Unlocking Radical Personalization
In this engaging session, join Matt Dickson, COO of Eclipse Telecom, as he delves into the world of radical personalization and its pivotal role in modern customer experience (CX). Drawing from his in-depth exploration of Forrester's Annual CX Index, Matt unveils the consumer sentiment that has identified CX as a negative score for two consecutive years. He sheds light on the critical element often overlooked by brands: the emotional component. Discover how to create an emotional response within digital interactions and gain valuable insights into leveraging real-time data integration for enhancing CX effectiveness.
(upbeat music)
- And welcome to our next session with Matt Dixon.
Matt, how are you doing today?
- Good, how are you, Brian?
- I'm good.
I'm doing really well.
I'm honestly excited about this,
and I think to share with the audience,
one thing that Matt and I were talking about before
was Matt kinda comes at this from some data.
And that's a little different from other sessions,
and this is what excites me, honestly.
He'll share a little bit about like data
that he's pulling you from, certain reports.
But before all of that, Matt,
where tell us a little bit about eClips.tell.com,
as well as a little bit about how you got into CX
in the first place.
- Yeah, absolutely.
I will say, I'll try not to bore anyone
with too much data, so hopefully
we'll keep it interesting engaging.
Never let a guy with a master's of data analytics
in the room, 'cause that's all we wanna talk about.
But we'll be talking about a ton of CX as well.
So we like to help people make informed decision
based on data as opposed to what you feel is right.
It's better to really have that data to guide you.
So my role at eClips is I'm the chief operating officer,
but also the head of our CX.
And prior to joining eClips,
kinda talking about that journey, many moons ago,
I won't date myself here.
We'll maybe do a poll later to see how old people think I am.
But many moons ago, I started in the contact center
as an agent many, many years ago.
So throughout the years, I've held lots of different technology,
CX roles, right before joining eClips.
By the way, I was an eClips customer.
Maybe that's the greatest commercial ever.
I was an eClips customer that came to work for eClips.
But prior to joining eClips,
I was running a division within Staira Cycle
called communication solutions.
So if people know Staira Cycle,
they may know MedWaste or Shredded.
They had a division that was focused on patient engagement.
I was running that division for the last three years
prior to joining eClips.
So I started there in 2019,
and then that division was actually divested up
at the end of 2022.
We were powering parts of the patient journey
for eight of the top 10 largest health systems in the country.
We're doing 300,000 interactions a day
across three SaaS platforms.
And I also had a contact center,
about 600 plus agents doing two million calls a year.
And about a million of those were very complex scheduling calls.
So I'm proud to say in the time I was there,
we were pretty well recognized within the industry
for what we were doing.
So we won a Frost and Sullivan Award for best values
and best practices and patient engagement,
a Global Disruptor Award.
And I was very honored to be named
a 2020 healthcare communicator of the year as well.
So bringing some of that experience forward now
and helping other companies,
leverage some of that experience I brought along
with some of the technical and certainly AI background
I have is really the focus of what eClips does
and what I'm doing with eClips.
- That's perfect.
And one call out,
just we've only talked a little bit, Matt,
but I could see that a lot of this comes from a position
of like you actually really care about what you're doing.
And you really want to understand like
how to create a good experience.
And it really shows honestly.
- Well, I appreciate it.
We try our best.
Let's put it that way.
- There you go.
Well, let's just dig into it.
So I don't, again, I don't want to scare many people about,
oh, here comes the data.
But I will share that like in the very first conversation
of ours, you brought up something super interesting to me,
which was the Forester Report,
specifically about customer experience.
And from what I recall,
you shared that for the last two years,
CX scores have been going down.
Now, one, tell me if I got that right
and then help us expand on that
and what that means, let's say to you in this case.
- Yeah.
No, certainly you got that right.
And I think the important part of that
is that's unprecedented for them.
So Forester does this survey every year
and they go out and talk to 96,000 US consumers
across 221 different brands and 13 industries.
So they've been doing this for quite a long time.
And for 2022 and 2023 is the first time
that they basically create a score out of act.
They call it CX index.
That's the first time in their history
that they've seen performance drop year over year
for two years in a row.
So looking back at 2022,
they measure across three areas,
ease, effectiveness and emotion.
