The Customer Experience Podcast
The Customer Experience Podcast

Episode 123 · 11 months ago

123. Transforming Customer Relationships with Transparency and Collaboration w/ Scott McCorkle

ABOUT THIS EPISODE

These trends will be important for the future of CRM: transparency, multiple companies working together, and proving value using a new wave of enterprise software and data sharing. What if we started to think of the customer being part of our customer system?

In this episode, I interview Scott McCorkle, CEO at MetaCX, about how to reinvent CRM with transparency.

Scott and I talked about:

- The definition of competitive customer experience

- Trends in enterprise software driven, in part, by the pandemic

- Feedback on MetaCX’s emotional outcome-based view of relationship

- Embracing uncertainty, challenge, and mistakes in the startup world

Check out these resources we mentioned during the podcast:

- Scott Dorsey

- Delta Airlines

- MetaCX

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The foundation of a relationship between asupplier buyer is identifying the outcomes that the buyer would like to achieve how thesupplier will achieve those outcomes. The single most important thing you can do todayis to create and deliver a better experience for your customers. Learn how sales, marketing and customer success experts create internal alignment, achieved desired outcomes and exceedcustomer expectations in a personal and human way. This is the customer experience podcast.Here's your host, Ethan Butte, reinventing CRM, customer relationship management,reimagining the customer life cycle through the Lens of the customer. That's where we'reheading today on episode one hundred and twenty three of the customer experience podcast.Our guest spent eight years at exact target, where he served as president of Technologyand strategy. He spent three years at sales force, where he servedas CEO of Sales Force Marketing Cloud. For the past three years, heserved as CEO at metic x, where he's also a founding team member.Meticx is bringing together the suppliers and the buyers of enterprice software for better collaboration, greater clarity on desired outcomes and real time visibility into true customer success.They're all about selling on value and renewing on proof. Scott mccorkal, welcometo the customer experience podcast, as you think. Thank you so much.Thank you for having me. Yeah, I'm really excited about this conversation.I think what you're doing is really cool. I think it's one of these thingsthat seems like should have been solved already, but as I think backon all the conversations I've had over a hundred and twenty two episodes, itclearly hasn't. So I really appreciate what you all are up to. Butbefore we get into it, I love to know what you think about thescene in Indie. I feel like Indianapolis is like this slightly under the radartech hub. You've obviously built a very successful software management and leadership career there. What's going on in Indie? Yeah, it's Toad trific startup. Seeing alot of technology and innovation and you can trace a lot of innovation centersback to roots of companies that made a big impact in Indianapolis. The indiearea was very fortunate to have exact target of fired by sales force, interactiveintelligence by Genesis and Jie's list is based in Indianapolis. You had a lotof marketing tech, other companies like a Primo, very early pioneer, andmarketing resource management. So from that foundation you have all these executives now withexperience, ideas, competence, importantly, and off they go to start companies. There are dozens of companies that have sprung out of the exact target lineageand it's a very, very exciting scene. It's really cool. I've are.Our Son is heading there this fall for college and so we visited afew times and it's like it reminds me a little bit of like shopping fora car, like as soon as you kind of narrow down to two orthree models, that's all you see on the road. You know, likeyou're just and so I feel like the more attention I started paying it toIndianapolis, more obvious it was that there was all kinds of cool activity goingon there and we're really proud of the whole midwest scene. You look atColumbus, Ohio and Ourbur Kansas City, Cincinnati of course Chicago as a biganker in the Midwest and I think what we've all experienced this last ten monthsis you can be anywhere and these are wonderful locations to start companies that havebusinesses, very business friendly environments and very, I dare say, Cosmopolitan. Thedowntown area and indies very walkable. It feels like you're in this cutelittle European city and it's just lovely. Yeah, totally agree. We stayeddowntown last time we were there on the canal at that point and walked quitea bit all over the place in all in all directions, and you havea state park right down there on the river, but right pretty, whichis super unique having a state park in the middle of the city. Butwe'll call that an quick drive by on Indy. Thank you for doing thatwith me. I just personally curious what...

