The Modern Customer Podcast

Women are powerful influencers and consumers, but they are often forgotten or overlooked by brands.  Even though women control the majority of household spending decisions and contribute to the economy at record levels, they are often stereotyped when it comes to marketing and customer experience.  Instead of pushing women to the back or creating superficial experiences, brands need to make women front and center in every product they design and experience they create, says Michelle Kennedy, CEO of Peanut, a social network for women.  Kennedy says the key to creating honest experiences for women is to be authentic and understand what matters in their lives. That comes from having direct conversations with female consumers to understand their priorities, needs and values. Too often, companies assume they know what women want and put all women into patronizing molds. But modern women don’t want to have to fit a mold. Instead, they want to celebrate and be recognized for all the many facets of womanhood and motherhood. The best experiences for women are personalized and tailored to meet their unique needs so that they feel valued and seen as individuals.   Now more than ever, a brand’s value set matters to women. Women want to understand the value sets of brands and know they fit with their own values and principles. Women want to support brands that stand for something and do good in the world, so companies that are transparent about their processes and share their values and impact can create strong connections with women.  Women crave connection and want to interact with their peers and with brands that are willing to ask difficult questions and be honest and authentic. Peanut tailors its honest experiences to women by creating a safe and trusting space to have hard conversations. By talking to women and being open about what they want and need, Peanut created a space where women can be uplifted and build connections while talking about important things they don’t discuss in most other places, including topics like pregnancy, menopause and infertility.   Women are powerful consumers, but more than just that, they are powerful people. Brands can’t overlook the impact of women. To create products and experiences that make a difference and improve the lives of women, brands need to be honest, authentic and bold. _______________ Blake Morgan is a customer experience futurist, keynote speaker, and author of the bestselling book The Customer Of The Future. Sign up for her new course here. For regular updates on customer experience, sign up for her weekly newsletter here.  

In many companies, the customer experience happens by accident without much strategic thought.  But a truly customer-centric culture and experience requires a thoughtful strategy and continual adjustments and improvements. And a large part of that is performing a CX audit.  Jamie Haenggi is Executive Vice President and Chief Customer Officer at ADT, where she is focused on designing the CX journey across the entire company for its 6 million customers.   One of Haenggi’s recent projects is an in-depth look and audit of the entire customer experience journey. The goal of the CX audit was to have a deep understanding of the current state and then design a comprehensive plan for the future state.  ADT first performed in-depth research through focus groups, surveys and feedback from employees and customers to map out all the journeys. From there, they held ideation sessions to think about what a future state would look like and use design thinking to build continuity in the customer lifecycle.  Haenggi’s next step is to partner with IT to put the technology and data in place to bring the new vision to life. The goal is to first create a technical road map and then use that information to create an operational roadmap so that the entire company is using the same data and processes.  The research process has showcased the highs and lows of the existing customer experience by highlighting areas where ADT excels and gaps that have long been overlooked. Haenggi shared the example of when a customer relocates and has to change or update their service in multiple systems. The current process involves multiple pain points for customers and employees. But by evaluating the process in terms of the entire customer journey, ADT can create a more integrated experience.    The CX audit also brought to light new opportunities to innovate and enhance the customer experience. Because of the research, ADT started rolling out virtual service appointments that allow customers to get the troubleshooting help they need without having to wait for someone to physically come to their house. The virtual appointments were especially timely and well-received during the pandemic.  A CX audit involves doing a deep dive on every aspect of the current customer experience and creating a vision and plan for the future. It will likely bring up gaps that need to be improved, but it can also help locate huge opportunities for growth.  Especially in this post-pandemic world, companies need to be willing to adapt and evolve. That often involves being humble enough to realize what can be improved and bold enough to challenge the status quo.  Haenggi acknowledges that ADT is still evolving, but it has made huge strides in improving an already strong customer experience by staying close to customers and employees and being willing to reflect and improve. A CX audit is a requirement to create a future-ready and comprehensive customer experience.  _______________ Blake Morgan is a customer experience futurist, keynote speaker, and author of the bestselling book The Customer Of The Future. Sign up for her new course here. For regular updates on customer experience, sign up for her weekly newsletter here.  

