The Customer Experience Podcast
The Customer Experience Podcast

Episode · 2 years ago

25. Why Friction is a Customer Experience Killer w/ Brian Gilman

ABOUT THIS EPISODE

Brian Gilman has decades of experience in product/service marketing. Right now, he’s the VP of Marketing at Vonage.

He was kind enough to come on the show to talk about how friction is killing companies, as well as how products and competitive intelligence relate to the customer experience.

Friction is the thing that is killinga lot of companies today in terms of their customer experience. If you canremove that layer of friction through having better intelligence, more machine learning to getfrom the appropriated the great customer to the appropriate agent, you win. You'relistening to the customer experience podcast, a podcast dedicated to helping today's growing businessesrestore a personal human touch throughout the customer life cycle. Get ready to hearhow sales marketing and customer success experts surprise and delight and never lose sign oftheir customers humanity. Here's your host, Ethan Butte. Welcome back to thecustomer experience podcast. If you want to talk product marketing and service marketing andmore, you're in for a treat here. We've got Brian Gilman, who hasdecades of experience in product marketing, service marketing, go to market strategynationally and globally with companies like polycommon a via. He's currently the VP ofproduct marketing at bondage, a position he's held for two years. Brian,welcome to the customer experience podcast. Thank you for having me. Looking forwardto it. Yeah, me too. Will start with you. Where Istart with everyone which is a customer experience? What does it mean to you?What are its characteristics? How do you think about it? Yeah,we do. We think about customer experience. He here advantage. I think hasbeen an evolution. When you look at you know, you mentioned myprevious lives, that of I and polly calm. I think the customer experienceis really changed. I think historically customer experience was about, let me flipout, the number of channels with which my contacts and our conserve you andit was always a very business driven experience and for a long time I thinkthat that really satisfied the needs of most. But in the past several years,you know, I think that the market is really flipped on its headand customer experience now is more about serving the customers needs in the channel oftheir choice, and I think a lot of that is being driven by socialmedia, a lot of that is being driven by video, a lot ofthese new tools and solutions that customers have that they're communicating with themselves, whetherthat be college kids communicating with their parents or, you know, with mykids. My kids don't talk to each other on a phone anymore. Theytalk to their friends over their xbox, and so the expectation of how theywant to interact with one another is now carrying forward to the business and thebusinesses who are evolving are succeeding. Those that aren't are falling behind. Ilove it. I think something relatively unique at the that you've offered here.I've asked it to dozens of people now. Is this. Very explicitly, ithas been business driven. What is the business want to do? Howdoes the business want to dictate what the options are? And customers have alot more power than they did before, they have a lot more choices thanbefore, and so there's there's an evolutionary layer to it. What are justto follow up on that? What are some of the things that a Fordlooking company might be doing in order to...

