The Customer Experience Podcast
The Customer Experience Podcast

Episode 123 · 9 months ago

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


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 relationshipbetween a suffier buyer is identifying the outcomes that the buyer would liketo achieve how the supplier will achieve those outcoms. 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, achieve desired outcomes and exceed customer expectations in apersonal and human way. This is the customer experience podcast. Here'syour host, Etan Beaute, reinventing CRM, customer relationshipmanagement, reimagining the customer life cycle through the Lens of thecustomer. That's where we're heading today on episode, undred and twentythree of the customer experience podcast our guest spent eight years atexact target where he served as president of Technology and strategy.He spent three years at sales force where he served as CEO of Sales ForceMarketing Cloud for the past three years. He served a CEO at Medcx, wherehe's also a founding team member MEDICX is bringing together the suppliers andthe buyers of enterprise software for better collaboration, greater clarityon desired outcomes and real time, visibility into true customer success,they're all about selling on value and renewing on proof, Scott mccorcal.Welcome to the customer experience podcast, you can thank you so much seakyou or having me yeah. I'm really excited about this conversation. Ithink what you're doing is really cool. I think it's one of these things thatseems like should have been solved already, but, as I think back on allthe conversations I've had over a hundred and twenty two episodes, itclearly hasn't. So I really appreciate what you all are up to, but before weget into it, I love to know what you think about the scene in Indi. I feellike Indianapolis is like this slightly under the radar. Techhub you'veobviously built a very successful software management leadership careerthere. What's going on in Indi yeah, it's to terrific start up, seeing a lotof technology otivation and you can trace a lot of innovation. Centers Backto roots of companies that made a big impact and Indianapolis, the Indi areawas very fortunate to have e xact parget at fired by sale. Sporcs,interactive intelligence by Genesis, Ange's list is based in Iniannapolis.You had a lot of marketing tach other companies like a premo, very earlypioneer and marketing resource management. So from that foundation youhave all these executives now with experience, ideas, confidence,importantly, and off they go to star companies. There are dozens ofcompanies that have sprung out of the exact target linage and it's a very,very exciting scene. It's really cool I've. Our Son is heading there. Thisfall for college, and so we visited a few times and it's like it reinds me a little bit of likeshopping for a car like as soon as you kind of narrow it down to two or threemodels. That's all you see on the road you know like you're just and so I Ifeel like the more attention I started, paying it to Indianapolis e, moreobvious. It was that there was all kinds of cool activity going on thereand we're really proud of the whole midwest scene. You look at Columbus,Ohio and Arbor Kansas City Cincinnati, of course, Chicago is a big hanker inthe Midwest, and I think what we've all experienced this last ten months is,you can be anywhere, and these are wonderful locations to start companiesto have businesses very business, friendly environments, and, very I daresay, Cosmopolitan. The downtown area in Indie is very walkable. It feels liketyou're in this cute littl European city, and it's just lovely yeah,totally agree. We stayed downtown last time. We were there on the canal atthat point and walked quite a bit all over the place in all in all directions,and you have a state park right down there on the river, but right who do,which is super unique, having a state park of the middle of the city, butwe'll call that a quick drive by on Indy. Thank you for doing that with me.I just personally curious what your...