Over the last few years, more and more companies have created Chief Experience Officer positions, elevating the customer experience to the C-Suite. One person who stepped into this new role in 2019 was Julie Bowerman, Chief Global Digital Customer and Consumer Experience Officer of Kellogg's. The titles and responsibilities of Experience Officers vary depending on the company, but the growth of the role shows the importance of customers in successful organizations.  Although Bowerman has more than 20 years of experience building household name brands, this is her first role as a Chief Experience Officer. She is also the first person at Kellogg’s to hold the position. Bowerman believes more companies are creating CXO roles because the landscape is changing so quickly. The fast-paced and technology-driven environment is forcing big companies to break down their traditional silos with different areas for finance, marketing, IT and sales to bring people together and focus on the experience.  To deliver a relevant and personalized experience to modern customers, companies have to break down silos and build a cohesive approach that reaches the top of the company. There isn’t one correct title or structure--what matters most is that companies are thinking of ways to challenge the status quo and break down barriers.   In Bowerman’s day-to-day responsibilities, she leads four groups to help Kellogg’s regional teams around the world build their digital muscle. Working in e-commerce, digital marketing and media, B2B and DTC, Bowerman’s teams consult global teams to help them build unique digital strategies that resonate with their consumers and objectives. A team in Asia may have different objectives than a team in Europe, and Bowerman’s teams help them meet their unique needs while also delivering a consistent Kellogg experience. Bowerman reports to the Chief Growth Officer, who reports to the CEO. Bowerman recommends CX professionals try different things and build capabilities so that as they become more senior in their careers, they can tap into their breadth of experience. Instead of being specialized and boxed in, leaders with a variety of experience can focus on general management. Don’t chase titles, but instead aim to grow your skills and make an impact wherever you are. The increase in CXOs shows the value of experience and the importance of a companywide experience strategy. As the roles continue to grow, their impact will be felt in organizations around the world. _______________ Blake Morgan is a customer experience futurist, keynote speaker, and author of the bestselling book The Customer Of The Future. Sign up for her new course here. For regular updates on customer experience, sign up for her weekly newsletter here.  

Even with innovations to medicines and treatments, how the pharmaceutical industry interacts with patients and customers has largely stayed the same for decades.  But one company is breaking through the push and sell method with a large-scale digital transformation to disrupt the industry.  Davidek Herron, Global Head of Digital at Roche Pharmaceuticals, believes that all companies can—and must—undergo digital transformations to provide value to their customers. Instead of simply doing things how they’ve always been done, companies in all industries must focus on finding gaps and adding value for their customers. As with everything, customer experience needs to be central to digital transformation. The goal should be to provide seamless experiences and to make it as easy as possible for customers to do business with the company.   Herron recommends companies start simple by understanding who their customers are and what they need. This requires really talking to customers and being open to their feedback and suggestions. Companies must understand the feedback and data they get from customers, including how they are capturing it and what they will do with it. Herron believes companies have to be able to measure if they want to be effective.  Once companies understand their customers, they can start to build core digital infrastructures. Knowing their customers allows companies to deliver the right messages at the right time and makes companies and customers partners instead of a one-sided sales relationship.  Most companies understand the need for digital transformation, but many are overwhelmed at the thought of completely overhauling their organization. Herron recommends simplifying the transformation by first setting a goal and vision. He recommends under-promising and over-delivering. Leaders must set the tone and be clear about where they want the company to go. With that goal and common cause, the company can start with quick digital wins to show the value of the transformation and gain momentum for further changes.  Herron says one of the most important things for a digital transformation is to have the right people in place. Having employees who are motivated and are willing to go the extra mile to solve problems improves morale and keeps the company moving forward. Even with all that is involved in digital transformation, finding and retaining top talent should be a priority for leaders. If the pharmaceutical industry can change with digital transformation, all companies can change. Digital transformation doesn’t have to be complicated. Setting a vision, understanding customers and getting the right people in place can put companies on the path to lasting transformation.  _______________ Blake Morgan is a customer experience futurist, keynote speaker, and author of the bestselling book The Customer Of The Future. Sign up for her new course here. For regular updates on customer experience, sign up for her weekly newsletter here.  