...your take was on it as someonewho's been there for years. So let's go now Scott, where we alwaysgo, which is customer experience. When I'd say that, what does itmean to you? How do you define it or what characteristics would you liketo highlight? Yeah, what a great place to start. And Ethan.First, my head space is very much in this enterprise, B Tob World, which I think is fair to say is bringing up the rear in thewhole digital transformation category. In the buyer supplier relationship, there are requirements ofbeing a customer. Things you need to do. You pay invoices, training, sign contracts, it's called support, track shipments. There's this whole varietyof things that just fall upon a customer. That's customer experience. For a supplier. These are moments to make things easier for the customer, to showcare and attention, fixed things when they go wrong. Customer experience. Now, being a customer implies that you have a product. That's ultimately what makesone a customer, and especially an enterprise be to be that experience in theproduct matters most. But ironically, if you look at the product experience,which is why you're a customer in the first place, and the customer experience, which are all these things that are required of you because you're a customer, they're completely separate. There's no real connection between me and my product,using a product here and me engaging in some renewal exercise for the contract orinteracting with support, and those need to come together. In fact, Ithink if we look at the world of digital transformation and ask what that meansand is that important? I think a good place to start is you removethe distinction between being a customer and using the product. Product experience, acustomer experience become one. Now, finally, around the ring, there are countlessinner actions that are in service of that. Newsletters, conferences, blogpost content, marketing, all that's customer experience to but that piece in thecore, I think it is the most important. What is it that you'reexperiencing to the product and what is required of you because you're a customer?So good, I think you just painted a picture for folks of where we'regoing to be going in just a couple of minutes, specific to Medicx,because it sounds like the way that you laid that out, you obviously viewit a very particular way and you've created a solution around it. But whilewe're still here on customer experience at a bit of a high level in yourview and in your experience, what does it mean to compete on customer experience? Means? Certainly was at an early premise of the show, through thefirst probably through the first five or six episodes. Is Very obvious that thisis a point, if not the point, of competition presently and going forward.Give any thoughts on that? I sure do. I think it's avery important point for all of us to Digest. That starts in the worldof technology, especially that product differentiation is really gone. There are so manyalternatives in any product category that, candidly, would be a fine choice for abuyer to pick. And all of us have so many powerful tools atour disposal now, aws, Google Cloud asure. I mean it's amazing whatyou can unleash in a very early stage of a company with these am usingpublic clouds is mind blowing. So the idea that you could somehow differentiate withtechnology or this feature or that feature, I think is long gone. Sohow it is you show a customer that you care, that you are bringingthem into the process of identifying their needs, showing a path to solve those needs, doing that in such a way that the customer sees it, theynotice, they say to themselves, I like this, I like the waythis interaction is happening. I would miss it if it were gone. Thatis competing our customer experience. I so appreciate that you went to use severalwords. They're that are essentially immeasurables. But we all know that they makesuch a measurable difference and it's just hard...

...to get your hands around it.I feel like some of the language that you use there in terms of caringand what we make people think, and I think what you were describing therefrom the customers mind is probably not conscious, explicitly conscious to the customers, justsomething that they feel inside them. And I think that this when wetalk about the humanization or the rehumanization of business, when we talk about someof the warmer, softer words that have entered popular business vocabulary, like empathyand vulnerability. I think that's what we're getting at and I do feel likethere's this move from the, I guess in industrial approach to things, wherewe construct things and measure the measurables and kind of set the immeasurable is onthe side because they're soft or because we can't get our hands on them.But it's really interesting to see this coming together. In your view. We'rechatting a little bit before we hit record, of course, and you mentioned thatyou feel like we're on the cusp of something really exciting in this wholezone. Is Anything I just monolog down there related to some of the thingsthat you're excited about. It really does. But your thought has a real importantto trigger something that I've loved to anchor on and then expand out tothe inflection point. I think we're at that humanization element. In my experience, and I'm thirty years in enterprise software, where I think I've done the bestjob at customer experience, just with respective my interaction and just direct influenceof the experience. In a moment is when things have been the worst it'sbeen in a red account. Something has gone wrong. It's a highly escalatedsituation and when that hats a that's very focusing, that's very clarifying. Allthe BS goes away. You Zoom in and you focus on what's gone wrong. What will fix it? How will we keep track of the being fixed? Clarity is of the essence and if I reflect on relationships I have inthe business world, by far the best people I could pick up the phoneand talk to that I haven't talked to him fifteen years. Are those examplesof escalated situations that required intense focus effects. So there is that human elements that'svery much a part of this and how us, it's humans solve problemstogether now. How we used to do that, coming facetoface has changed,and even when we're all able to hop back on whatever plane we want tohop on and jump all around, I think there's been a realization of productivityand a leveling of digital interaction that we're not going back to that. It'sjust effective. I don't know where I would find two hours to go tothe airport, hop on a plane and get to my hotel. You knowwhat I mean? I've I fill that time up with something else. SoI think that's going to spill out into how we all interact with our customersin the B to see when the many's and the enterprise be to be onetwo ones. There's going to be this expectation of a digital layer and enhancingeverything that we do. That I think we've accelerated by five years in thispast few months. Yeah, really exciting. I agree. As I think backabout how much time I I mean I mentioned my son earlier, butwhen I think about how much facetime I've had with my wife and son andhow much more productive I can be in any five day period, I thinka lot of that is affected by being able to reach people much more quickly, much more often, more faces, more interactions throughout any given time period, because I'm not, you know, sitting out a plane or sitting inan uber or a or a lift. So I feel like again, you'vealready kind of foreshadowed this a little bit. But for people who aren't familiar,tell us a little bit about metic CX specifically, like who is yourideal customer and what have you set out to solve for them? So wesee that the foundation of a relationship between us, a fire and buyer isidentifying the outcomes that the buyer would like to achieve, how the supplier willachieve those outcomes. And as we rethought the idea of customer experience and thought, how can we make it more digitally...