...take was on. It is someone who's beenthere for years. So, let's go now Scott, where we always go, which is customerexperience when I say that what does it mean to you? How do you define it orwhat characteristics would you like to highlight yeah, what a great place tostart and ethen first, my headspace is very much in this enterprise BTO Bworld, which, I think is fair to say, is bringing up the rear in the wholedigital transformation category. In the buyer supplier relationship, there arerequirements, tof being a customer things, you need to do you pay invoices, traning sign contracts with the call support, Trak shipments. There'sthis whole variety of things that just fall upon a customer. That's custorexperience for a supplier. These are moments to make things easier for thecustomer to show care and attention fix things when they go wrong. CUSFORexperience now being a customer implies that you have a product, that'sultimately what makes one a customer, and especially an enterprise B, Tobthat experience in the product matters most. But, ironically, if you look at theproduct experience, which is why your a customer n the first place and thecustomer experience, which are all these things that are required of you,because you're customer they're completely separate, there's no realconnection between me and my product using a product here and me, you knowengaging in some renewal exercise with he contract or interacting with supportand those need to come together. In fact, I think if we look at the worldof digital transformation and ask what that means, and is that important, Ithink a good place to start. Is You remove the distinction between being acustomer and using the product product experiece acusfor experience become onenow. Finally, around the raingthere are countless interactions that are inservice of that newsletters conferences, blog post content, marketing, all Thascustomer experience to. But that piece in the core, I think, is the mostimportant. What is it that you're experiencing to the product and what isrequired of you because you're, a customer so good? I think you justpainted a picture for folks of where we're going to be going and just acouple of minutes specific to Medicx, because it sounds like the way that you laid that out. Youobviously view it a very particular way and you've created a solution around it,but while we're still here on customer experience at a bit of a high level, inyour view- and in your experience, what does it mean to compete on customerexperience mean? Certainly it was at an early premise of the show, through thefirst, probably through the first five or six episodes s very obvious, thatthis is a point, if not the point ofcompetition presently and going forward, go any thoughts on that yeah. I sure do.I think it's a very important point for all of us to Digest. That starts in theworld of technology, especially that product differentiation is really gone.There are so many alternatives in any product category that candidly would bea fine choice for a buyer. To pick and all of us have so many powerful toolsat our disposal now aws we will cloud Aur. I mean it's amazing what you canI'leash in a very early stage of a company with these amazing publicclouds is mind blowing. So the idea that you could somehow differentiatewith technology or this feature or that feature I think it's long gone so howit is. You show a customer that you care that you are bringing them intothe process of identifying their needs, showing a path to solve those needsdoing that in such a way that the customer sees it, they notice they sayto themselves. I like this. I like the way this interaction is happening. Iwould miss it if it were gone that is competing onrnesser experience. I soappreciate that you went to use several words there that are essentiallyimmeasurable, but we all know that they...

...make such a measurable difference andit's just hard to get your hands around it. I feel like some of the languagethat you use there in terms of caring and what we make people think and Ithink what you were describing there from the customers. Mind is probablynot conscious explicitly conscious to the customers, just something that theyfeel inside them, and I think that this, when we talk about the humanization orthe rehumanization of business, when we talk about to some of the warmersofterwords that have entered popular business vocabulary like empathy andvulnerability, I think that's what we're getting at and I do feel likethere's this move from the. I guess: inindustrial approach to things wherewe construct things and measure the measurables and kind of set, theimmeasurables on the side, because they're soft or because we can't getour hands on them. But it's really interesting to see this coming together.In your view, we're chatting a little bit before we hit record, of course-and you mentioned that you feel like we're on the cusp of something reallyexciting in this whole zone- is anything I just modologed on thererelated to some of the things that you're excited about. It really does,but your thought has a real important. It triggered something that I'd love toanchor on and then expand out to the inflection point. I think we're at thatmanization element in my experience: Thand I've thirty years, an enterprisesoftware, where I think I've done the best job, a customer experience justwith perspective. My interaction with just direct influence of the experiencein a moment is when things have been the worst. It's been in a red account,something THAs gone wrong: It's a highly escaated situation and when thathappens, that's very focusing. That's very clarifying all the PS goes away.You zoomin and you focus on, what's gone wrong. What will fix it? How willwe keep track of it? Being fixed? Clarity is of the essence, and if Ireflect on relationships, I have wit thisnhiss world. By far the best people.I could pick up the phone and talk to that. I haven't talked to the fifteenyears or those examples of escalated situations that required intense,focused effects. So there is that human elements, that's very much apparted Tisand how us is humans, Sal problems together now how we used to do thatcomming face the face, has changed and even when we're all able to hop back onwhatever plane, we want to hop on and jump all around. I think there's been arealization of productivity and a leveling of digital interaction thatwe're not going back to that. It's just effective. I don't know where I wouldfind two hours to go to the airport, hop on a plane and get to my hotel. Youknow what I mean. I stilled that time up with something else, so I thinkthat's going to spill out into how we all interact with our tustomers in theBTC when the Menis and the enterprise B tob one to ones, there's going to bethis expectation of a digital layer, enhancing everything that we do, that.I think we've accelerated by five years in this past twew months, yeah reallyexciting. I agree, as I think back about how much time I mean I mentionedmy son earlier, but I when I think about how much facetime I've had withmy wife and son and how much more productive I can be in any five dayperiod. I think a lot of that is affected by being able to reach people much morequickly. Much more often more faces more interactions throughout any giventime period, because I'm not you know, sitting on a plane or sitting in aUberit or or a lift. So I feel like again you've already kind offoreshadowed this a little bit, but for people who aren't familiar tell us alittle bit about Medicx, specifically like who is your ideal customer andwhat have you set out to solve for them? So we see that the foundation of arelationship between us, a fire buyer, is identifying the outcomes that thebuyer would like to achieve, how the supplier will achieve those outcomesand, as we rethought the idea of custer...