...accommodate the customer to meet or exceedthose expectations that are now more important than ever? Yeah, absolutely so.I think when we look at the leaders in customer experience today, you're lookingat companies like Amazon. I'm going to I'm probably going to going to killone of my answers for later in the podcast. By a company that Ialways looked to is dominoes. You know, Dominos is a historically a pizza company, but they're not a pizza company anymore. There are technology company.That happens would liver pizzas to people. I think that when you look atcompanies and how they're having to evolve, you know, the retailer, theaverage retailer, isn't competing with the boutique down the block anymore. They're competingwith Amazon, the local Credit Union or Community Bank. They're not competing againstone another anymore. They're competing with Chase Bank of America, and these arecompanies that are providing next generations self service solutions to their customers. And soif I'm not being dealt with in the means that I want to be dealtwith as a customer, today I'm going to go to the guy down theblock, and the guy down the block once again, is it is onlydown a virtual block? It's not. It's not a literal block anymore andyou're going to go where your needs are best served. So today, thecompanies that are evolving that are looking at, how can we change where the conversationis taking place. Before we started the podcast today, we were talkingabout the fact that I don't call my kids cell phones anymore because they knowthey're not going to pick it up. But I know that within thirty secondsof me sending them a text message I'll get a response. The companies thatare thinking through these challenge wages of where can we serve the customer better?How can we solve for first call resolution when a customer calls with a complaint, sometimes that may be coming in over video and not having an audio conferenceat all. It may be solving their challenges. You know, think aboutto me, customer experience always has to have to do with context, andexperience without contact, without context, really is meaningless because while we're having atthe communications level a very generic conversation between in some form of communication, thatform of communication is going to look very different, whether it's a doctor tospeaking go patient and a teacher speak speaking to a student, a High NetworkAdvisor speaking to their client, and so you have to look within the realmof what is the context with which that dialog is taking place. The companiesthat are really addressing that challenge first and foremost are the ones that are goingto succeed in tomorrow's in today's and tomorrow's economy. Great I heard in therea lot of idea, a lot of really good and interesting ideas. Theone I want to double back on is this kind of self service piece.Just from your perspective, in your experience, can self service be truly personal oris it just personalize? Talk a little bit about that relationship there.You know, personalized being I'm tied up with options based on my past behavioror whatever, personal being, there's actually a human representative on the other sideor a human touch of some kind. Talk a little bit about that relationship. Yeah, I got asked a lot...

...about this question. I've been onpanels where they've asked, you know, when will the robots take over?And I think that I think that where we're at right now, we're ata point in time in terms of a technology evolution where AI machine learning arereally helping the self service experience, where you can now have a bot ofsome sort interject between customer and business and for on certain levels there's a certainlevel of intellect with which that bought can serve self service needs. I wantto track a package, I want to cancel an appointment or set up anappointment. These are all things that could very easily be self served. Theway I kind of look at it is. You have, you're very easy transactionalbehavior and then you have kind of like those moments of truth, acustomer buying, a couple buying a first home, someone settling in a statefor for for a deceased loved one, more complex interactions which will then requirea facetoface interaction where I think that you start to talk about self service.I think that AI and machine learning can help direct the call so that you'renot dealing with going from agent one, agent one, going Oh, youwanted an international flight, let me put you over to sally over an internationalhaving to you know, I think you solve for a lot of the frictionwithin the within the communication, and I think friction is the thing that iskilling a lot of companies today in terms of their customer experience. If youcan remove that layer of friction through having better intelligence, more machine learn learningto get from the appropriated the great customer to the appropriate agent, you win. That's great. I like that the human examples you shared their where thereis some level of empathy and comfort that a human can provide during it adifficult or complex or potentially intimidating experiences. Great. So I've had a tonof sales professionals, marketing people, customer success folks, some executives. Ithink you're the first product marketer, especially it at an executive level, tobe on the show. So let's talk just for a few minutes about product. Like what is the role of product in the customer experience? To tosomeone that maybe isn't working in a software company or company that has a titlelike product marketing, what is product and what is its role in the customerexperience? Sure, well, I have the I have the worst named titlekind of coming into this podcast because, and this is actually something that Ijoked with my company CEO when I was interviewing when you look at the technologytoday, when and most of this most of this technology is now sitting inthe cloud, product is kind of is antiquated terminology. We don't have boxesanymore that we're going to go to ploy on Prem we have platforms, wehave solutions, and so the way that I looked at how product starts toimpact is one how easily can I get it deployed within my network? Butto and they clad, the cloud brings with it a lot of benefits.It's like Apis so apis take onto form.

