The Customer Experience Podcast
The Customer Experience Podcast

Episode 116 · 9 months ago

116. Closing Both Loops with Voice of the Customer w/ Lauren Culbertson

ABOUT THIS EPISODE

Customer success’s job is to close the little loop — to solve the individual’s problem. But it’s the role of product marketing to close the big loop and adapt company strategy by listening to and acting on the voice of the customer.

In this episode, I interview Lauren Culbertson, Cofounder & CEO at LoopVOC, about how companies can unify their teams around the voice of the customer.

Lauren and I chat about:

- The 2 loops and how to close them

- Sources of customer feedback (the importance of natural language processing)

- Where to position VOC in your org

- Data sources and segmentation: NPS, online reviews, and Salesforce notes

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.

You need to make sure that you cantrust the data that is critical, but at the same time you know this. This kindof movement towards agility, and especially in the fast world agilityover action of a perfection, is really the Monstra that we take with ourcustomers. The single most important thing you cando today is to create and deliver a better experience for your customers,learn how sales marketing and customer success experts create internalalignment, achieved desired outcomes and exceed customer expectations in apersonal and human way. This is the customer experience podcast. Here'syour host Eatan Beaute, using customer feedback to drive better businessdecisions that seems foundational to a better customer experience and betteroutcomes for everyone right. Well, that's what today's guest in her teamare focused on every single day, she's been seven and a half years atblackbought in sales, marketing, ops and product marketing roles. Today,she's cofounder and CEO of loop voc, where her team builds market,intelligence and Voice of the customer software to help companies unify theirteams around the customer. Lauren culbertson welcome to the customerexperience podcast. Yes, thanks! So much for having me here then yeah, I'mreally excited for the conversation. I love what you're up to your solving alegitimate challenge that anyone spending time in service of thecustomer thinking about it working on it has encountered before. So I'mreally excited to share your story of the kind of the motivation to found thecompany, but before we get into it really quick, you ow, you did yourUndergrad at Clemson in their school of business and you did an NBA, UNC,Chapel Hill talk about that master's degree. Experience from a customersperspective. How was it di e meet expectations to ecceed expectations?How has it srved you it's Enyo aske about that, because I was just spendingthe weekend in Ralih, which is right by Capalo and Durham, so I was reflectingon it a bit actually so good yeah, but you know I chose to do and nontraditional program, so I did anexecutive program and that allowed me to continue kind of my work at BlackBod and also go to a school that was beyond what I could go to. If I juststayed local in Charleston. There's not as many options and so really what I'vewanted to get out of the program was exposure to other leaders, kind ofunderstanding more about. If I want to take the leaf in introneurship by you,know, sharpeting my skills where I might be weaker and and yeah justreally learning from leaders from different places. Bus is what anexecutive Rogram I can do and all those things were absolutely met. I am one of their. You know a veryhappy customer they've had me: Do Promotion Videos so I'm probably ontheir tream. I'm definitely a promoter, but but yeah really great experience. Ilove it and it really. I mean you just kind of an underlying theme that I justpicked up. There, of course, is something that I think we allexperience when we have a good customer experience, which is the relationshipswith all the people involved from you know, in this case your fellowcustomers, the service providers and the people and support of the entireexperience. I'm glad you're, just reflecting on that Yeahso. Let's goreally high level customer experience when I say that to you larn: What doesit mean? What does it conjure? What comes to mind yeah, so I was relockingon this a little bit today and to me customer experience has so much to dowith brand and I think, that's often very overlooked. We a lot of time, seeit as operational and when you first ask that question. What comes to mindis like. Oh, it's, the sum of all the touchpoints of an activity that arecompany has of with customers, but really that's so transactional, andwhat customer experience is to me. It's how a customer gets value from yourBriand, and that starts at the very beginning of the first interaction.They ever see a social post that they...