...transformed? How can we have thesupplier and buy are interacting together in a share digital space that each sees astheir own, to manifest the relationship, to see if things are going okay, back to the idea of a whole customer system, crm customer success asa whole bunch of categories of customer systems. We found it ironic that the customersnot part of those systems. There is an exhaust a trail of dataabout them that the customer isn't there. So if we start to think aboutwill guide? Is there more digital transformation left to happen, then has happened? Yeah, there's we got a lot more to do. Well, whatmight that look like? Well, what if we started to think of thecustomer being part of our customer system? What if we started to think offrom the earliest moments of engagement and deal management, the suppliers and buyers havea place to work together to define the requirements of their relationship and how wemeasured and then all the different components of the life cycle and the various handoffsthat happened and then, ultimately, the proof of performance. I'll just upinto that just a bit because we all know the world of digital products arelend themselves to be highly measurable, and I believe what we've been measuring upuntil now is product characteristics. What's happening in the product? Who's clicking onwhat? Who's doing what action? It's not customer analytics. It's not howis the product being engaged in such a way to support the outcomes that weredefined early, the micro value that needs to be delivered on the way tooutcome achievement. So it's really a rethinking of that deal management, to handoffs, the proof of performance, suppliers and buyers being equal in one place tohave a successful relationship. So interesting. It reminds me a little bit.I mean this is the middle ground and actually it's probably be a better placethan remember in coming across the idea of Vrm a couple of years ago where, you know, we as consumers would have vendor relationship management, where we'dhave a platform where we could manage all of I just think about it personally, like all the personal subscriptions and things that I have, but I likethis idea of bringing both sides together. So so, just a really gutsof it, what you're offering is as a maybe a cobranded space that bothpeople can come into it anytime. That's maybe bringing in some data from othersources, from both sides of the relationship, like just go, go one.You're deeper into the practical because I think it's really interesting. Yeah,and you're touching up something very important with the data. So yes, acobranded space where a supplier can expose to their buyer really without any need forthe buyer to be aware of what's happening. Other they've been invited into a sharedspace or the buyer themselves can say I would like to actually step intothe medic x environment more directly, because there are many use cases where thesupplier by itself does not have a full picture of the Roi or the benefitsthat are being delivered by the product, that there's something downstream happening with thebuyer, other systems or other backing processes that, if made available to thesupplier, would help both parties see that values being delivered. So part ofthat the quality that we see between a buyer and a supplier is both getto contribute data to say here's what we see happening. Each up to thecompany. No data could be shared or a lot of data could be shared, and when we think of sharing data's really an aggregated level of performance andmetrics, but very important for both relationship sides to understand, hey, isthis thing working or not? What we see happening is very exciting for usas we've had buyers get exposed to something...