So in 2022, that drop that we saw
was largely attributed to that emotional component
or the performance across,
creating positive emotions for consumers.
In 2023, we actually saw that score drop
across all three areas.
So part of what you and I talked about
is we've talked about,
what do we wanna discuss during this webinar?
I think where people are struggling is,
how do you create emotion in digital interactions?
We all know digital interactions
are becoming more and more prevalent.
And I think this is where we'll spend
a lot of time talking today.
But let me talk about a other kind of few key points
within that survey because I think it's good
to have benchmarks.
- Sure.
- So one of the benchmarks that you see within that survey
is that the brands that score very highly
from a CX index standpoint,
those elite brands,
they average 29 positive emotions created.
So these are things like feeling happy,
valued, appreciated for each negative emotion
that they create such as frustration in annoyance, right?
So that is the bar for elite brands.
That's a 29 to one ratio,
which I think we all agree,
that's a pretty high bar to cross.
The other thing that I think is very interesting
about that report is they also talk to business
and leaders as part of that report too, CX leaders.
And they ask them,
how big of a priority is becoming customer obsessed,
for example, or are you gonna spend more money
to improve your CX?
Or how important is improving CX to you?
80% of those business leaders
indicated that CX is a high priority for them.
So we're seeing this huge disconnect
between the amount of emphasis being placed
on customer experience or consumer experience
from the business side
and the way that customers and consumers
are actually feeling that experience.
- Yeah.
- And that disconnect is growing.
- Yeah.
I just wanna call out something
that I feel like is really interesting
with what you just said.
It's usually one of the other
when it comes to negative experiences
and positive experiences,
it seems like you said the 29 to one ratio.
And as I've talked in the merchants,
usually the focus is on like those negative experiences,
how can they reduce those?
But in your ratio,
like it's super important as well
to look at it from the positive side
and how can you create way more positive outcomes?
And it's just positive experiences.
I think that's something that's honestly brand new,
especially for the audience here.
And maybe, is that not,
and we'll go on in a second, but I just wanna ask you,
like is that not new for you?
Have you always kind of seen that?
Or is that something that hasn't been done?
- No, I think it is, right?
So we're really seeing this era of personalization
being ushered in,
which we're gonna talk a lot about today.
But you're right, that's typically the low hanging fruit, right?
Like what is in your face?
It's the negative experience.
- Yes.
- It isn't, the positive experience
has largely gone unmeasured.
And this is where AI is gonna help us a lot.
And we'll talk about some of that today as well,
of helping us measure the entirety of that experience
across a much larger number of interactions.
So that's part of the reason that's been buried
is you haven't had a good way to judge that,
to measure that, to track that.
The one you could track are the complaints.
- Sure.
- Right?
Those are the easy ones.
- Yeah, yeah.
And from a consumer's perspective,
like if you just take one second,
and we're all consumers,
but look at the world around us right now,
there's a lot of sad things going on.
And if you look at your inbox,
how many times have you been celebrated
from brands in the last few months?
And at least in my perspective, it's not many.
And so there's definitely an opportunity there
to really utilize and start celebrating
their own customers and prospects.
- And I think you're very right on that point,
but this is why I think we're gonna stick with this item.
We'll see if we change it as we go.
But we're talking about this idea of radical personalization.
And I think that's part of the problem as well,
is this very generalized approach
we've taken to celebrating our customers
brings hollow if it's not done in a very personalized way.
Right?
And this is more than just high Brian, right?
Now we're talking about a much deeper level
of personalization beyond,
hey, I was able to stick their first name properly
into an email,
which by the way, sometimes they don't even do that.
- No, no, no.
And you know what, I guarantee you,
like I want to talk about radical personalization,
but one more question before we get there, Matt,
which is you just brought up the reports showing
that everyone wants to invest in customer experience.
But the scores, again, have been down to the last two years.
Why is that from your perspective?
- Well, there's this little company.
I don't know if you've ever heard of it.
It's called Amazon.
They're doing this good, maybe bad,
I don't know, depends on where you set,
where you think it's good or bad,
but they are consistently a brand that performs very,
very highly in customer experience surveys.
And I'm talking about lots of them, not just one.
And the reality is they are setting the benchmark
for the world right now.