...experience and thought, how can we makeit more ditially transformed? How can we have the supplier Anviar,interacting together in a shere digital space that each sees as their own tomanifest the relationship to see if things are going? Okay, back to theidea of a whole customer system, crm customer success of a whole bunch ofcategories of customer systems, we found it Iranic that the customers nothart of those systems. There is a exhaust, a trail of data about them,but the customer isn't there. So if we start to think about well Gosh Wisthere, a more digital transformation left to happen than has happened, yeahthere's we got a lot more to do wel. What might that look like? Well what ifwe started to think of the customer being part of our customer system? Whatif we started to think of from the earliest moments of engagement and dealmanagement, the suppliers and buyers have a place to work together to definethe requirements of their relationship and how it will be measured and thenall the different components of the lifecycle and the various handoffs thathappened and then, ultimately, the proof of performance I'll just stepinto 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 measuringup until now is product characteristics what's happening in the product, who'scooking, on wha who's, doing what action? It's not customer analytics.It's not. How is the product being engaged in such a way to support theoutcomes that were defined early, the microvalue that needs to be deliveredon the way to outcome achievement? So it's really a rethinking of that deal,management to hand off the proof of performance suppliers and buyers beingequal in one place to have a successful relationship so interesting. It remindsme a little bit. I mean this is the middle ground and actually it'sprobably be a better place than remember it. Coming across the idea ofVrm a couple of years ago, where you know we, as consumers would have venderrelationship management where we'd have a platform where we could manage all. Ijust think about it personally, like all the personal subscriptions andthings that I have, but I like this idea of bringing both sides together. So so, just t ereally guts of it. What you're offering is as a maybe a cobranded space thatboth people can come into it any time. That's, maybe bringing in some datafrom other sources from both sides of the relationship like just go. Go Onelaer defer into the practical, because I think it's really interesting. Yeahand and you're tesching Os somle very important with the data. So yes, acobranded space where a supplier can expose to their buyer really withoutany need for the buyer. To be aware of, what's happening, other they've beeninvited into a shared space or the buyer themselves can say. I would liketo actually step into the medcx environment more directly, becausethere are many use cases where the supplier by itself does not have a fullpicture of the Roy or the benefits that are being delivered by the product thatthere's something down stream happening with the buyer. Other systems or otherbacum processes that, if made available to the supplier, would help bothparties see that values bee delivered so part of that. The quality that wesee between a buyer and a supplier is both get to contribute data to say,here's what we see happening each up to the company, no data could be share ora lot of ated could be shared and when we think of sharing data is really anaggregated level of performance and metrics, but very important for bothrelationship sides to understand hey is this: they working ore, not what we seehappening. This ere exciting for us, as we've had buyers, get exposed tosomething that we have gone to market...