...might see how sales is settingexpectations in the sales process a lot of times. We start thinking aboutcustomer experience when someone becomes a customer, but a lot of timesforget about why how their expectations were even set in the first place, whichof course, satisfaction like you already mentioned. Is You know whatexpectations did you sai with them and were they exceeded, or did you fallshort and expectations are usually set in the beginning in sales process? Soto me, it's that whole brand experience of how you'r positioning value and thenhow you're actually delivering on it, love it so, obviously an important ifwe are going to pay attention to it, work on it, improve itcrossfunctionally etce, then we're going to be talking about voice ofcustomer, and so obviously that's the VOC and loop voc so give us a quickwhether you want to take it as a definition or something else for folksthat aren't very familiar with the term. Maybe they've heard it but they're not.You know in a team that focuses on it or uses it often what is voice ofcustomer and perhaps what is its relationship to customer experience?I'll tell you a voice of customer is not first boy of customer is notsurveys so a lot of times when people think about voycs of the customer. Theythink the box is checked because they send out a survey or even a bunch ofsurveys that ask how are we doing, even if it's NPS understanding whatcustomers need from them? Moways of the customer is a lot more corvermatic thanthat and really a lot more embetted in how you are naturally doing businesswith your customers, and so it means listening to places where they'realready getting the feedback. So I think I voices customer kind of threesteps and it's almost more of a hierarchy, because the last one is thehardest to get to so the first step is just listening or feedback collectionand that can be from servies absolutely are still a good channel, but it alsois making sure that you are listening when things come up in sales callsthere's great tools like Gong. That can make that even easier. It is takingfeedback that youere, seeing in allmine terviews and social media. It's lookingat NPS, it's looking at. We loss data and how sales reps are saying, they're,losing deals and also Hou. Customers are saying why they're churking so thatKee, that collection is critical and then it's then analysis of okay. Whatare the themes coming out of that peet back data, so this is really where ourUr strength. What are we doing really? Well, where our weaknesses? What do weneed to maybe improve? Looking at how feeback they're giving could beimpacting your performance? So true, if your pestomer are saying we leftbecause of this. Obviously that could have a higher impact than someone whois giving you more constructive criticism, but it might not be actuallydriving your business in a certain direction and then once you understandthat, of course, the Pinnacle is action, and that is the hardest to get to. Isomeone told me the other day that there was a qualltrix report that showthat only five percent of companies are in the action phase is actually, Ithink one of our companies we work with is poral siteand they have an amazing forces. A customer program- that's reallyadvanced to GIV in their size, but hhe. Let me know about that. Five percenttat on five percent or on the action phase, and that's actually doingsomething about those weaknesses and opportunities that you say Gan thattakes us back to where you started with the question and it's so health budesprotip for anyone doing any work of any kind when you are in a definitionalsituation, defining something in part by what it's not as very, very helpful,and so that that five percent number reminds we wee restarted with this.It's not just the survey check the box. Congratulations were done. I feel, likeI pulled some of this forward by asking that question right after customerexperience, but for folks, Wyou Aren'...