So vantage bought a company called nextMo, which is our communications API platform which allows us to do embeddedcommunications. So think of your Uber App, think of their BNB, where youcan embed communications into another form, whether be your desktop or your oryour mobile APP. But with that there's also more simple apis where now oneplatform can hook seamlessly into another platform. So as companies start to grow,they start to bring in sales force or Zoho or sugar crm or even gsuite, and you can now start to take your technology or your products andHook it into these other productivity platform so for every dollar that a company isgoing to go and spend on a communications platform like a vantage or one ofour competitors, they're probably spending x, x x on these other productivity applications, which is all part of this whole digital transformation. Another another term thatwe like to throw around that everybody has a has a role in somehow.The product needs to work and interoperate in terms of impacting customer experience. Whatdo I mean by that? You have a company that that's dropped F xwhat they're going to spend on their communications platform, on sales force. Theyhave good rigorous training, they're implementing sales force appropriately, their sales team isentering all their information, but every time they have to make a phone call, there they're entering, they're entering and all this information and by hand manualfrom a productivity perspective on the employee side, incredibly inefficient. And then take thatto the next level and inbound call comes in. Forget the sales guycalling out to someone and having me enter in that call called now coming inand I don't I have to go look up that person after they've come intomy call. It's highly effective. So having your product be able to seamlesslyinteract with all these other productivity applications to drive a certain level of intelligent interactionswith it. You know, within a business one improves the employee productivity,but to create a better customer experience where they're no longer having to having AwkwardWeight Times or having to be handed off from one agent to the next,because that's all dealt with seamlessly through the through the interoperability of those two productsand in that setup, of course, removing the friction that you describe before. So you're a product marketer, or at least by TI solutions market.I'll just call it that. Okay, it's okay. So really hard.So we'll go here to yeah, what are you know, one or twoor three layers or levels down? What is a daytoday success metric around productmarketing? What are team members of yours doing day to day and what asuccess look like in terms of marketing your solutions and your products? Yeah,so, I hope I'm not an oddball and saying this, but every productmarker that I brought into my team there's been a couple of characteristics that Ispecifically look for. In part of this is dedicated on some of my historyand roles that I played in the past,...

...where I need people who are technicallysavvy, who can handle the daytoday product marketing, work with product management, work with sales, work with sales enablement to make sure that as productsare brought to market, they're responsible for the go to market activities. They'reworking with the demand Gen teams to create robust marketing to drive leads, youknow, top of funnel, metal funnel, bottom fall. Okay, that's great, but the one characteristic that I've that I've begune looking for, andyou know I've been very deliberate about is finding people who have had some levelof vertical market expert expertise. So my background, I start off my careerin finance and when I first started into marketing, you brought a polycom earlier. It was to lead a solutions marketing function which was, you know,help us not sell boxes anymore, because boxes was we're killing the video conferencingmarket. We would go and sell a company six boxes so that Joe CEOdidn't have to travel from New York to London to Hong Kong. We'd goback six months later and say, let's sell you six more boxes and they'dsaid, nope, we're good. What it didn't work? Nope, workflawlessly, picture qualities, fantastic. The boxes are being used five percent ofthe time when I don't have to travel. It became an issue of that solutioncell. We we didn't really understand what their needs were, whether thatbe interviewing and recruitment, distance learning. If it was a doctor, howdo doctors look at things like tell the medicine not only within the walls oftheir network or the university? But we had one of our one of ourprimary customers was delivering telehealth services to oil ricks in the Gulf of Mexico.PERSON GETS injured. They cost the cost that company Fortyzero to metavack them.Off of that, off of that platform. Yea. The ability now to seefacetoface to a doctor, you're now solving for bigger challenges, which drivesadoption in utilization, and adoption in utilization is a thing that will kill anybodyin the cloud. Today, I can go and buy all of your solutionstoday. If I don't use them, you're very easily replaced because you're inthe cloud. I'm not making a massive capacs investment in your product, whichkind of ties me into a, you know, five year amortization before Ican rip you out. So to me it's, you know, bringing peoplewho have some form of vertical expertise as well and as this company and aswe are transforming our business, my team can evolve with the business. Tosay that we're going back to experience without context is meaningless. We're going tobring a product to market, but we're going to tell you how does thatwork? For a doctor trying to help a patient throughout the patient pathway,not just from the time the patient gets into the doctor's office. But interms of postcare treatment, whether that be my company's ability to send SMS toto a patient whose prescription is I needs to be refilled well after they've everleft the doctor's office because as a doctor, I want to make sure that I'mthat you're no longer being readmitted into the hospitals, I'm going to startgetting penal lot by insurance companies. These are the things that we need tostart to think through. And all of those workflows are different, albeit from, once again, that generic communications level,...