So many US consumers interact with Amazon
that when you compare your experiences across anything,
whether it's setting a healthcare appointment,
purchasing something online, going into a store,
whatever it may be, Amazon for most people
is what you're comparing it against, right?
So when we look at what Amazon's doing,
what are they doing that most organizations aren't today?
They've shifted the paradigm
to very proactive communication.
And by the way, I'll mention this side note,
it doesn't really fall into what we're talking about today.
If you're worried about call deflection
in your contact center,
the first thing you should be looking at
is proactive communication.
That is the best way to take calls out of your contact center.
Because guess what, I just got an Amazon delivery
at my door a minute ago.
It's 10 stops away.
I never have to go look for information
or if I needed to tap my fingertips.
I know exactly what they're doing.
I know exactly where my item is.
Very, very simple, very proactive and there approach.
So that's certainly a big part of it
is the bar has been raised.
I'd say the other thing that's driving that
is we're seeing more money pour into CX.
But we've seen this rush to implement AI
that I think is back firing a little bit.
It's really that poor implementation of tools.
You know, here at Eclipse,
we jokingly have something we call
the seven deadly sins of self service.
And we'll dive into some of those a bit later.
So I won't go to a lot of depth now,
but we definitely seeing businesses
run into some predictable potholes on this journey.
That's really making it a bumpy ride for all.
And I'll give you one shocking example of that.
So there's an organization that focuses on eating disorders.
They decided to get rid of their contact center
and put a chat bot in place.
They stopped the chat bot after one week.
It did not even survive a week
because their chat bot was giving advice
that to a layman would seem to make sense.
Like count your calories, right?
Do this, do that.
All these things triggered eating disorders.
So they took a very generalized tool
and try to buy it to a very specific problem
and it backfired spectacularly.
So those are the things we mean when we say,
you need to be conscientious
of the way you're implementing these tools.
Are you a degrade customer experience
instead of improving it?
- All right, so let's get into it.
So you just talked about the brand's emotional performance.
Their scores were low on that, right?
And so one, help us define that one more time,
the brand's emotional performance.
And your suggestions and recommendations
for how can a brand improve that moving forward?
- Yeah, absolutely.
So again, it's just the emotions they evoke, right?
So again, positive would typically be things
like delighted, ease of use, all that fun kind of stuff.
The negative ones are pretty straightforward
and they're stand right, you're frustrated, right?
You're not getting what you want.
It's too hard to do what you wanna do.
You know, the first thing we have to acknowledge though,
front, there's two distinct paths for digital interaction.
One is human-led, right?
So you have people likely sending emails.
You have people likely using chat.
- Sure.
- That's kind of one path.
Then the other path is automated digital interaction.
So chat bots, for example, or you may even have
some AI built that automatically responds
to incoming emails or, you know,
we gotta worry about social media as well, right?
Are you replying to Facebook messages?
Are you replying to reviews left on Google, for example?
All of those things kind of fall under that digital umbrella.
But certainly a path to getting better at those things
is a little bit different, right?
Whether it's people led or completely machine led.
So the first place I would start,
and I'll give you a tip one along our path to personalization,
is you have to understand your brand and it's a voice.
So why that may not directly create emotions,
it does create consistency in how your brand
speaks to and interacts with your customers
across all of your interactions.
So this ensures that you have a predictable
but yet differentiate experience
that will help eliminate negative emotions
and foster positive ones.
So my guess is contact center leaders,
we spend a ton of time thinking about our brand's voice
when we're training our agents, right?
- Yep.
- We are not spending very much time thinking about that
as we're rolling out purely digital tools
such as chat bots, right?
So we're seeing that skipped often.
And the reality is what's happening is so many of these tools
are leveraging the same large language models,
the most popular ones being chat GPT,
that there's this huge flattening going on
in that automated interaction space.
So yours sound like everybody else
'cause you're all using the same tools, right?
Underneath the skin there.
So you really gotta think deeply and carefully
about how to inject your brand's voice into those interactions.
So for example, is your brand playful?
Is it motherly?
Is it compassion?
Is it sarcastic?
What we often are seeing is just this very vanilla experience
that really appears identical across brands
as more of these tools are being rolled out, right?
So differentiation and personalization are obviously
keys to creating positive emotions to your customers.