...familiar tell us a little bit aboutloop voc like who's your ideal customer, and what are you solving for them? Yes,so luthe CE is a voice of the customer and voicees the market platform. So wework with btbsass companies that are in the startup to midsize business rane.Usually our customers have between two hundred and five zand employees, and wereally help with really providing technology to make that voice of thecustomer process more strewe lined. So we integrate into channels where a lotof times, speed bats, are reabing stored, like sales force for notes fromsales conversations or cussmo success conversations survey tools for thefeedback. That's coming from a lot of these customer experience, surveys likenet promoter score or even csat or CS, and then we also crawl the web forplaces where customers are getting feedback on the Internet like onlinereviews or social media, and we use natirally mach processing, which is aformof mchine learning to scan through all that text and identify the keythemes that are coming out of it. So you can understand the action that youshould take. So, for example, you know a customer could see that over acertain period of time, there'd been more complaints about how long it tookto get any as er firm support, and then they be able to actually shift theirsupport strategy to better meet those needs, and that example is actually anexample of one of hour. Customers that they had was able to maunch chatsupport, just based on understanding how their customer needs have changed,even though their average responsetime was staying. The same so they'reHanning, the Quantita of Gol, but the qualitated data that comes out offeedback can help you understand when your own goals might be off. Based onwhat customer Le Really Good. I think we're going to get probably deeper intoseveral of the things that you drove by there, but before we do we've alreadydesfined voice of customer, which is the VOC part of Lop Poc, I feel like.Is there something about the customer feedback loop and listening andanalyzing and acting t is? Is that part of the loop in N, the company's name?And how did you arrive that it just kind of for fun? Yeah loop is the whenyou ere, when you achieve the pinnacle of closing the Loob Shifting Yourcompany strategies that is penof closing the lip. So loop is kind of aplay on the fact that you know once you listen to customers, it's importantthat you're actually acting on that feedback and then continuing to listento them again, because Wuest strategy is' only going to say relevant for solong. I think it's really interesting since ielanchli was actually two yearsago. Last week that I oragually Atonslin ye tank, you, I think a lot of times. Companies willthink about the the little loop whut ie hoad, the little loop, which isfollowing up with an individual customer to say we resolve this problemor making sure that they're satisfied, but a lot of times we don't close thebigger loop, which is actually changing company Strategis US saying, okay, weare actually going to act on this information by changing our crising orchanging our product, Roa back or shifting to a new support model, andthen obviously the loop has to be closed on a group EER scale, becauseyou're actually impacting a huge thing of your customers. The loop and LUV VCis is all about the action. and honestly, I can't even remember it youjust like. I think I just like woke up and was like loop and it just madesormuc sense. I love it n and the really cool nuance. You've added hereis that big loop piece. I because you know I'm just thinking about the workthat we do here a bombomb and certainly we're pretty aggressive about closingthe little loops, especially extreme, positive and extreme negative, but butthat big loop is something that is, you know, becomes operational and ittranscends any of that and it gets...

...ahead of so many like you have to. Iwould assume that if you start to do this very very well that there's fewersmall loops opened because you're addressing the bigger loop, that'sactually a point. Yes, one hundred percent. I know I know a little bitabout your founding story, but I would love to hear it because you are like somany of the guests on the show where you are solving a problem that you hadyourself in a previous role and so the way you defined voice of customer andintroduced who loop Vioc is, I think, gets at it. But let's get one layerdeeper like where were you? What were you up against and how did thisopportunity to bring everything together, Amerge for you enough, sothat, while you're in thes entrepreurship program at UNC, ChapelHill, you say I'm going to go. Do this just I'll start off just in general, Ithink a lot of entrepreneurs have that brain where they have consantlyhave ideas, and so ive talke to many enginers that have like an idea bookwhere you know they have companies that can start, and I've talked to alsopeople that are on that fense of wanting to be an entrepreneur, butbeing too afraid to make the jump. CICH is the hardest part is saying: okay,I'm Goinna give up my nice corprate salary and just go onin with this thingthat probably won't work like based on statistics but with Luk the that'st whothing o describe it. Is it just? Was it haunted me? The problem haunted me. Icould not shake it. I could it wouldn't Leav me. It haunted me for seven years.So when I started at Blackbod, I was in sales. I was a BDR and I was talking tocustomers every day. Seen Er making sixty guys a day, I d get on the phonewith twenty of them. One would become a lead. Even then, it was reallyinteresting to me, there's so much process for that one leade that I wouldget what they needed, how we can help them. What theyere going throughthere's no process for those nineteen calls that I talked to, but didn't wantto do business with us and they were telling me things like competitors areprising you out of market. This company over here is developing a feature thatbetter serves my market needs. You know, here's where I'm I've heard bad thingsabout you, and it was really you know kind of porplexing to me. So I becamevery interested in how decisions were made at a company. How did the companydecide when they should shik their strategy, and I found that marketingwas a big place where thos kind of decisions were being made, and so Iwanted to go in marketing, because this was interesting. I and when I went inthe marketing I' found that the way the decisions were being made, which isvery common for a lot of companies, especially one that was black bod size,was doing one or two surveys a year spending a lot of money waiting sixmonths for those results to be analyzed and then saying: okay, Yous, what we'regoing to do for the year ECAUERE. We need to build the product for thissegment, who I e need to change positioning. We might want to do somerepricing. Let's pick off our annual plan, hey, maybe youdon't even me, tireto a three year plan. It just was not leverging any of those insights that wewere getting on the front line every day and I think that's anotherimportant part of VC is like your frontline people. You have to empowerand trust that they are good source entelt, but I got the opportunity toactually change some of that when the company was moving from being an onprem legacy software company to be assass company because suddenly waslike okay well now, there's something called subscription revenue andsomething called retention. Yeah, we're going to need to be a little more agilein how we're delivering value, and it's very common to think about that or theproduct perspective, because you have Adal Rod, maps and no longer. Is it awaterfall once a year, approachd rolling out features it's you knowevery day, even but people weren'...