...they look the same. So Ialways look for that added level of expertise so that way, as weget smartyr and we work more with sales. Yeah, they need to know theproduct, but knowing that when they go to speak to a credit unionthat they can't use the word customer because credit unions have members really important thingsthat let them know that we're a trusted advisor, we understand their business andwe're going to be able to sell a more robust portfolio to them. IMay, I guess so many places I could go with this, as that'ssuch a great passage. I want to get into these multiple product portfolios.You know, you you already mentioned next Mo and how you how you andyour team manage that. But I want to stay right here where you justwere, which is they're subtleties, nuances, product based Solution Base that the salesfolks need to know about so that they can really speak in a meaningfulway to prospects and customers. What does that look like for you all?How are you how are you communicating this? Are you doing? How are yougetting this information to salespeople? Sure, so I'm going to do it alittle bit. I'm actually going to answer a first for your question,which was the multiple product line. So one of the challenges that we've hadhere advantages. Where a company WHO's grown through acquisition, a lot of acquisition. We bought next mo in the past year. We bought talk box,which was a video API platform which we've now tied into to fill out ourAPI capability. Is We bought new voice media, a contact center company.So we now have these three legs of this school, you know, UNIby communications contact center and in Your Communications Api Platform. I'm going to bringthis back to real is it to an answer and in one second. Butyou what you've now done from a sales perspective is you've taken three different salessources, three different types of buyers who would normally come to us. You'regoing to have your your ubers and lits or your digital natives who want tobuild their next generation capability. KNOW THEIR MOBILE APP. They don't really havea need to transform their contact center or their UC platform. Today you haveyour company who's looking at upgrading from their on Frim PDX into a cloud basedunified communications platform, and then you have your contact center company. You've gotbusiness all different personas. They all have different needs. It's a very challengingenvironment for sales to one get their arms around everything. Oh and you haveto know the vertical markets as well. Well. Well, I'm not tryingto do is verticalize our business. And what do I mean by that?Where we're going and creating very specific vertical solutions. That gets to be youget into a lot of rat holes when you get into certain vertical markets whereyou have to deal with regulatory and compliance issues. You have to go andget certified for different things, and there are things that we are attackling.We just announce high trust certification in the healthcare space. There are certain tablestakes that you have to have, but verticalization perspective. We're not trying todo that today, but what we're trying to do is to show customer isthat it's a lost opportunity, especially as a marketer, for me to justgo and create a demandsion campaign against our...