...positie names, te suppliers, we've hadbuyers reach out saying: Can we introduce you to wor suppliers becausewe sort of like the way this works? So we're very excited about that, and whenthat happens, the buyer is actually able to see many vendors. So they thinkit is a brm. The supplier thinks it's a crown. We have no idea what to call itso we're all ears. If you have any ideas here in our our session, you knowevery company likes wit, thin, oh Er created a new category. Rarely doesthat happen, but we think we think this is one and importantly tone wore onecompany does not get Tho Create a category. It's not that we don't get todeclare we hear by. I it'sa Movement. There have to be companies of likeminds coming together and back to the inflection point. We really do see somethinking here, another pockets of the industry where he shouldn't we be allcollaborating in not just a free, formd collaboration space, but what of oursystems of record started to have more exlaboration in? Wouldn't that behelpful. So I think we'll see a lot of movement here so much good stuff inthere. I guess I'll go to the just identifying with the PRII don't have bythe way. I don't have a name for it so might occur to me. It might occur to mein the conversation over later I'll certainly keep it in mind, but itimmediately reminds me of you know, as we were setting aut I've been withBombam, for I think nine years, full time, which is crazy in hindsight, butit just keeps evolving and changing and it's Super Fun, but it but early on. Ofcourse we're looking. You know, as you well know, you know we're looking toprove efficacy to our customers and understand where they're getting thevalue. So we can start incorporating that more Indo our messaging and havemore examples and better examples to teach and train people to do this newthing that most people aren't doing, which is recording simple casualconversational videos in place of what would typically be a two or threeparagraph email or a linkedin message, or whatever it's just warmer and easierand more personal, etc, and the what we never had great insight into, exceptwith some of our closest customers. Certainly, the larger customers weremore interested, and so we partner in some of the ways that you're, makingeven better and even easier and even more transparent, that downstream stuff,for you know we're a bit of a volume business. We have like fifty eightsandcustomers. Some of them are one or two people accounts, and some of them arethree hundred or even three housand person accounts and everything inbetween, but for especially around these kind of Wonzy tozy situationsthat that we built our business on which gave us a great level of clarityand understanding as to how people are using t and what they're doing we neverhad that closed loop on is this producing revenue and, if so when, andwhy and how and how often and a lot of this stuff, because we were waiting onand asking for and partnering for this kind of. Well, after the fact, anecdotalfeedback t at that sometimes has a number attached to it, and sometimesthat number is a dollar figure, and so this idea of bringing it all togetherin house and creating true partnership between two two parties who are inbusiness together. I think anyone who's operating from a basically contemporarypoint of view sees it as a partnership rather than a supplier customerrelationship. Specifically, although we have to use that language so thateveryone can know what we're talking about. I think this partnership elementis alive and well, and what you're doing I'd love for you to talk a littlebit about you know, as you were just just prefounding. You know what wasgoing on in your view, if you have anything to add to this in terms oftrust, transparency, traditional crm, traditional views of the life cycle, etCetera, I mean, I think, you've already acknowledged kind of the the internalbias and all of these things is we talk about them and think about them. We'rethink and 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 were youseeing that you're like we need to go here, because what you're doing is oneof these things hit seems like someone...

...should have been doing five or tenyears ago, but here we are, it does and Itd be fun to step into that to. Ithink there are some ver very important trends that we need to anchor on andask do we think these trends will be important for how we think about thefuture a year five years, ten years from now, and we believe they are. Thefirst is transparency in humans. Mention transparecy. Will theexpectations of transparency be more or less in the future, where transparencymeans that we understand the expectations and we're able to show andprove the expectations were met? I think they'll be a higher expectationof transparency in the future than a lower and as companies discover ways todemonstrate that the customers back to your competing on customer experience,question buyers will notice that will like it and on the increment will picksuppliers doing that more than other suppliers, and that will be the thefoundation of that trend really taking life. So then, the mechanics of this, Ithink, there's something important to step in there as well. As we start tothink about majory. True Rois, the fires and buyers head hurt teharentbiuses of just ourown perspectives. You describe well all that's pretty bakedin to the way our systems work and our architecture, and even the idea of yourcompany and Bombam increasing revenue. The whole idea of a supplier and buyerfiguring out how to then actually prove that in reality would bump up against allkinds of integration constraints and well. We don't even really know how todo that and well. How would we measure bat if we step back and sort of removethe way we