...thinking about that from a positioning,ind, a go to market perspective or even a customer experience perspective, andso I got to kind of create a process where, once a week, we would meet withexecutive leadership, and I would present the key themes that were comingout of feedback from customers prospects in the market. What thatlooked like on the back end was every Tuesday I would meet withrepresentation from sales customer success, legal fience, marketingproduct any function. You know of the customer experience and we would talkabout what are the key themes, we're hearing from customers and prospects interms of what's going well, what's not going well. How is that tired torevenue? And what do we want to bring up as in terms of actions that made metaken to hit our numbers? We present that to the cease weet every Thursday,every Thursday decisions were made every Thursday we would say, okay, youknow head of alrredo. What are we doing to solve this in Canada? Okay, we'regoing to pivot, and this was a company T at was known. Like we're thirty yearsold, we were no verbeing, a dinosaur like not Itoi, but because the seasmeetactually was connected to quantifiable trends of here's. What we need to do tohit our numbers based on what cusword need we could move so much faster andit was really also inspiring to the front line employees to because theywere being listened to, and then they were little clotes, more deals orretain more customers, and I was really powerful and I think what really itstood out to me was just how it changed the culture of the company just to beso positive, and obviously our customers during that time like and ifyou look at blackbod stock price. During that time, I as like twothousand and fourteen, when we moved to the cloud and we're having thesemeetings like it, is very line with Wer. You could tell we're meeting theirneeds. You know. Obviously that process I describe is a lot of work. Readingthrough thousands of pieces of text sales force, notes, SRM that it washard to maintain and expensive to maintain and the only options hat wereout there. These big companies like Qall tricks, which are great forenterprise companies, but a lot of times. You Know Small Gartrmens, getboard that, and so again I come back to like there'sproblem and I just kept thinking about if there wassome sort of way for there to be this repository where technology yo couldautomate that and even like started talking about it. Ias like Oh, we needlike a Lut, we need loop and, if theeers like Oh yeah, we need loop andthen, when I was at TNC, I was taking thei trick to Denmark and I was visiting an accelerator and this engineer came up. Penny couldn't speak,barely any English actually because he was from Germany, he was presentingnatural lagage processing and it was bucketing together these Li worvs thatweren't the same word, but it was basically contexturalizing themescoming out of text, and I thought this is the future. This is lue. This islook, and so I was immediately googling everything I goold about naturally wishprocessing deep learning ai very quickly knew I would never know enough.So I came back hired a view. Data scientists on the side to run models ontexual data to see if it could even be close after about a year. Ias like okay,this cand work and then went on right. That was a really long but fascinating to me. It's so wonderful anand it reaffirms to me something that I believe is very very true, and I thinkwe just go to like just generically speaking ai right, like Ai, is notuseful unless you have very large Dataset and humans that trulyunderstand the problem and I've had like their hands in it and they'veworked through it and it's a struggle and all the stuff like you went, youdid I so much of the the An the other folks you're working with so much ofthe heavy human lift to truly understand it, so that you're not justbuilding or throwing software solutions...