...that we have gone to market positioningto suppliers. We've had buyers reach out saying who we introduce you to moresuppliers, because we sort of like the way this works. So we're veryexcited about that. And when that happens, the buyer is actually able to seemany vendors, so they think it is a brm. The supplier thinksit's a crm. We have no idea what to call it. So we'reall ears if you have any ideas here in our our session. You know, every company likes to think Oh, or created a new category. Rarelydoes that happen, but we think, we think this is one. Andimportantly, one more thing. One company does not get to create a category. It's not that we don't get to declare we hear by it. It'sa movement. There have to be companies of like minds coming together. Andback to the inflection point. We really do see some thinking here another pocketsof the industry where you shouldn't we be all collaborating in not just a freeformcollaboration space, but one of our systems of record started to have more collaborationin wouldn't that be helpful? So I think we'll see a lot of movementhere. So much good stuff in there. I guess I'll go to the justidentifying with the pride don't have, by the way, I don't havea name for it. So about it might occurred to me. It mightoccurred to me in the conversation or later. I'll certainly keep it in mind,but it immediately reminds me of you know, as we were setting out, I've been with bomb bomb for I think nine years full time, whichis crazy and hindsight, but it just keeps evolving and changing and it's SuperFun, but it but early on. Of course, we're looking, youknow, as you well know. You know, we're looking to prove efficacyto our custom stommers and to understand where they're getting the value so we canstart incorporating that more into our messaging and have more examples and better examples toteach and train people to do this new thing that most people aren't doing,which is recording simple, casual conversational videos in place of what would typically bea two or three paragraph email or a linkedin message or whatever. It's justwarmer and easier and more personal, etc. And the what we never had greatinsight into, except with some of our closest customers. Certainly the largercustomers were more interested, and so we partner in some of the ways thatyou're making even better and even easier and even more transparent that downstream stuff.For for you know, we're a bit of a volume business. We havelike fifty eight thousand customers. Some of them are one or two people accountsand some of them are three hundred or even three thousand person accounts and everythingin between. But for especially around these kind of ones Eto z situations thatthat we built our business on, which gave us a great level of clarityand understanding as to how people are using it and what they're doing. Wenever had that closed loop on is this producing revenue and if so, whenand why and how and how often and a lot of this stuff, becausewe were waiting on and asking for and partnering for this kind of well,after the fact, anecdotal feedback that that sometimes has a number attached to itand sometimes that number is a dollar figure. And so this idea of bringing itall together in how and creating true partnership between two two parties who arein business together. I think anyone who's operating from a basically contemporary point ofview sees it as a partnership rather than a supplier customer relationship. Specifically,although we have to use that language so that everyone can know what we're talkingabout, I think this partnership element is alive and well and what you're doing. I'd love for you to talk a little bit about. You know,as you were just just prefounding, you know what was going on in yourview, if you have anything to add to this in terms of trust,transparency, traditional crm, traditional views of the life cycle, etc. Imean, I think you've already acknowledged kind of the the internal bias in allof these things. As we talked about them and think about them. We'rethinking to construct them and use them. We're thinking about it from our ownview as the provider of the product or service. But what other trends wereyou seeing that you're like, we need to go here could because what you'redoing is one of these things that seems...