So you really need to think about
as you're evaluating these tools,
how can you bend them to your brand's voice?
This needs to be a very important part
of your evaluation process when you look
at some of these automated tools is how can you change
its tone, its character?
Much of this can be done through something
called prompt engineering.
We won't go down that rabbit hole today,
but that really relies in many ways on the consumer
to do things differently to get that different tone
coming out of it.
Let me draw it together real quickly
and we'll go on.
- Yeah, this is good.
- Another point.
- Let me give a perfect example.
So again, I'll date myself again.
We'll play guest my age later.
But I came up during an era where in the early 2000,
Bud Light had one of the greatest commercial successes
of all time.
What's up, right?
This was their brand voice, right?
It was pervasive in every commercial.
Everybody was doing, every time you answered the phone
around that time when your friend called,
you were doing the what's up?
If they were to roll out a chatbot that time
and it didn't start with what's up,
it would have been the greatest missed opportunity
for putting your brand voice in automated tools.
If it would have started with,
hi, thank you for choosing Bud Light.
How can I help you?
You missed the boat, right?
So that's what we mean when we say,
how do you bring your brand voice forward
into these automated tools?
- I think it's a good aha moment,
at least for me and I assume the audience
because I've often heard that people go in the direction
of their products and their services
being their main differentiator.
And really what these AI tools are doing
at the end of the day is putting a lot more importance
on the brand.
And maybe I'll back up,
it's more important sign customer experience,
but then how do you stand out
in customer experience is really your brand at the end of the day?
Do I have that, right?
- Yeah, absolutely, right?
I mean, if you sound exactly like your competitors,
how are you differentiating, right?
If you don't have a distinctive voice,
a distinctive taste, take on the world.
And I tell you right now,
when you lead a contact center,
the number of hours you spend training people
on what it means to communicate the way
that your company wants them to communicate, right?
And down to very, sometimes, in my opinion,
maybe a little too specific,
but down to very specific things like,
you need to answer the phone this exact way.
But often, none of that work is done
when we talk about these automated tools.
- I mean, just the context of,
you were just talking about onboarding agents, right?
Like you have a whole onboarding experience
for those agents,
or just for your employees at a company,
it's the same way.
If you have an AI thought that is answering
customer questions just like an agent would,
there needs to be some sort of onboarding experience
for that agent, same thing with email, phone,
your name, it's a good way to think about this.
And I really appreciate that insight there.
So maybe before we even move on,
any other tips about emotional experiences
and how you develop those within a brand?
- Yeah, Brian, you came on to one instinctively.
And part of the reason I say to do this
is because it's something that you probably measure today
and have access to, come at it through the back door,
which is, look, we talked about that ratio,
29 positive every negative one.
Sometimes the best approach right now
is to mitigate or eliminate those negative emotions, right?
So how do you do that, right?
We talked about two negative emotions
in particular to start, frustration and annoyance.
So when we talked about the CX index,
it measures ease affecting this in emotion.
But if we focus on ease and effectiveness,
we can eliminate negative emotions
such as frustration and annoyance, right?
So you're kind of coming at it through the back door here,
instead of taking it on kind of head first.
So again, sometimes that best place to start
is by eliminating the conditions for poor interaction.
And then more naturally, a pleasant interaction
will follow from that.
- And like I have to ask is how would you,
like how would you make that interaction easier
if you're a brand?
Like what are the steps that one would take?
- Yeah, and the first thing you've got to do
is journey mapping.
I mean, everything has to start with that.
And the good news when you look at journey mapping,
that's gonna apply to all of your channels
and all of your interactions.
So I don't know if you're familiar with journey maps, Brian,
but in essence, what you do is you create this idea of personas.
And you say, okay, this is really from people first learning
about your product, discovering your product
all the way through purchasing and support after.
But one of the most critical parts
of putting together a journey map
is mapping customers' emotion throughout that experience.
So now we can quickly start to focus in
where are the pain points in our interaction?
So it may be, hey, Bob is a technically savvy buyer, for example,
is maybe one of your personas, right?
- Yeah.
- And Bob comes to your website
to troubleshooting issues having with his TV.
We're gonna track Bob and say, you know,
Bob was pretty annoyed 'cause he couldn't find the answer, right?