...and hardware solutions at a problem,but instead you're truly solving it from from a deep understan's. Afantastic story really really enjoyed it and it I's obviously a lot moredetail that I had before from a let's now, let's just bring itback to the listener here. So maybe there's someone doing a similar role,as you were at black bod, where someone's running around and collectingthings and sharing things and telling things and organizing information run.That down for folks like what are some of the the primary like when you, let'ssay, let's say loop on boards, a new customer. What are the? What are thefive to ten most Coren? I'm making that number up? How many useful data sourcesdoes your average new customer have and what are some of those channels orsources. You've already mentioned a couple, but let'slet kind of boil thosedown really in one spot. This is important because a lot of timescompanies will get really focused on having a perfect dataset that isweigted and removes all bias and are thinking about it from a very marketresearch standpoint and absolutely you need to make sure that you can trustthe data that is critical, but at the same time, this kind of movementtowards agility, and especially in this ass world agility over action of aperfection, is really the Montra that we take with our customers and thatwhat I've seen even those companies that aren't our customers and are themost forward thinking in their vc or doling. And so, when you think aboutthe Datasets, you want to start with. I usually like to start with NBS, becausemost bbbcass companies are doing that already. It's a great wage t also addsome quantification beyond just frequency, because you have a score andyou can tie that with centement analysis to say: okay, what is theimpact on our NBS or if we were to make a change? The second is online views, which is oftencontroversial when I'm talking to Casmishpo for at first, because I thinkonline reviews are a oftentime. sphought of outside ofmarketing is marketing fluff. But if I force someone to actually read ArReview they're like Oh wow, this person's, like giving us Criticisi'mlike yeah they're, giving like they have to it's part of the question, andso it's not just a gelp review like a review that comes from I'd, say: Gt,crowd, Captera Trust, radius, interest pilot ar the most vewse that I've seenin the BB SAS space. There's really really valuable data. That's coming outof that, and it gives you a datapoint from a different stage of your customorlifetycle. The other I'd say like this is, would be like a well rounded threeNPS online reviews and then sales force notes either coming from deals that areone and loss that are coming from customer successing. why O customerleft- and I think this is important because it forces the program from thebeginning to incorporate not just direct trem, the customer Beeback, butalso it says, I'm trusting the speedback coming from my frentlineteams, because they are the connection to the customer and we can get morefeedback from their interactions than we can bombarding every single customerto get us to be back all the time. So so this are that's the three h wonts atStarcoris really good. How do you intersect, or do you intersect thatdata with things like product usage data? However, the company issegmenting their customer Bays, perhaps lifetime value, etcetera? You know youalready reference like. Let's take this information and not just solve problems,but also project impacts of things, so I assume that you're intersecting thiswith different customer types, lifetime value etce. What's the bridge that onehundred percent segmentation is huge...

...and that's actually been, our primaryfocus for this year has been continuing to evolve, that functionality so that Ijust actually posted about need space, egmentation, going int, O two thousandand twenty one, and really looking at all of that kind of phormographic ordenographic of your BBC Data about your company and the segments you'rebuilding out, but also segmenting on customers. That might not look like,but they have the same needs, and so you could position in them se in thesame way. But a lot of that is already pulled into loot because we integratewith things like SAMs forse whichill often hold a lot of that data. Alsolike places like segment that are storing a lot of signetation data. Thething that were were thinking more and more about, and is we don't have agreat perfect ancwer foryet, but I imagine it's probably. An intigrationof some type is really bridging the usea product I egeta especially forproduct like groth companies and the quality of data, and you see a lot ofcompanies like Pendo. For example, they have an MPs in their ACP, and so youcan see the analysis of the text with all the other metrics, but gettingbeyond just that NPS survey and then also looking at the quantitative,that's coming from. You know, product usage a lot of times. Companies arekind of matching that up or putting it together in like Metabolo, but there'snot a perfect answer for that one. Yet I think that's that's the future yeahgood what', it's comforting for me to hear is we try like make all of ourstuff connect and tell better stories to help people were effective thatthat's still not fully in a lot of the loops that a lot of customers arechallenged within working on? Where does this live a lot of organizations?I can see this being an initiative out of CS. I can definitely see it comingout of marketing in your story, of course, is marketing and productmarketing, in particular with a little bit of marketing, APPs flavor to it byWHO's, having most of the conversations as potential customers with loop and orin an onboarding process like who's at the table. It feels like thistranscends every team. That's e Allenge that you're solving is this is biggerthan anyone team, so it has never been solved effectively before like who haEse people at the table like who's the primary driver. What does this looklike inside an organization? Yeah? It's a great question. This has been the keylike the the K challenge, an opportunity I would say of our journeydefining product market fit as a startup. Obviously, so I think Imentioned yeah. I have a product marpeting background and I wore thathat at Blackbod, because there isn' the hat of voice, is a customer managerwhatever you want to call it because being a company that was just movingAass like we didn't, have a a customer experience team at the time and sowewere just kind of pulling people off. I think product marketing is a greatrole to kind of take charge on an effort likethis, because they do already sit between so many functions. But thatsaid, when you talk about yourself being avoice at the customer platform, everyone is immediately going to thinkcustomer success and when we are first talking to questiomer like launching inthe market, customer successor were who came to us and I've learned a lot about.You know customer succession leadership over the past two years. The challengesthat customer success is not customer experimence and a lot of times. It'sthought of that way. But we talked about big loops and little loops.Customer success has a little loop that they are humbled to solve, and so thatis ar prarty number one. There will lose their job if they don't solve that,and so a lot of times they closing that bigger loop comes second and so a toollike loop is almost a nice to have for them, because we're not help we're notgating, say we're not helping them. You...