When it comes to creating experiences customers remember, employees are your first line of defense.  According to Doug Woodard, CCXO of SimpliSafe, culture is transparent to customers. To create a strong customer experience, Woodard first works to create a strong company culture and employee experience.  How it feels to work at a company is also how it feels to be a customer there. If employees feel empowered and valued at a company, customers will also feel the same way. But if employees feel overworked and frustrated, those same feelings will come through to customers.  Company culture has to be intentionally designed. As Woodard says, every company has a culture—either by definition or by default. Intentionally defining the culture and the values that matter to the brand gives employees perspective and common traits to exemplify in their daily interactions. Companies that don’t design their cultures run the risk of a culture falling into place, often with traits and values that don’t match where the company wants to go.  Creating a strong culture starts by identifying the values and purpose of the brand and products. Ask yourself and your employees how you want customers to feel and how the company values can connect to customer experiences. SimpliSafe’s mission centers on helping customers make their homes safe. That feeling of reassurance and safety permeates through the company and is felt in every interaction customers have with the brand, no matter where they are on the customer journey.  A well-defined company culture creates engaged employees. Woodard says leadership also plays a large role. Engaged leaders create engaged employees who personify the company values. Leaders need to be clear about the traits they expect from employees and set the example themselves. If you want customers to be heard and valued, employees should be treated the same way by their leaders.  Before he joined the company, Woodard purchased a SimpliSafe system for his house and installed it himself so he could get the same experience as a customer. He called tech support and worked through issues to build empathy with customers. Now, as he interacts with employees and gets their feedback, he has a sense of reference for their role in the experience.  Company culture is an often overlooked aspect of customer experience. But organizations with a defined mission and purpose and engaged employees not only strengthen their cultures but also create more opportunities to connect with and serve customers. _______________ Blake Morgan is a customer experience futurist, keynote speaker, and author of the bestselling book The Customer Of The Future. Sign up for her new course here. For regular updates on customer experience, sign up for her weekly newsletter here.  

How long has a customer been with the company? Who lives in their household? What future products and services might they enjoy? The answers to all of these questions are available through master data management.   Data is central to creating personalized customer experiences. And the future of data analytics is master data management or MDM.  Master data management creates a centralized place for companies to store and manage customer data. Patrick Terry, SVP, Head of Enterprise Data & Analytics at Heartland Financial, says that companies must be consistent with how they use data if they want data analytics to work. But in a typical company, each department uses different systems to look at various aspects of customer data. The marketing department cares about different data than the finance department, which uses different data than the customer service department. The result is often confusion with everyone working off different sets of truths.  Master data management analyzes how all the customer data relates to each other and then becomes the central source of truth that the entire company can pull from. Terry points out that it isn’t a single system, but rather a way to centralize and standardize data that can then be used with many different systems, from CRM to account management systems and beyond.  Within a household, there might be two spouses with their own accounts and a teenager with an account. Master data management rolls that individual information into a household and allows the company to market both to the entire household and each individual as needed. A consistent understanding of each customer, as well as each household and customer grouping, eliminates unnecessary communication and provides a strong understanding of customers.  Master data management is the foundation of a high-quality, personalized experience. It builds a strong understanding of customers by using accurate and updated information. By creating one source of truth, all the systems that want to reach out to customers can do so in a way that is consistent and trustworthy.  In Terry’s world of banking, MDM helps banks become customer-centric and not account-centric. There are numerous ways customers can interact with the bank beyond just having an account, and master data management tracks the many relationships and customer preferences instead of organizing people by their accounts.  Modern customer experiences start with strong data analytics. Going forward, personalization will become even more focused and crucial. Master data management centralizes data and allows companies to work more efficiently internally and deliver amazing personalized experiences to customers. *Sponsored by Informatica Companies with a legacy foundation need to see it as a legacy to build on for creating a next-generation CX strategy based with customer data management at its core.  A customer-centric architecture starts with the business outcomes and what the company is trying to achieve that is unique to every company.  Master Data Management delivers an opportunity to standardize data domains such as customer, product, supplier, location – and help organizations create consistent relationships across any channel. Learn more about how Informatica helps organizations deliver great CX with a foundation of intelligent data. Go to informatica.com/cx. _______________ Blake Morgan is a customer experience futurist, keynote speaker, and author of the bestselling book The Customer Of The Future. Sign up for her new course here. For regular updates on customer experience, sign up for her weekly newsletter here.  