UC capabilities or our contact center capabilitiesor AFI capabilities, because I'm going to hit this this universe of customers andtwo thirds of them may not be interested in what I just sold them becauseor what I was trying to sell them, because while I'm selling them the UCcampaign, they may be interested in contact center, they may be interestedin Apis. That's where I think verticals come come into play, because Ican now tell this entire story of patient pathway. I can talk about fromthe moment that they come into the healthcare network all the way through to thetime that they're discharged. Same thing with with finance, with retail. Thestories are much bigger and more relatable when you start to talk about the customerexperience and if I can go into a customer and say yes, we cansell you this today, but have you thought about the point is not togo and get the entire to swallow the whale today, because you're never goingto get a company as a dedicated budget today to go buy everything that you'retrying to sell them. But one, you're giving them a pathway to somethingthat is going to be more advanced to you're telling them that they're very fewcompanies too in the space who can tackle all three of these things. Andthen three, your future proofing their business and you may open up an opportunityfor them to say, I didn't know about you in the contact center space, or Oh, I didn't even think about Apis that you know? Youknow, of course I use Uber, but I what? How does thatimpact me? We're storytellers at the end of the day as marketers and whereverthere's an opportunity unity, we need to be storytelling, and so we needto be robust about what we're talking about. We need to be specific about thetarget audience with which our campaign may be focused on, but we needto open eyeballs up to a greater universe and we need to use real lifecase studies. We need to use a better narrative around a vertical market application, and I think that's really the challenge that we have, because we arethreading a needle sometimes where you're trying to do a lot around a lot ofdifferent products and telling a very concise story. But when you can, when youcan tell these great stories around these moments of truth that I talked about, they're bringing emotion into a play and emotion is a very good motivator forpeople that're going by. Yeah, the other thing there too, that's kindof baked in is you know I'm going to bring you in on this,but we have all these other solutions in ones where, a trusted partner,we can go ahead and proceed as appropriate over the coming months and years,where we can help feature proof your business. So one second. Sorry. Imean it's difficult because you know, historically vantage is known as a residentialvoice company and so a lot of times we're not even brought to the tablefor all three of these things. And so we're overcoming the hurdle of beinga be to be business company where the overwhelming majority of our revenue is comingfrom, but nobody knows it. And so you have to open up someof these doors because one people think of you as a residential way company andif they think of you as a be to be company, they think ofyou as a micro be to be company, as you know, residential plus almost, and so you have to open up these stories that people think ofyou in in that van head's great.

So let's go back then, towhere we where we went down the the multiple product pathway. And again,how do you communicate this? And I asked this because it's a challenge forus, you know, from a software development, a product development, management, marketing even see us in the feedback loop into sales, like communication ata really high level. The communication between teams is so critical, so thatyou know, a sales rep who might be the second or third touch ofanything that's being communicated outward to the prospect and customer base. You know,they obviously need to be informed and to manage expectations and to see all theseopportunities, for example, that you offered with the three legs of the stool. What are some basic tactically, what are some mechanisms, are tools thatyou all are using successfully to make sure that your salespeople are aware of theseopportunities in the state of affairs and where things are going and what they cansay and can't say, should say, shouldn't say, etc. Well,so I'll take this from an organizational perspective, and I'll take this from more tooltraining tactics. So because of the different buyer personas and because of thevery different customer journeys and which from which they would come to a company likevontage, we've separated our business. It's what we call our API group andour applications group. So the API group are's more that develop or led journeyof digital natives who want to go and play with Apis and build their nextgeneration communications schools, and then we built o our applications group. And ourapplications group is the contact center and unified communications portfolios. The reason we brokeit out that way is we're seeing a massive acceleration now in terms of howpeople are buying both contact center and unified communications. It used to be backin the day when it would be rare that you would see a company goand buy joint its seats. The cloud is driving some of this now,through our acquisition, having all the all of the technology under one roof,we're seeing now, you know, one in two deals now looking at jointseat opportunities between you see and contact center. So Cross training the sales teams foryou see and C see clearly in a space where we have to beat the forefront of that because though, in the terms of that then diagram, a while ago they were just kind of touching, we're now seeing likethis. So that cross cell training has to take place. But it's nota huge leap for a sales guy to have that, you that have aunified communications and contact center discussion, because a lot of times are almost inseparableand if they're only having a UC conversation, they're starting a conversation will how doyou integrate within my existing contact center? So they're having a lot of thosediscussions anyway. Tactically now, what we've done is from the sales enablementperspective, you know, we've implemented CEC guest training, which is, youknow, it's a solution selling methodology with which all of our sales guys aregetting trained. is to ask the questions,...