He searched for 30 minutes.
He didn't get what he needed.
But that's really where you've got to start
is with a journey map, measuring those emotions,
understanding where frustration occurs today.
And some of it can even be things like,
you may have a website experience that's awesome
for 80% of your consumers, but 20% are like,
I wanna be able to pick up the phone,
but maybe you forced them to use the website to do something.
So you gotta look for those things as well, right?
It's really, again, back to radical personalization, right?
You cannot force people into one approach.
You cannot force people into one method.
You need to really be thinking about how to deploy
many different methods for them to solve that problem.
- Yeah.
Now, when it comes to getting deep in the weeds
with personalization, when consumers are interacting
with the brands, what are some of those ways
that one can, or I should say, a brand can really
take into the next step of personalization?
Maybe some examples that you've seen too.
- Yeah, absolutely.
So some of that is, like, let's say you just talked about,
we don't get celebrated off in any emails, right?
So maybe you get an email that says,
"Thank you for being a customer this last year,
and here's a 10% off coupon."
Okay, that's very generalized.
Now, what happens if we start to say things like,
"Hey, thank you B for a customer this year.
Here's a 10% off coupon."
And here are four or five products
we think you really enjoy, right?
That's that next level of personalization.
The other thing I would say too,
when you look at personalization,
and really that starts to uncover that next level of it,
is I talked about these AI tools coming in.
Typically, we measure with journey maps.
We have a very limited number of personas,
a limited number of consumers we're tracking
and checking in on.
We're starting to see now with these AI tools,
the ability to manage sentiment in real time
across all interactions, across all channels,
and across all intents.
So this is another way you take your personalization journey
to the next level is basically say,
okay, using all of this data,
we're gonna start to create better understanding
of clusters of our customers, right?
As opposed to these personas that we kind of made up
as part of a customer journey,
which there's some scientific basis in that,
but the reality is some of it is made up, right?
To real clusters based on data,
and then track those clusters throughout interactions
to say, okay, next time customer B comes in
that fits this very specific smaller cluster,
we know they're gonna get frustrated.
Typically that cohort of people is gonna get frustrated
if we suggest to them to try to use a chat bot.
They'd much rather have us suggest to them to use a phone call.
So now we start pushing people
through proactive communication
to the past that create the most delight for them, right?
So it's understanding where they fit,
understanding what past,
create the most positive emotions for them,
and then also using proactive communication
to help make them aware of the past
that are most likely to create positive emotions for them.
- We, there's a session with a company called QA,
should get this right, QA, oh boy, QAI, that's what it is.
And they were talking about real time,
they do real time sentiment analysis on customers.
And I think it's just like super interesting
because it is a pivot of segmentation, right?
Because to your point earlier,
you think of segmentation as, all right,
these are our top 20 customers,
these are our top 50 customer, top 100 customers.
But all of a sudden, if you have the right data in place,
in real time, you could be like,
oh no, these are the most important customers
at this point in time,
based on their past five interactions with us
has all been negative, right?
And so that's your point.
Here's how we'll personalize their next step,
which is really fascinating way to think about,
how a customer experience can look like
in the near future and even in the current present right now.
- Yeah, the other thing too, you have to recognize
as sentiment isn't the end all to be all.
Certainly that's a good place to start.
The other thing I would say is,
we're probably measuring the wrong way,
NPS is the de facto measure for success or happiness.
The reality is NPS measures and intent
potentially to do something down the road.
It doesn't actually measure a satisfaction.
We are big fans at Eclipse of something
called customer effort score.
- Okay.
- Customer effort score actually is a better predictor
of loyalty than NPS.
And we're talking about up to two X better
at predicting customer loyalty than NPS.
And really what that's measuring,
it shouldn't be a surprise anybody
that people like doing businesses with companies
that are easy to do business with.
So what is it measuring?
It's measuring a very important question.
How easy was it for you to do X?
How easy was it for you to use our website
to find information?
How easy was it for you to solve your problem
through our chatbot?
How easy was it for you to purchase an item from us?
Now you've got a much lower level of granularity
that creates better understanding
and a much better measure for success
that's gonna be more predictive of loyalty.