...like someone should have been doing fiveor ten years ago, but here we are. It does and it'd befun to step into that too. I think there are some very, veryimportant trends that we need to anchor on and ask do we think these trendswill be important for how we think about the future, a year, fiveyears, ten years from now, and we believe they are. The firstis transparency, and you men's mentioned transparency. Will be expectations of transparency be moreor less in the future. We're transparency means that we understand the expectationsand we're able to show and prove the expectations were met. I think they'llbe a higher expectation of transparency in the future than a lower and as companiesdiscover ways to demonstrate that the customers. Back to your competing on customer experiencequestion, buyers will notice that, will like it and, on the increment, will pick suppliers doing that more than other suppliers, and that will bethe foundation of that trend really taking life. So then the mechanics of this.I think there's something important to step in there as well, as westart to think about measuring true Roy suppliers and buyers, the in her inherentbiases of just our own perspectives you describe. Well, all that's pretty banked intothe way our systems work and our architecture and even the idea of yourcompany and bombomb increasing revenue, the whole idea of a supplier and buyer figuringout how to then actually prove that in reality. Would bump up against allkinds of integration constraints and what we don't even really know how to do that. And well, how would we measure? But if we step back and sortof remove the way we think of enterprise software today and ask our buyersbuying products from suppliers for the purpose of driving more revenue, of course theyare other metrics to but of course they are. What if there was aframework built in to be able to prove that happening? What if you couldput yourself into an environment where you, a Priori know that you want higherrevenue and you're going to hold the vendors you select accountable for higher revenue andyou've prebaked the way to actually show that relationship. When we think of that, what we'll put to a trend is we're thinking, and we're thinking isan ecosystem. We're not thinking of buying software for our four walls. Andmaybe there's integration, but we exist amongst many companies that have share goals andit's in our best interest to create ways to measure and be in the accountableto the same plan. So if we start to think about what systems mightlook like for that ecosystem. I think they're very different. So these trendsof transparency, thinking of multiple companies working together. How do you actually provevalue? I think it combined within the pandemic, throwing in a bit oflike let's all get to accelerate the next five years of digital interaction. It'sgoing to be a new wave of enterprise software that will look different and that'sthat's what we're committed to explore. So this to me seems so obviously healthyfor everyone involved, just this level of clarity. I'm sure there's some anxietyaround the level of accountability that maybe requires from some people, whether it's thesalesperson or whether it's the the delivery of the service. is now this newlayer of accountability, but it seems so healthy for everyone. Like what kindof feedback are you hearing around that theme? Yes, and we see evidence ofthis thinking in lots of different pockets, as I described. So we'll seea lot of organizations of that value selling methodologies. How do we betterposition value, understand what the customer needs and how our value maps to thatneed. So that's an example of organizations trying to get closer to real customerneed. But interestingly, as we start...

...to think about how to spread thatacross the entire customer life cycle, to truly integrate all the various functions ofa company, that can be hard to do. There could be organizations thatsay, you know, we might not be ready for that, or weneed to think about how we organize ourselves. So there is some real, I'llcall it, friction as these ideas in the market place. It doesn'tmean that the trends aren't right, it doesn't mean it's that's where we're going, but the kind of ideas we are talking about here are not in aphase of mass adoption. We are clearly in early adopters, the the tendercenters who are thinking about how to create an edge or experiment with ideas now. We believe that that will be successful and create a path to these ideasbeing adopted more broadly. But it's some irony that they aren't, because weall like to say we are building a three sixty view of the customer,or we have an integrated customer experience or we put the customers at the center, but that just doesn't have the degree of digital support. Digital transformation thebuyer actually being part of it, the buyer see it and experiencing it.If the buyer doesn't see it, the buyer doesn't experience it, it can'tbe differentiated customer experience. So we just have a long way to go there. Yeah, I think that the culture shift is a it's a human issue, obviously not a tech issue. The tech is well, you're solving itand is it's interesting to see how people move. But to your but toyour broader level, I mean you're obviously in the right direction and on themewith we're going to need and want more transparency than less, and I thinkthis is from an experiential standpoint, provide so much confidence and I just imaginethe benefit of renewing on proof, as you you know, as your websitestates and as you've already stated here, is this. It's of obvious benefit. I want to go to the company a little bit at a functional level, talk a little bit about your core values, like how did you andsome of the other early team members arrive at them and kind of what roledo they play day to day, week to week? We wanted to becomfortable pushing up to the edge. We wanted to very consciously ask what thefuture of enterprise awkward looks like. How can we influence and effect that,and to not be afraid of making mistakes and to not be afraid of beingtold we're wrong and to embrace the idea of finding the edge and to dothat in a way that we are not just fearless, in a reckless way, but very supportive of one another and creating an environment that, whatever happens, because startups are full of uncertainty, that each individual would have been betterfor the experience, would have learned something and would be able to take thatexperience on through the rest of their career. Now, hopefully that's a good longwhile and we actually have traction building as a company. But you know, this starting startup world's full of uncertainty and with our core values, wejust like the idea of embracing that is supposed to be hard, is supposedto be unknown. Every day, by definition, we're doing something that wehadn't done before. In the moment it feels kind of not great always,but if you look back look at all we've done, you see the progressin the rearview mirror, not the front view when shield. So we tryto capture that whole spirit with our our four values. Really good. Ilike what you offered there in terms of the phrase that came to mind wasaccepting reality, and then next step, embracing reality like this is actually howit's supposed to be. It's the reality of the situation, and so let'sembrace it in and and make it turn it to our favor. Yeah,that that's that's right. We just launched in June and have been spending alot of time talking to experts, attundance and thought leaders, and sure enjoythe opportunity here for that. We could...

