastogether here? One is one: Is this idea of appropriate experience? Am I in ahurry or not, for example, as a consumer that walks into your say,retail establishment? If you hire people well and you train them well,and you have these types of conversations and you really arecustomer Orientdid, I think what's required here, even in your salesexample of kind of like hard walking someone straight into what I think iseveryone's desired outcome, because I'm not interested in the nuance ofeverybody. I'm interested in closing the sale and sharing my vision with youand getting you on to my vision, disability, to read people andempathize with people and understand people and ask a couple questions totruly understand that requires a good person and engaged person, a thoughtfulperson frankly a whole, a more wholy developed and healthy, psychologicallyhealthy person to be able to connect and empathize in that way to assess,sometimes even without words, what is appropriate for this person. What isthe appropriate experience o this person? Because to your point I maywant to come and and brows, and I need five minutes of consultation, or I knowexactly what I'm looking for just simple reading body language. You knowmost of us would be able to do that, but I think hiring that and coaching tothat and doing developmental training on is really helpful. This has beenSuper Fun. I love it. I know people are going to enjoy it if you are listeningto this podcast and you enjoy the types of things that you're learning, Sende nemail, ethen Ethan at Bombombcom. I welcome any thoughts and feedback andmy promise I'll send you a video back.

As you know, as well as anyone JPJonathan, you can call me JB Kay thanks, appreciate that so glad I've rearnedthat you know as well as anyone that relationships ar number one courtevalue you model it very well and you celebrate it well. So in that spirit Ialways like to close these conversations with the opportunity foryou to think or mention someone. Who's had a positive impact on your life orcareer and to give a mention to a company or two that are that havedelivered for you, a really great experience that that you findremarkable yeah, so obviously the first people that come to mind or aurecofounders. Here at bombomb, Darren and Connor, who took a risk on me to hireme as theire, you know out of the financial world where I was before andinto a role of answering the support phone, and I remember literally, I knewthat I had the ability to get the job and I remember literally fretting over.Oh, my gosh they're not going no. They may not hire me for this, so I think you know the fact that they took thatchance on me is one that I'm really appreciative of I'm appreciative of you.Wouldn't it be amazing if every company had the privilege of having the personthat writes their newsletters and begins, laying the foundation of theirmarketing department also be the same person. That's talking about customerexperience. I have never felt alone in the customer success journey. I'venever had to do work to get marketing on board with customer experience orcustomer success, because it is baked Indo your DNA. So I love that you'rehosting this bringing the community together to have conversations likethis because you're such an advocate for that, and so thank you for doingthat. For us that's really kind. I I live that tention of acquisitionretention, weall know what the right thing is is just hard to get a done dayin a dayout anyway, that's very kind. I appreciate that any companies that cometo mind when you think about man that was just a they couldn't have done thatbetter yea. So I have a fun one for you, good portia, all right, so I drive aPortha a used one Okaya used one, and I love my experience with this company.So portia doesn't sell, you know th, they describe their entry level ofvehicles as being a used Portho. So here I am an entry level. You know I'mbuying at the very bottom you know of the wrong. I never feel that way I feellike I bought a quarter of a million dollar car. I roll in everything's ontime. The experience that I want to have like that. I imagine like Oh yeah,I got this car. I love driving a and you know I am treated with anexperience. That is definitely my preferred experience to get there, butit's also well organized. The communication is great. Porch ofColorado Springs. Here is one of the top. I think five dealers in the nationand they just ne thim to customer feedback, Yeah Yeah and they just do inin volume. Theyv got this classic...

...restoration. It's a really fun. Ifyou're a car person Yo, it's fun place to visit, because you can neri out it'sbeautiful, but I remember getting my used kind ofbottom. You know car there. That was, I got it detailed and it needed to becleaned or orse. No, you know what I had this like super expensive reparbill and I think they offered a detail. Formand, I'm like Oh Thatl, be great.You have you know, thank you for the offer, and so I go to pick up my carand I'm you know I'm waiting and they're like well. Are you ready to seeit and I'm like yeah sure here it is in the showroom blanketed under spotlightsmy go. I had no, I didn't even know it was my car that was sitting it was over.My shoulder the hall time I figured there was somebody much more importantthan me getting ready to pick up their brand new, something or another notethe staff walks out. They grab the corners, they unveil. You know the carfor me what a what a special excarience it was like the customer experience,there has been fantastic. So I wonder if that's a break from thetypes of experiences at other people, he it is a unique one. I mean we getand rightfully so we get the slacks in the apples, an the southwest and thefour seasons and stuff I've not heard cortia before there's a car one andthere's a there's, a really good community around it too, which is atestament to testament to what they do at leastlocally and regionally. Here I feel like there's a good community of the ofdrivers and advocates that advanced the experience you have even further. Thishas been an absolute pleasure if someone wants to connect with you orwith bombamb. What are a couple ways you might be able to do that sure.You're welcome to email me JB at Bombamcom. You can connect with me onLinkedon, I'm pretty active, I'm terrible at facebook and instagram.That's that's like locked down, and I you know probably only post once aquarter or so on there, but I'm pretty active on linkedin or you can email medirectly as well hate. Thank you again so much for your time. Jb and I knowfolks, are going to find it valuable. If you do find this show valuable.Please go ahead and subscribe to the customer experience podcast in Apple,podcasts, itunes or werever. You listen to your favoriteship. You are listening to the customerexperience podcast, no matter your role in delivering value and servingcustomers. You're intrusting, some of your most important and valuablemessages to faceless digital communication. You can do betterrehumonize. The experience by getting face to face through simple personalvideos, learn more and get started. Free at Bom, Bombcom you've beenlistening to the customer experience podcast to ensure that you never missan episode subscribe to the show in your favorite podcast player or visitmombomcom. Thank you so much for listening until next time.

In-Stream Audio Search

NEW

Search across all episodes within this podcast

Episodes (174)