think of enterprise software today and ask our buyers buyingproducts from suppliers for the purpose of driving more revenue? Of course theyare other metrics two, but of course they are what? If there was a frameworkbuilt in to be able to prove that happening? What, if you could putyourself into an environment where you a priory, know that you want higherrevenue and you're going to fold the vendors you select accountable forhigher revenue and you've prebated the way to actually show that relationshipwhen we think of that, what we'll put to a trend is we're thinking it we'rethinking is an ecosystem, we're not thinking of buying software for ourfour walls and maybe there's integration, but we exist amongst manycompanies that have shared goals and it's in our best interest to createways to measure and be in the the accountable to the same plan. So if westart to think about what systems might look like for that ecosystem, I thinkthey're very different. So these trends of transparency, thinking of multiplecompanies working together. How do you actually prove value? I think itcombined with the pandemic, throwing in a bit of like, let's all get toaccelerate the next five years of digital interaction. It's going to be anew wave of enterprise software that will look different and that's that'swhat 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 someanxiety around the level of accountability that maybe requires fromsome people, whether it's the salesperson or whether it's the thedelivery of the service is now this new layer of accountability, but it seemsso healthy for everyone, like what kind of feedback are you hearing around thattheme? Yes, and we see evidence of this thinking in flatts of different pockess,I described so we'll see a lot of organizations about value sellingmethodologies. How do we better position value understand what thecustomer needs and how our value maps? That means so that's an example oforganization- is trying to get closer... real customer need. But,interestingly, as we start to think about how to spread that across theentire cess for lifecycle to truly integrate all the various punctions ofa company that could be hard to do, Therre coun be organizations that sayyou know we might not be ready for that wor. We need to think about how weorganize ourselves. So there is some real alcolic friction as these ideasiner the marketplace. It doesn't mean that the trends aren't right. Itdoesn't mean it's that's where we're going, but the kind of ideas we aretalking about here are not in a phase of mass adoption. We are clearly inearly adopters, the the tender centers who are thinking about how to create anedge or experiment with ideas. Now we believe that that will be successfuland create a path to these ideas being adopted more broadly, but it's someirony that they aren't because we all like to say we are building a thre ndsixty view ot e customer or we have an integrated custer experience or we putthe custers up the center, but that just doesn't have the degree of digitalsupport: digital transformation. The byer actually being part of it, thebuyer scene it and experiencing it. If the buyer doesn't see it, the buyerdoesn't experience it. It can't be differentiated fusfor experience, sowejus have a long way to go there yeah. I think that the culture shift is ait's a human issue, obviously not a tech issue. The tech is well you're,solving it and it's interesting to see how peoplemove, but to your, but to your broader level I mean you're, obviously in theright direction and on theme with we're going to need and want moretransparency. Then less- and I think this is from an experiential standpoint-provides so much confidence, and I just imagine the benefit of renewing onproof. As you, you know, as your website states and as you've alreadystated here is, is it's of obvious benefit? I want to go to the company alittle bit at a functional level. Talk a little bit about your core valueslike how did you and some of the other early team members arrive at them andkind of what role do they play day today week to week. We wanted to becomfortable pushing up to the edge. We wanted to very consciously ask what thefuture of interfise software looks like. How can we influence and affect thatand to not be afraid of making mistakes and to not be afraid of being told,we're wrong and to embrace the idea of finding the edge and to do that in away that we are not just fearless in a reckless way, but very supportive ofone another and creating an environment that whatever happens, caun startups arfull of uncertainty that each individual would have been better forthe experience would have learned something and would be able to takethat experience on through the rest of their career. Now, hopefully, that's agood long while and we actually have attraction building as a company, butyou know Thi Sa Startup Worlds. Fullfull of U certainty and with ourcore values we just like the idea of embracing that is supposed to be hard,is supposed to be unknown every day by definition, we're doing something thatwe hadn't done before. In the moment it feels kind of not great always, but ifyou look back, look at all we've done, you see the progress in the rearviewmirror, not the front vew Winshiel. So we try to capture that whole spiritwith our ourfor values, really good. I like what you offer there in terms ofthe phrase that came to mind, was accepting reality and then next stepembracing reality like this is actually how it's supposed to be. It's thereality of the situation, so, let's embrace it and and make it turn it toour favor yeah that that', that's right. We just launched in June, and I've beenspending a lot of time talking to Experson, pundance and thought leadersand we soure enjoy the opportunity here...