...be asked by an analyst with tripicamount experience, you know, how do we know this is going to work? And we don't very good question. That's that's right, and that's justI find it very comforting. But to press in innovation with that mindset,I think it makes you more open to learn. I think it makes youmore critical of your keep kind of keeps you, you know, out ofyour own press releases and it makes you part of an industry that's trying todo things better. So we embrace that with our values. Super a littlebit of a personal question for folks who are listening that aspire to do more, be more, lead more, contribute more. I just want to observethat you're a board member for several organizations, including the Indiana Chamber of Commerce,or executive in residence at Hi Alpha. Like how do you choose what toget involved in and how do you manage it all, because I haveto imagine that the more you go down that road, the more well knownyou are and the more people want you to participate in what they're doing.I imagine you've had to say no at least three times as often as you'vesaid yes. Like, how do you choose what you do and don't doand how do you manage it? Yeah, what a great question, and there'sa lot of moments of learning where that learning creates a perspective that thereare a lot of other people out there moving and acting beyond themselves and theirown interest with their own companies to make the broader community better. And therewere moments through the exact parget period especially, where there is a degree of communityengagement around variety of issues that needed attention and influence and I historically hadn'tbeen part of that. And I think there's a tech people can be kindof introverted in their own cut, you know. And so when I wasexposed to all these very effective leaders spending all this time and energy on causesthat would make the community better, I was very struck by that. Inthought you got to help out. You know, there's a there's just there'sit just can't beat. is about you and your own company. So thatwas very influential to me and me know chambers of the tripical organization. Then, as I left sales force and started to work with startups again, itbecame clear that the ninety minutes over lunch sharing a little bit of advice andexperience, you have to be careful with that because an entrepreneur, well intended, might sort of tear off and start execut shooting on that. You'll thanksfor the idea I just put it was like, Whoah, you know thatwas we were just like, you know, brainstorming there and you know so,but I but I thought, well, guys, there there really is someexperience here that I had people spend time with me and here these entrepreneurstrying to start these companies. What if I just stepped in a bit more? What if I really try to help them from a board seat or evenengaging operationally, and that was that was very, very fulfilling to I shouldhighlight, by the way, it's a very different muscle having a couple thingsmoving on, not just your own company, even though this lasted dynamics in yourown company, but engaging with a couple I found very helpful just withhow to sort out priorities and how to focus on a variety of things andhow to manage time. So it was a different muscle, really good.I think it's I think it's important as obviously a benefit to you personally,it's a benefit to the broader community and I would imagine that you've just learneda ton in the process, in addition to probably creating some very fulfilling relationshipsit. You meet people and you think about the impact of that networking inthe relationships and ultimately it can come back...