COVID highlighted the need for every company to be digital. But many companies face challenges when undergoing a digital transformation.  According to Nigel Vaz, CEO of Publicis Sapient, all companies need to challenge the status quo as they adopt new digital strategies and solutions.  He says the biggest mistakes companies make happen at the start and the end of the digital transformation.  The first mistake is not being clear on where the digital transformation starts and why. Some companies simply pick an area to transform and set the large-scale transformation in place without thinking through why they are starting in that area. Vaz recommends that companies start with something that is representative of the entire organization so that people can see how that change applies to the entire organization. But you don’t want to choose a starting project that is so big that it never gets off the ground or delivers value.  The first project of a digital transformation sets the tone for the entire process. Companies need to think strategically and start with a project that will grow momentum and show progress without being overwhelming.  The other common mistake comes at the end of a digital transformation. The truth is that there is no end to a true digital transformation. It is an ever-evolving journey that involves constant adaptation. Some companies think of digital transformation as a destination instead of a journey. They believe that once they’ve transformed various parts of their company, they can check off the box and move on. But the pace of change is increasing, which means digital transformations need to be continual.  Embarking on a digital transformation and coming to terms that it is a never-ending journey can be overwhelming. Vaz uses the acronym SPEED to represent the secret sauce of digital transformation:  S: Strategy. Start by being clear on the strategic objective and the value you’re trying to unlock.  P: Product. Digital leaders are in constant beta mode and are always evolving their products. E: Experience. Look for the experiences that will delight customers and employees and allow them to do something dramatically different. E: Engineering. Don’t lose a great experience because of a lack of engineering power. Involve engineering in the overall experience. D: Data and AI. Successful digital products and services are constantly fed by data.  The need for digital transformation has never been greater. All companies need to rethink their digital strategies so they can continually evolve and improve. _______________ Blake Morgan is a customer experience futurist, keynote speaker, and author of the bestselling book The Customer Of The Future. Sign up for her new course here. For regular updates on customer experience, sign up for her weekly newsletter here.  

10 years ago, people used to email, call, or text their friends and family. Today, the vast majority of conversation happens via messengers.  Business communication is set to follow the same pattern.  According to Paul Adams, VP of Product at Intercom, messengers like WhatsApp, WeChat, and Facebook messenger have become the dominant way people communicate. It’s a fundamental change that is impacting the business world.  Most companies still rely on phone and email to communicate with customers, but Adams believes the future of business communication and customer service is conversational.  Moving away from traditional communication channels and towards messengers is a win for both companies and customers. Messengers can be scaled much more easily and cost-effectively than phone or email, and customers appreciate the convenience of self-service.  However, Adams is quick to acknowledge that messengers aren’t the perfect fit for every situation. Messengers can be incredibly effective for simple, repetitive questions, but deeper human assistance can be needed for more complicated issues.  Adams believes the future of support looks like a funnel with three layers: Proactive support. This includes outbound messaging to check on customers and their products and address any issues before they arise. Automated self-service support. Messengers can easily answer simple questions, such as checking on the status of an order or making a basic account change. Self-service options allow customers to get help when needed without having to wait. Human support. For more complicated issues, customers can be transferred to a human to provide personalized service.  Although messengers are the future of business communication and customer service, Adams says it’s really about marrying the scenario to the communication channel. A messenger might not always work, just like a human isn’t the best option in every scenario. But leaning into messengers and using human support when needed can deliver seamless customer interactions and lead to strong business insights.  In the end, successful business communication is all about staying close to customers. Messengers will see huge growth in the coming years as more companies turn to self-service options. And when those interactions help companies stay connected with customers, everyone benefits. *Sponsored by Intercom Intercom is a Conversational Relationship Platform that helps businesses build better customer relationships through personalized, messenger-based experiences. The company is bringing a messenger-first experience to all business-to-customer communication, powering 500 million conversations per month and connecting 4 billion end-users worldwide across its more than 30,000 customers, including Facebook, Amazon, and Lyft.  _______________ Blake Morgan is a customer experience futurist, keynote speaker, and author of the bestselling book The Customer Of The Future. Sign up for her new course here. For regular updates on customer experience, sign up for her weekly newsletter here.  