...it's to go in without your pitchdeck but to have, you know, those very specific conversations to their business, to have a really good understanding of what their challenges are before theygo in and, you know, under sell themselves from a you know,it's on the marketing team. Then to make sure that we have competitive intelligencepretty well cinched up, because we're going to be running into a much largermultitude of competitors where if you're dealing with two different industries instead of one,how do we get our guys comfortable with our UC competitors as well as ourcontexts on our competitors? Oh and, by the way, there's a wholeslue of net new competitors that are coming down the coming down the pipe and, you know, every day. So it's making sure that those tools areavailable. It's making sure that as we bring new campaigns to market, thatwe're training the sales teams to let them know that we're training our bedrs forinbound leads, if we're doing outbound dialing, that it's my team that's sitting downwith those teams and giving them the verbiage and the scripting that they needto have those upfront conversations. It's it's a lot of work but you know, as I said, when when you boil it down into those two groups, as opposed to trying to do it all under one one umbrella, itmakes it a little more manageable for people to understand. And Yeah, everygroup is trained up to have have those questions asked. But you know,if all of us and there's a big API lead that comes in through aUC deal, we make sure that we're bringing in the right people. Oneof those bees sees or other sales teams from the other side of the house, whether we're barless of which side it comes from, to make sure thatwe're covered. That's great as really helpful. You know, it's so fun talkingwith someone like you who's got a great deal of experience in a muchlarger organization, because you know you've already walked through a lot of the thingsthat we're trying to figure out. It's one of the reasons I'm so excitedto do the show and to have guests like you on. It's really helpfuland interesting. So thank you for that. Pass as really great. You actuallytouched on something I wanted to ask about, which is competitive intelligence andmarket intelligence. Is something of a great deal of experience in. You know, what's its primary role is it and how is it structured in the organization? Is this just something that happens as part of the processor? You havepeople dedicated on these tasks and then and then you find ways to roll itinto other communication throughout the organization. What what is competitive or market intelligence thatlook like as a function inside and organization like yours? In every company thatI've been at, this is probably been one of the more difficult challenges we'vehad to go in solved, because no matter how much competitive intelligence you do, your sales teams will never be happy with how much competitive intelligence you've done. You're going to give me competitive intelligence on our a prime competitors. Theywant twelve, you do twelve, they want twenty. So, due tolimitations, I don't have I don't have another brending budget, I don't haveteams of people within the Product Marketing Organization. We have finite resources to go anddo everything that we're saying. And...

...so we've done a couple things.One is we've agreed upon, with sales leadership, the core competitors that weare going to go and build up battle cards and and scripting against, andwe said that we would keep it at, you know, depending on the competitor, a certain caidence of updates. That is something manageable that I cangive me up a in and amongst my team myself included, I own competitiveintelligence. I own certain competitors that I keep an eye on as well,because it's all hands on deck when you have a market that's moving as fastas ours is. We've also gone and deployed a competitive intelligence platform, soit's something for us to go and manage in terms of doing a lot ofthe heavy lifting and putting in information, but there are things that we canautomatically set so I can put page links into the platform and anytime there's achange on a compete on a competitors pricing page, I'll get an alert andit may be a maybe that they just change some of the words, butit may be that they had a whole wholesale change of their how they pricedout their platform, things that give us better intelligence. That way we canbe a bit more or drive a bit faster speed to market than we wouldotherwise, because quarterly, every six months. You think the quarterly would be enough, but it's not in this market, and so anytime that you miss somethingyou're always going to get all on it. So bringing some level ofautomation into CEI has been a big help for us and also having an earto the market for those next competitors. As I said, this market ismoving very aggressively. There are large companies. Everyone wants to share the desktop,and so whether it's the CRM company that's looking to move into the contactcenter or it's you know, everyone's always looking to have phone as well aswell as the productivity APPs. It's going to shows walking the floor, meetingwith analysts, talking with people that you may never have a conversation with inyour life again because they work at a competitor, but you hide your badgenice enough that they're willing to talk. It's anything that you can get justto make sure that things don't slip. And no matter how much you do, you always miss things. But as long as you know there's an agreementand a set up on course for how you're going to do with CI,you'll you'll least win more battles and you'll lose with your self teams. It'sgreat. I'm going to go back a little bit to video, but maybeto the softer side of it. You know, you you gave that greatexample of any I think you were at video at the time, right ofthe poor convertectures, and then a video for for to yeah, and sothat the I'm thinking is specifically the story you just shared of a METAAC beingforty grand to get the person off the oil rig versus tell a health youknow, video conferencing. So there's the obvious practical side of it, butcan you speak to like the human side of it, like what is thewhy is video going forward such a valuable part of customer contact and Customer Communication? Not just from an efficiency standpoint,...