...know cree to have customer health scoreand help them solve that fum with that cusmer. At that time, we're oing themsay: Hey, take this to the CEO and show him that you are going to lose twentypercent of this segment of customers. If you don't shift your pricingstrategy to be more inlined with what they're needing and I'v found thatthere's really not a standard forfet loans that in a company, but the bestapproach is having to your point- The keyplayers come together, which ismarketing product and customer success. Those to me, if you don't, have acustomer experience team. Those are thesers that are in looped they're,like all at was every single one of our customers. Those afunctions arerepresented, and I think that's what is represented by strong DC program, loveit and I'm sure it winds up. You know you get everyone at the table, I'm surewhen she raises her hand- or he raises his hand in different companies thatyou wind up, probably with different rules leading in implementation likethis. Are you seeing have you o mean, I guess, even in the two years or in yourcareer in general arewhere? Do you think we are in terms of havingoperationalized CX with CX teams and CX titles, especially you know whereyou're spending a lot of your time now, which is be to be Sass? Is it tenpercent of the conversations this is represented? Is it s at twenty? Two isat seventy five. You have any thoughts on that or observations. I was verysurprised with how how far we have to go as an industrywith CX, because I think if you were just an outsider, looking at like yourlinkedin feed, you'd be like wow all these cutting edge, CX themes like thisis amazing, everyone's so far along but like when you actually get in and talkto most companies like they're figuring itout, they're figuring out things like. Where should this live theyare theylaunched to CEX team, but they found mistakes with maybe putting it in thewrong place or making it too broad or not, giving the wole the empowermentthat they need actually drive decisions. You know I've read some articles thatmake a lot of sense to me, which ist like the Co should be the head of CX.But then, if the CEO is a product driven person, they're not going to begiving that CX, the Importan senit needs, and so you know that was anotherkey challenge with starting loop was. I went into it thinking ia working at ata very legacy company, like surely everyone else in the inustry wasalready doing this. We were just going to make it faster and more hortible,but really it's a new. It's a new category and it's your point earlier.It involves so much collaboration like it involves really working togetheraround a common goal, and that is why CEO involvement really there's no wayaround that in the beginning like if you on't want to see you that's makingthis a priority. I just don't think it can work. I'm curious your thoughts onit yeah it's interesting. I see a lot of CX coming out of CS if it's beinglike acted on or operationalized anyway, I'm certainly seeing more CX titles,but those titles mean the same variation. I mean some of them arelegit like you go solve this, tell us what you need. We need to do thisbetter, get everybody in a room and do it regularly enough, so that we canmake some kind of an operationalized sense of progress here, but then also,I see just CX being slapped on what is a CS role, just straight up I's,definitely postsale, it's very clearly traditionally cs by definition andhonestly, one of the one of the ways that I got bying. The variety ofreasons that that my team supports me having conversations like these andpublishing them and spending time doing it, which is an absolute joy andprivilege, is that these are. You know a lot of the questions I ask here inour conversation Lauren, but also the...