...for that we could be asked by ananalyst with a tific amount experience. You know how do we know this is goingto work and we don't good question Ye. That's right andthat's just I find it very comforting, but depressint innovation with thatmindset. I think it makes you more open to learn. I think it makes you morecritical of your ICAN kind of keeps you. You know out of your own pressreleasers, and it makes you part of an industry. That's trying to do thingsbetter, so we embraced that with our values. Supera little bit of a personal question for folks who are listening that aspire todo more, be more lead more contribute more. I just want to observe thatyou're a board member for several organizations, including the IndianaChamber of Commerce or Executive in residents at Hialfa, like how do youchoose what to get involved in and how do you manage it all, because I have toimagine that the more you go down that road, the more well known you are andthe more people want you to participate in what they're doing, I imagine you'vehad to say no at least three times as often as you've said yes like. How doyou choose what you do and don't do, and how do you manage it yeah? What agreat question and there's a lot of moments of learning, where thatlearning creates a perspective, that there are a lot of other people outthere moving and acting beyond themselves and their own interest withtheir own companies to make the broader community better, and there weremoments through the exact parket period, especially where there is a degree ofcommunity engagement, around e variety of issues that needed attention andinfluence, and I historically hadn't been part of that and- and I think,there's a you know- te people can be kind of introverted in their oyou know,and so, when I was exposed to all these very effective leaders spending allthis time and energy on clauses that would make the community better. I wasvery struck by that and thought you got to help out. You know, there's justthere's just there's it just can't be just about you and your own company, sothat was very influential to me and hidio chambers of a tripicalorganization. Then, as I left sales wors and started to work with startupsagain, it became clearer that the ninetyminutes over lunch sharing a little bit of advice and experience. You have tobe careful with that, because an entrepreneur well intended might sortof tear off and start executing on that. You thanks fory. The idea I just put itwas like wo, Wel Woa. You know that was we were just like. You know,brainstorming there and you know Sotbut, but I thought well Gosh there. Therereally is some experience here that I had people spend time with me and here of these entrepreneurs trying tostart these companies. What if I just stepped in a bit more, what if I reallytried to help them from a board seat or even engaging operationally, and thatwas that was very very fulfilling too. Ishould hig like by the way, it's a very different muscle, having a couplethings moving on, not just your own company, even though this Lacicdyneamics in your own company, but engaging with he couple. I found a veryhelpful just with how to sort out priorities and how to focus on avariety of thines and how to manage time, so it was yeah 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 justlearned a ton in the process. In addition to probably creating some veryfulfilling relationships, Ityou meet people, an you think aboutthe impact of that networking, an the...

...relationships and ultimately it cancome back and actually help your business and it's I'm not a national networker, and whenI step in and will have networken experiences and some something that'srevealed in that, that is a value to both. It's like my gosh should havebeen so easy not to have done that, so it's just stepping out and being opento ideas and engaging, and it's just an important part of business, completelycompletely agree hey. If you're listening to this episode andYouryou've enjoyed everything that Scott has brought to this conversation,I've got two more that I know that you'll enjoy. As well episode seventeenan early episode with Jonathan Bolton, who is our chief customer officer hereat Bombam, we called that one, the best customer experience deliversanappropriate experience and the reason I wanted to highlight that in thiscontext, is that it really is this a customer orientation. Instead ofthinking about the experience we want to deliver, it's what is appropriatefor that person in that context, and in that time sets episode, seventeen withJonathan Bolt and then more recently episode. Ninety with Tod Coponi,another midwest guy he's up in the Chicago area, author of theTransparency Sale, and we called that one why transparency sells better thanperfection, and I think Scott, when I think about what you all are doing.It's knocking down this idea that we need to pretend like we're perfect, weneed to sell as if we're perfect, which inevitably is an overpromise whichinevitably leads to underdelivery and instead Ju Jus. This. I think thesubtitle in his book involves the phrase unexpected honesty and I thinkit just those two words together are a little bit sad ande in that honesty can be sorefreshing and unexpected. But but to your point, I think transparency iswhere this