...like I can put my face infront of anyone anywhere, anytime, as long as we both have an Internetconnection and a device, which every device is a video device at this point. But talk a little bit to the to the human side of that aswell. Yes, I think their video does a lot in terms of theemotional using emotional loosely, but the emotional side of a customer experience interaction.You know, we brought up the telemedicine, we brought up, you know,the doctor patient. But take contacts on our agent WHO's having to dealwith volumes of calls. That person could be sitting within a financial institution andI could be okay, I'll give an example from from actually from when Iwas at video. You know, one of the challenge is that that acredit union that I used to work with had was a small credit union.I think it was like forty is shfts. They had period spike periods of trafficin their branches and what would happen a lot of times is you wouldgo into the branch, you would go and speak to the person behind thedesk who maybe a your two out of college, you know, the guygoes your withdrawals out of your account. You'd ask some question about a mortgageor whatever and they would hand you off to a one eight hundred number becausethey didn't all the answers, they weren't a specialist in whatever you were asking. The very cold experience you get rather through a dialer. And what thiscredit union said was, you know, every opportunity that that person leaves ourbranch to go and call a one eight hundred number as a lost opportunity becausethey're probably equally is likely going to go call chase or back of America orwhoever down the street. So they started putting in video kiosks within the branch. You have now the facetoface interaction and there's proven studies about the effectiveness ofhaving a facetoface interaction in terms of close rates from you know how much itdrops from a from in person to video to to voice, being the leastcommon denominator. So you're getting the emotional feedback. So, whether or notreally upset with you because it's something you just said, whether I'm happy,I can gage that interaction a little bit more. So you're getting the physicalnuance of the conversation that, yeah, we can somewhat derive out of outof an audio call, but I can physically see it over video. Andthese are more on the basic interaction side. You know, when you're now dealingwith the ability to take video and expand it into the fields of likefield services, where my Internet's down, you're going to try and deploy atruck to me a week from now. Well, if you take your phoneand the camera on the back of it, let's go look at the back ofyour router. Oh that wires out of place. You fix to.You're solving four issues that are causing me emotional distress. And when you havean amount of kids that I have in my house, they arenet being downis an emotional distress. So it's you know, how are you solving formy issues? And that facetoface interaction or sometimes the ability to show what I'mwhat, but I can't verbalize to you because I'm not technical and I don'tknow what wires are coming in and out of my route. And yet youknow, sending a guy a week from now isn't going to solve my problem. These are the emotional connections that we...