...you know, hundred and whatever thatcame before it. I'm asking questions on behalf of our own organization, becauseyou know we have a lot of the same challenges as we've already talkedaround, which is we have a lot of different sources of data. The productteam is looking at Tableau reports that they've put together with product usagedata, but it doesn't totally intersect with what the finance team is saying interms of trends and segmentation in terms of conversion rates, lifetimevalue et Cetra, various conversion rates, mind you and then you know we doa pretty good jobs, an executive leadership team of bringing in CS teammembers into our weekly meetings, bringing sales people into our weeklymeetings. Deas one deals lost themes that are happening out there, and so sowe're good at doing a lot of it. But you know to the challenge you set outto solve with Loub. It doesn't all live in one place and the stories are a bitdisparate and sometimes they conflict with each other. I'm thinking of onesegment in particular one of the things I look at and I'll give it back to youfor whatever observations you have about what I share. You know aparticular customer segment of ours. I like to look at our customers in termsof how many videos they're sending, if you send a thousand videos or threeosand videos or fivezard videos. You've clearly identified a lot of use casesand you're using the product in the spirit in which it was intended, whichis to replace some of what would otherwise be teked out emails or typeout linked in messages or whatever right. It's cool. If you, if you're foryour customer and you send one video a month to all of your customers, butfrankly, you could do that with male chimp and Youtube, or you know whisteaand constant contact or whatever like we that's. You could do that with us,but that's not what we're trying to do so, I'm looking for customers using theproduct in really interesting ways and then getting to know them, and why didyou send your two thousand seven hundred and eighty fourth, video andunderstanding them and what their business looks like etcetera, somedoing that over years, ihave pretty clear picture. So I'm looking at thisparticular segment and they're dramatically overrepresented in termsof accounts that have sent fivesand videos or more it's like fourx, theirrepresentation and the customer population overall. But our CFO islooking at that same segment from his seat and goes like this segment is notvery good for us and I'm looking at this segment going this segment'samazing, and so it's like there's a truth in between their somewhere meanreally that you can start to pursue that as a question. But we all see thecustomer a little bit differently. A salesperson definitely sees a prospectdifferently than an onboarding manager sees a new customer. They just see thatperson differently period, so I think we all see the customer differently. Sothis organizing it and allowing everyone to operate a little bit morefrom the same story, lines and themes and trends and things that are changingis just so useful, so useful, and that is such a great example that we just gaveof silos. Unfortunately, but even if youwere working together, which just seems like you were, because you even got thedata to know that you know youas looking at different way like reframingit, as all of this data can tell us a story,and I don't know I've been thinking a lot about data, not just because youknow Livs, a data company, but also just our current world is it's it'svery easy to get pulled into what data says from certain reports. But data canbe read anyway, that you want it to right. It's it's biased with how it'sanalyzed and even with machine learning machines learn from humans. So thecollaboration year comes in again is: Can we get all the right people in ouroom to have a discussion, I'm sure the CFO? You know I ws just doing asegnontation to exercise myself where we found a similar problem. Our highestcustomers o the highest adoption that we're hitting like the key valuemetrics that we set up hic could be similar to the amount of video scentwere also had our highest a position costs they just didn't, and so what weended up doing was what is the break even point where we actually are a costof acquisition becomes worth getting.