- Yeah, customer effort score,
I don't know if it was created by,
but I know that Matt Dixon, our keynote speaker,
is the one that really talked about that
first and foremost.
And so that's super interesting
that you guys also follow that model as well.
- I just follow the data.
(laughs)
- I don't know, but the data tells me
it's better at predicting loyalty than MBS.
And it makes sense to me as well, right?
It also resonates personally with me.
- It is.
And again, loyalty is, you know,
it's, I think it is one that everyone,
at least in customer retention and customer experience
can relate to and really is trying to improve
at the end of the day.
Okay, so I'm just gonna go back really quick
'cause you kind of dangled this carrot in front of me.
And so it would be odd and strange not to ask you.
You talked about the seven deadly sins.
All right, so what do you mean by that?
Is that something that you have also created?
Is this data as well or is this something different?
- This is an eclipse creation.
It's written through the experience of what we see.
And again, part of my own personal experience of building,
look, I hate to pin my accolades,
but an award-winning student leader, right?
So let's talk about two 'cause I think this is an important
part of eliminating frustration,
creating better personalization
and creating better emotion.
So one of the ones we talk about is know the location
of your circuit breakers.
So what does that mean, right?
Just like in real life circuit breakers are tripped
to prevent us from doing harm, right?
And in the case of inter, digital interaction,
we need to make sure we trip our circuit breakers
before we do harm to a customer.
So let's talk about that in very practical terms.
The easiest way to think about this is just because
something is automated doesn't mean it has to be used
in every instance.
So let me give you a personal story of what I'm talking about.
Big cable company, we all know who it is.
I'm not gonna pick on people here,
but consistently does not score well on CX surveys.
I moved into a house, they put in service for me.
And this happened about three years ago.
I was getting terrible speeds intermittently outages,
all kinds of stuff.
So long story short, they came out to my house
five different times,
always replacing equipment outside of my home, right?
At first it was, it's your fault,
then I finally got them to come out here and it was like,
oh shoot, it's not your fault,
the signal coming in is bad.
And they kept going further and further upstream
every time they come out.
But every single time they try something,
oh, they check it real quick, oh, it looks fine.
Away they go, right?
So a couple of days later, same problems come back.
I gotta pick up the phone.
The first thing they make you do,
prior to being able to talk to anybody or an agent,
is they say, we must send a diagnostic
and reset signal to your modem.
And we will not talk to you until that's done.
And that's a 10 to 15 minute process.
Then after you go through that,
then it's talk to level one support.
Now at this point, I've been to my house five times.
They know the problem is not my modem,
but they're forcing me to use a tool
that's not gonna solve for my problem.
And they're forcing me to talk to level one tech support
agents who the first thing they're gonna say to me
is unplug your modem, which is not gonna fix my problem, right?
This is where a circuit breaker should have come in
and said, oh my gosh, we've replaced all kinds of equipment
around this guy's house, this is the fourth time
we've had this issue, let's get them right
to level three tech support.
That's radical personalization, right?
Understanding my previous interactions,
understanding the source of my problem
and guiding me to the right path to get a resolution
instead of making me go through a bunch of steps
that aren't gonna solve my problem.
- I wanna ask a quick question.
- Yeah.
- That we don't have, or I should say,
I don't have this opportunity many times,
but I know exactly the situation
that you went through and I'm gonna assume
that our audience knows exactly that situation.
With a company, and again, this is not to zero
off this company, but with a company that has the resources
and money to deal with it, in your opinion,
why hasn't something like that been solved yet?
It's kind of eye-opening, am I blowing it for me?
And I can't wrap my head around it,
but from your mind, why is that still exist?
- Number one problem most companies have,
'cause they do not have their data
that lives in one place that's accessible
to all their systems.
And I will say this for agents as well.
So how do you create radical personalization
when part of the transactions or interactions
are in this system, part are here,
they don't talk to one another, they're not cleansed,
they're not brought together in a consolidated fashion.
So the first step in creating world-class customer experience
and by the way, I can promise you Amazon did this
from day one, all of your data is sitting in a data lake
somewhere, it's all goes through a data cleansing pipeline.
When you call Brian, they probably know exactly
what you've been searching for online,
they know what you've purchased,
they know everything is in motion where it's at.