...see a lot with video and Istill think that the more extreme, extreme use cases, but beyond facetoface interaction, are still in their infancy. You know, you look at Tele Medicine. Tele Medicine is really starting to take form now and I think is beingdriven now from outside factors outside of the medical community, primarily insurance. Insuranceis now going to reimburse for tell him that tell a medicine engagements. They'renow going to penalize doctors for readmittance back in the hospitals of patients. Soif I'm a doctor and I can get on facetoface with you to check inon your diabetes protocol, you know, several months after you've left it leftthe hospital, and I can check in on how your diet is. Theseare things that are now going to solve for challenge as well, above andbeyond just being a phone replacement because, honestly, if we weren't over videoright now, we would pick up the phone and we would do this overour we would do this over audio. The experience wouldn't be as good,but we would solve for the majority of what most podcasts look like today.So it's solving for the needs above and beyond replacement of a phone. That'swhere video is stilling the void and I think that the faster we get theircustomer experience will start to really shift leaps and balance. It's fantastic because youwent straight to where I spend almost all my time, thinking and working andteaching around video, which is largely unscripted, unproduced, unrehearsed. Is True personto person communication, with a little bit of show Intel mixed in aswell as necessary. So good, Hey. Relationships are our number one core valueat bombomb and here on the podcast. So I always like to give youand thank you again so much for your time and your insights. It'sbeen awesome. I like to give you the chance to think or mention someonewho's had a positive impact on your life, for your career, and to togive a mention to a company that's doing customer experience really really well.So I had to find that if had a little bit of fun to thinkabout this. I think the one person in my career that I would thinkactually goes way back to my first job in marketing when I was out ofa woman by the name of Sophia Williams. She was the for the vice presidentof marketing that I reported up into. She's the first person who beat itinto my head this concept of big n marketing and that marketing is notjust a lead Gen team. They're out the ones who just build battle cardsand data sheets, but marketing has a state of the sales table. Marketinghas a seat of the finance table. Marketing has a seat at all tablesand while they may not be the lead, the lead voice at those tables,you know, to always have that optic of marketing is is as closeto the customer of sale, sometimes sometimes more so. They're definitively closer tothe street than product is and and finance, and so it's always been a helphelping my career in in orienting myself to that North Star of you know, are you thinking big and broad enough about how marketing plays in this worldin terms of companies that are doing customer experience. Well, I'm spoiled becauseI get to watch net new companies come...

...in to market with very cool applicationsevery day through our next UPAS I look at companies like Buber and Dominos andI kind of see, yes, there's a lot of failed ways to goin order a pizza, but you know, every other day it feels like you'rewatching the other domino's commercial and it's like I would never order repeat itthat way, but I but I'm inspired by by the aggressiveness with which theywant to sell me pizza. Yeah, you know, I it's something thatyou know, in con terms of companies that are pushing the limits, interms of companies that are, I think, really kind of pushing how far customerexperience can go, those are the ones that I always look to.And you know, who would have fought a mirror three years ago that you'dlook to a pizza company as where you're going to draw your technology and inspirationfrom? It's when you look at two really simple things that we used todo without thinking about it, hailing a cab and ordering a pizza, andhow far that's really changed. I really I'm inspired by those types of companiesevery day, so outstanding. This has been an absolute pleasure. I loveeverything you brought. I know folks are going to find it valuable. Ifsomeone wants to follow up with you or with vantage, what are some waysthey can connect with you or the company? Brian, sure me personally, youcan follow me on Linkedin. You can follow me on twitter. Ibelieve my handle is be Gilman, thirteen one L. people always miss that. If they wanted to get in touch with vantage, they can reach USaid bontagecom and if they wanted to learn more about our API is like alsogo to next mocom. They can reach that at your Vantagecom as well,but a lot of developers like going straight to the next my website. Ilove it. What I learned about next Mo is was one of many,many really interesting things here. If you enjoyed this conversation and you want morelike it, you can always subscribe to the customer experience podcast. You canfind it at Bombombcom, slash itunes, bombombcom, spotify, bombombcom, slashpodcast, where everywhere that you would want to listen to a podcast. BrianGilman with vonage. Thank you so much for your time today. Hope youhave a great afternoon. Thanks for having me. I appreciate it. Thankyou. You're listening to the customer experience podcast. No matter your role indelivering value and serving customers, you're entrusting some of your most important and valuablemessages to faceless digital communication. You can do better. Rehumanize the experience bygetting facetoface through simple, personal videos. Learn more and get started free atbomb bombcom. You've been listening to the customer experience podcast. To ensure thatyou never miss an episode, subscribe to the show in your favorite podcast playeror visit bombombcom. Thank you so much for listening. Until next time.

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