Those customers that are adopting ustoday. Is it increasing how much they're paying us because they'reseeing a lot of value, and so then they actually become a really valuablecustomer in our cos za be, or is it trying to take out some of the costfrom how much it takes to require, then by providing value in a new cannel andnot relying on calling all of them? I think it's hard to get every decisionmaker at a company in a room, but that's where, like imbedding it in partof like your weekly or monthly leadership meetings, the voice of thecustomer and Frestiomar experience is so critical, justs, even just knowingother points of view and like what other functions are looking at. So yourcofounder, how many other cofounders and two other cofounders we have faryis our technical, cofounder and R CCO and then Brob is our CFO operationsfinance a lot of YEA Wer, a lot of Pats, of course? And so I guess what I wasteaing up there is this: Did you have a shared philosophy about the experienceyou wanted to cread and deliver for your customers on the way into this? Wedid. All of us have experienced good and bad culture for this type of work,and I think it's almost eeqlly as important to experience the bad,because you can see how much of an impact that has on the potential of thecompany. So all of us have shared values, one of them beingdemocratization of data, so unlimited as very important for us for users tonot be our value pricing metric, I what we charge on, because we want crossmunctional collaboration to be part of our. You know onboarding from day onelike as many people in your looking at the same thing as possible, just tas anexample, but we all kind of share that value so good, that's just a like a adouble back on a Jus, a place where we were. I don't know twenty five minutesago or fifteen experiencing bad culture is like helping defind something bywhat it isn't. I'm not Quetsur exactly we want to do, but we don't want to dothat. Yeah, really, really good, Hey! If you arelistening to this and you're enjoying this conversation, I've got a couplemore that I think you'll enjoy episode. Eighty one with Aaron Wiki, the CEOGatherup, which is they help teams collect customer feedback. So we callthat one for truth to make customer experience the backbone of YourBusiness and episode. Seventy two with Cheni Benzur, who is head of marketing,media and growth at crunch base. She also is a product marketing background,as you do Lauren, and we called that one better marketing through productsales and customer conversations. We talked a lot about how to get theseconversations going, Internallis that everyone can get on the same page,something that you're tackling in a really unique and powerful way. I'mreally excited about it, and I appreciate you spending time with us onthe customer experience podcast before I let you go Lauren, I would love togive you two opportunities to first is to thank or mention someone: Who's hada positive impact on your life or your career, and the other is a shoutout ora not or a mention of a brand or a company that you really appreciate forthe experience they deliver for you, as a customer shoutou would go to MaryPatanela. She is the chief Revenue Officer at Caulral, which is a startupin Atlanta that focuses on Paul transfiption and intelligence. She hasbeen a mentor to me my entire career, I starting from a bdr kind of inspire meto go into marketing and has been with me as I started this company also withthe responsibility on me to be the voice of the customer manager, inaddition to my product marketing job- and I was very upset with her at thetime because it seemed like a lot of work. But now I'm aturenly grateful,but just a great example, woman, really empowering and lifting up other womenaround her. So shout up to Mary Patt...

...and yeah. My I recent Ga smomeexperience and I want to give a BA o, be one because I think that's reallyimportant interesting just for for my world and and yours is ato pilot, soauto pilot, I'm always delighted by them and what's most interesting is. Ihave no customer success manager there IAM paying their lowest here, they'revery product like word company, but they have sed the expectations andtheir shaves and marketing from the very beginning to be selfservice lightweight and when I need support, it always is abotten beyond myexpectations. So autopilot love that tool for its product, but also greatpesmer experience ever all really good. I mean that just begs: I could havegone down Lorn and it was all I could do not to ask these follow cous. Icould have gone down at least six or eight other conversations with Yous,including the going deeper on expectation management, but we willcall this a conversation and, if folks want to follow up on it, where wouldyou send people to connect with you or with loop, VIOC or anywhere else? Youmight want to send people who enjoyed this feelfre to just email me directly,Mauren at ovccom Lupcom? Is Our website and it' really easy to kind of tact asthe air as well, but fell Reedo rechot directly. Super! That's awesome thanks!So much I enjoyed it, and I appreciate you yea appreciate you thanks forhaving eten clear communication, human connection, higher conversion. Theseare just some of the benefits of adding video to the messages your sendingevery day. It's easy to do with just a little guidance, so pick up theofficial book rehumanize Your Business, how personal videos, accelerate salesand improve customer experience learn more in order today at Bombamcom Book.That's Bo, MB vombcom book thanks for listening to the customer experience.podcast remember the single most important thing you can do today is tocreate and deliver a better experience for your customers, continue learningthe latest strategies and tactics by subscribing right now in your favoritepodcast player, or visit Bombomcom podcast.

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