...and actually help your business. Andit's I'm not a national networker and when I step in and will have networkat a experiences and some something is revealed in that that is a value toboth. It's like, my gods, should have been so easy not tohave done that. So it's just stepping out and being open to ideas andengaging and it's just an important part of business. Completely a completely agree hey, if you're listening to this episode in your you've enjoyed everything that Scott isbrought to this conversation. I've got two more that I know that you'll enjoyas well. Episode Seventeen and early episode with Jonathan Bolton, who is ourchief customer officer here at bombomb. We called that one the best customer experiencedelivers an appropriate experience, and the reason I wanted to highlight that in thiscontext is that it really is this a customer orientation. Instead of thinking aboutthe experience we want to deliver, it's what is appropriate for that person inthat context and in that time sets, episode seventeen with Jonathan Bolton and thenmore recently, episode ninety with Todd Capony, another Midwest Guy. He's up inthe Chicago area, author of the transparency sale and we called that one. Why? Transparency sells better than perfection, and I think, Scott, whenI think about what you all are doing, it's knocking down this ideathat we need to pretend like we're perfect. We need to sell as if we'reperfect, which inevitably is an overpromise which inevitably leads to under delivery andinstead just just this. I think the subtitle in his book is involves thephrase unexpected honesty, and I think it just those two words together are alittle bit sad and in that honesty can be so refreshing and unexpected. Butbut to your point, I think transparency is where this is all going.So episode seventeen with Jonathan Bolden, episode ninety with Todd, Capony and Scott. Before I let you go, I'd love to give you two opportunities.The first is to think or mention a person who has had a positive impacton your life or your career, and the other is to give a shoutoutor not, or a mention to a brand or company that you personally appreciatefor the experience that they deliver for you as a customer. Yeah, terriffic, triffic. So I think for the person that has had a big impact, I'd like to introduce it through this word experience, and we've been talkinga lot about experience and a lot about transparency and the word experience as apowerful word. It is. It is sort of you know that maybe theasses of consciousness right I mean all we were experiencing all these things as peopletogether, and Scott Dorsey, my boss at exact target, the founder ofexact target, I have never met a person who is so conscious of,selfaware and in control of every experience that he's having and so selfless with thoseexperience. Your question on time and how to prioritize many things just I've neverseen someone so genuinely excited to have an experience where there could be some exchange, big or small, that creates benefit. And just watching that over the yearsand just asking how could I be a little bit like that, hasbeen a big, big benefit to me. On the brand, the company.Guys, it's going to make me miss the eye because I miss himso much. Delta Airlines. I just and you know it's I you know, I travel a lot and travel a lot and I just think Delta Airlinescares more. You know, it's not the loyalty programs or the things theydo on the high end of people are travel a lot. It's just theDaytoday, planes getting from one place to another, going wrong and trying tofix things and just the end moment experience. I just think the Delta cares andthey do a very good job of having their entire staff care that thetraveler has is good experience and, possible, really good. I mean it speaks, I think, to culture. Is the only way to do that. A experience after experience like your experience...

...over dozens of trips, if nothundreds. Maybe I'm speculated, that the consistency and delivering that obviously speaks toa really strong cultural component. And I love what you shared there about modeledbehavior and it just made me think about the effect of good leadership, goodfriendship, good partnership, and the way that it inspires each of us tochange our own behavior, which then affects other people, affects other people affectsother people. It's just really, really positive. A good job on bothof those. Thank you for doing that and for folks who are listening atthis moment, I know that they've enjoyed the conversation. They're probably interested tolearn more about you and or about Metaicx, where a couple places you would sendpeople to follow up on this conversation. You know, we're putting a lotof stuff out on twitter, at metic x, our website, inthe blog post metic xcom and just you know, there's a great body ofresearch coming from the analyst that we see part of this inflection point. Butour website and twitter linkedin medic X on linkedin super really quickly metaicx. Howmany? Just going back to kind of this founding prefounding window of obviously alot of places you could go with the nature of what you're doing. Whatwas the process of arriving at metic x? By the way, for folks listening, it just is what it is, Meta, e Me Eta, CXon all these platforms. We'll start with the CX, the supply orbuyer equality. We were hesitant to use the word customer because it seemed tobe one directional, biased, but we haven't thought of that other word yetor other phrase or category. People understand being and having customers. So wesaid CEX Meta, that we want to create a digital layer that connects thedifferent parts of the customer experience in a way that can enhance pieces that arealready there, connect nodes that the customer needs, that they already exist,that we can actually go into a product to help the experience of that product, connect the data from various different parts and Pleadis of fire and buyer andso. So we think of it as a digital layer that is Meta tothe existing customer experience. We're not really trying to replace anything, we're justtrying to bring it into a digital world that it could be seen and actedon in a more effective way. Well done on obvious need a clear vision. I appreciate you sharing it with us and I hope you have a greatrest of your day and a great weekend ahead. E Than, thank youso much. It was a triffic conversation. Have a great day. Clear Communication, human connection, higher conversion. These are just some of the benefitsof adding video to the messages you're sending every day. It's easy to dowith just a little guidance, so pick up the official book rehumanize Your Business. How personal videos accelerate sales and improve customer experience. Learn more in ordertoday at Bombombcom Book. That's bomb bombcom book. Thanks for listening to thecustomer experience podcast. Remember, the single most important thing you can do todayis to create and deliver a better experience for your customers. Continue Learning thelatest strategies and tactics by subscribing right now in your favorite podcast player or visitBombombcom podcast.

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