is all going. So episode, Seventeen with Jonathan Bolden episode,Ninety with tod, Kapony and Scott. Before I let you go, I love to give youtwo opportunities. The first is to thank or mention a person. Who's had apositive impact on your life or your career, and the other is to give ashoutout or a not or a mention to a brand or company that you personallyappreciate for the experience that they deliver for you as a customer, yeah,terrific, terrific. So I think for the person that has had a big impact, I'dlike to introduce it through this word experience and we've been talking a lotabout experience and a lot about transparency, and the word experienceis a powerful word. It is. It is sort of now that maybe the Essece ofconsciousness right, I mean all we ovvere experiencing all these things aspeople together and Scott Dorsy, my bossat exact target at the founder ofexact parket. I have never bet a person who is so conscious, O selfaware and incontrol of every experience that he's having and so selfless. With thoseexperience, your question on time and how to prioritize many things, justI've never seen someone so genuinely excited to have an experience wherethere could be some exchange, betor small, that crates benefit and justwatching that over the years and just asking. How could I be a little bitlike that has been a big big benefit to me on the brain n, the company guysjust going to make me missyee because I' listine so much Delta Airlines? I just and you know it's I thin anw. Itravel a lot and traveled a lot and IUTHINK Delta airlines cares more. Youknow it's not the loyalty programs or the things they do on the high end ofpeople who travel a lot. It's just the day today, planes getting from oneplace to another, going long and trying to fix things and just the inmomentexperience. I just think that Delta cares and they do a very good job ofhaving their entire staff care that the traveler has is good experience aspossible. Really good I mean it speaks. I think to culture is the only way todo that? A experience after experience... your experience over dozens oftrips, if not hundreds, maybe bpaculated, just the consistency indelivering. That obviously speaks to a really strong cultural component, and Ilove what you shared there about modeled behavior, and it just made methink about the effect of good leadership, good friendship, goodpartnership and the way that it inspires each of us to change our ownbehavior, which then affects other people, affects other people as affectsother people. It's just really really positive, a good job on both of thosethank you for doing that and for folks who are listening at this moment. Iknow that they've enjoyed the conversation, they're, probablyinterested to learn more about you and or about Medacax. Where a couple placesyou would send people to follow up on this conversation, you know we'reputting a lot of stuff out on twitter at Mitcx our website in the blong post,Medicxcom and just you know, there's a a great body of research coming fromthe analyst that we see part of this senflection point, but our website andtwittered linked in Medicx, O linkeom super really quickly meticx. How manyjust going back to kind of this founding prefounding window, O,obviously a lot of places. You could go with the nature of what you're doingwhat was the process of arriving at Metcx byther way for folks listening itjust is what it is: Meta, Meta C and all those platforms well start with theCX, the supplier, buyeur equality. We were hesitant to use the RORD customerbecause it seemed to be one directional bias, but we haven't thought of thatother word yet or other phrase or category people understand being andhaving tustomers. So we said sex Meta that we want to create a diginal layerthat connects the different parts of the customer experience in a way thatcan enhance pieces that are already where connect notes that the customerneeds that they already exist, that we can actually go into a product to healtthe experience of that product connect, the data from various different partsand plitis fir ind Vier, and so so we think of it as a digital layer that isMeta to the existing customer. Experience. We're not really trying toreplace anything, we're just trying to bring it into a digital world that itcould be seen and acted on in a more effective way. Well done on obviousneed a clear vision. I appreciate you sharing it with us and I hope you havea great rest of your day and a great weekend ahead Eten. Thank you so muchit was. A terific conversation have a great day, clear communication, human connection,higher conversion. These are just some of the benefits of adding video to themessages your sending every day. It's easy to do with just a little guidanceso pick up. The official book Rehumanize Your Business, how personalvideos, accelerate sales and improve customer experience learn more in ordertoday at Bombam Com buck. That's bomb vombcom book thanks for listening tothe customer experience. podcast remember the single most importantthing you can do today is to create and deliver a better experience for yourcustomers, continue learning the latest strategies and tactics by subscribingright now in your favorite podcast player, or visit Bombomcom podcast.

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