So until you bring that data together,
radical personalization is a very, very difficult thing to do.
So you've got to start with a good CRM strategy,
you've got to start with a good data lake strategy,
that is really one of the key first steps
in radical personalization.
- That's beautiful, is there anything else
that we haven't touched upon yet?
- Yeah, I'll put on the second of the seven deadly sins
I wanna talk about, we're not gonna go through all seven,
I promise, if you wanna look for that article,
it's actually in Forbes, I think at that time
we were calling it the seven mistakes of automation,
but now we call it the seven, at least,
and then we'll be searching for it.
- So if you search seven deadly sins,
Matt, they will. - Yeah, I do too,
I do too.
So if you search for my names on Forbes, it'll pop up.
So if you wanna read more, please go search out there
or reach out to me directly,
you have to have that discussion.
The other one I talked about,
and it's really related to that previous point,
is not knowing the location of your accent rows.
So just like in a plane, when things go wrong,
we need brightly lit accent rows
that everybody knows where to go to, right?
So again, I'm not ashamed to admit,
Brian, I'll be curious if you've gone through this
or how much of the people listening have.
Have you ever yelled agent at a phone, at an IVR?
- Yes, oh, yes. (laughs)
- And I always thought that zero zero zero zero zero zero.
- Yeah, you know, zero zero zero zero.
Guess what?
This is the point, is you've got people desperately trying
to eject themselves from AI jail,
eject themselves from automation jail,
and we're not giving them ways to do that.
So again, this is where we got to,
and part of that is, we get caught in the IVR maze.
Or in my example, I'll go back to this
picking on this poor company,
that I won't say their name.
But why is it when I call,
the first thing I get in IVR is,
if you want help with your television service press one,
if you want help with your phone service press two,
if you want help with your internet service press three,
I only have internet service.
(laughs)
How about you don't be right into the part of your IVR
that's gonna service me,
or based on, again, my previous example of,
boy, you know I was having some real issues.
How about you get me all the way out, right?
But that's the problem here,
is we're dumping people in the IVR prompts,
that don't make sense for them,
creates more touches, more taps.
We're making it harder and harder for them
to get out of that endless maze of automation.
And we're also not being good flight attendants,
we're not pointing out the exit rows, right?
We're not reacting in real time to say,
boy, this interaction,
we're seeing a lot of negative sentiment,
we're seeing a lot of frustration.
How about if I ask you,
would you like me to connect you to an agent?
And get them to the front of the queue, by the way, right?
'Cause they've already spent 20 minutes
frustrated with your self-service tools,
get them right to the front of the queue, right?
So again, that's the idea of,
how do we radically personalize those experiences
to know that for this one person, not universally,
but for this one person,
we're going down the wrong path,
and here's how we course correct quickly.
- I love that.
So, I'm gonna recap really quick
and tell me what I got on here.
So, we gotta get to radical personalization.
And maybe one way to think about radical personalization
is like, hey, how can we create 29 positive responses,
positive radical personalized responses
to say one negative response?
And in order to get there,
it's all about making sure you have the right customer data
in place and centralizing that customer data,
that an AI tool or whatever that you would need
has access and can analyze,
and it's all actually data that you can utilize
and clean together.
And am I missing anything?
Is that kind of what we talked about right here?
- You need a place to start,
and again, you gotta make this available to your agents too.
We cannot forget that agents are part
of your digital interactions as well, right?
So, and by the way, it'll make your voice channel better too.
So, how about things like next best actions, right?
Like, those are all things,
once you get all your data into one place,
you have it cleansed properly,
you created insights from it using AI tools,
you created better guidance for your automated tools
and your agents, next best actions, for example.
All of those things kind of come out of that,
and that's where again, we create delightful experiences.
It was easy for me to do something with them,
it only took a minute.
Those are the things we wanna hear, right?
Unfortunately, we're building a more and more
Byzantine system that people are getting
the opposite of that right now,
which is they may be the self-service
that didn't help my problem,
I didn't know how to get to an agent,
and I just gave up.
- Yeah, no, that's great.
Well, beautiful, thank you so much, Matt, for your time,
for the content that you're providing here today,
and I wish you the best,
and thanks for all the help here.
- Absolutely, thank you, Brian.
- Bye. Bye, everyone.
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