The wireless industry may be the most competitive in the world. To attract more customers, companies are constantly working to improve their services. That means delivering seamless, convenient experiences that modern customers crave. T-Mobile’s goal is to make customers’ lives easier as it connects them to the world.   Competing on customer experience requires a strong understanding of the effectiveness of products, services and the overall experience. And that comes down to data, says Jon Freier, EVP of Consumer Group at T-Mobile.  There are numerous metrics to measure customer experience, but Freier looks at three main categories and activities: What is the experience like for people who aren’t T-Mobile customers and want to join? What is the experience like for existing customers who want to expand their relationship with T-Mobile? What is the experience like for existing customers when an issue pops ups?  Measuring these three areas—joining, expanding and resolving issues—helps the company track the level of effort. Freier says T-Mobile chases and tracks anything that can measure how hard or easy it is to do those things.  Freier believes companies are moving past traditional metrics like CSAT and NPS and towards measuring the level of effort. T-Mobile considers and tracks the level of efforts for customers to join, expand and resolve issues. That includes tracking if the experience is hard or easy, how long it takes and even how many clicks it takes to join or resolve issues digitally. If the current experience takes 25 clicks to solve an issue, Freier wants his team to get it down to 20 clicks. And then once it’s down to 20 clicks, the goal is to simplify it down to 15 clicks. Simplifying the product and customer experience puts more power in customers’ hands with self-service options.  The goal of all companies, regardless of industry, should be to make customers’ lives easier. Tracking the level of effort to join, grow and solve problems can help all companies better understand their customers and continually improve the experience. _______________ Blake Morgan is a customer experience futurist, keynote speaker, and author of the bestselling book The Customer Of The Future. Sign up for her new course here. For regular updates on customer experience, sign up for her weekly newsletter here.  

When Kate Johnson became president of Microsoft US four years ago, the stock price was at $44. Today, it’s around $260.  What’s the reason for the immense growth? Continual digital transformation and a commitment to change. At Microsoft, Johnson is a powerful change agent who works with CEO Satya Nadella and other executives to set the company on a fast track to the future.  Johnson believes that companies can have all of the ingredients for success, including a strong mission and employee experience. But if they don’t have a culture that enables change, their success will be temporary.  Lasting success comes from a culture that enables and promotes change and that is continually evolving and looking towards the future.  But change doesn’t just come from culture; it comes from people. Leaders working for change will find that their people fall into three buckets: The people who adore change and are all in. The people who hate change and try to block it. The people who are on the fence and trying to figure out which group to join.  Johnson says that great change leaders listen to all three groups but specialize in helping the people on the fence join the supporters. When that happens, roughly two-thirds of people will be supportive of change, which helps leaders reach critical mass for the change they are trying to achieve.  Being a change agent requires a variety of skills, including the courage to muscle through negative feedback and figure out which signals are real and which are just noise. Change agents have to be great listeners and be both real and pragmatic. Even with the challenges, Johnson says it is the most fulfilling job imaginable.  Johnson’s favorite problems to solve are the complex challenges that are steeped in people. She says that’s where the best and most impactful change occurs. But working with people means working with their egos. One of Johnson’s proven ways of calming egos is simply asking people, “Tell me more.” The simple sentence helps people realize she is listening and allows them to share their viewpoint calmly and without ego. It doesn’t mean she always agrees with the other side, but it helps her better understand people and make progress. Microsoft’s digital transformation has brought about many changes, but Johnson says the main focus has been changes related to customers. She believes that if the company is going to obsess over one thing, it needs to be customers.  Customer-centric leaders need to be change agents. By understanding people, cutting through ego and obsessing over customers, leaders can make lasting and impactful change within their organizations. *Sponsored by Wix Answers It's been a year of change for businesses. What’s making this period most challenging is the lack of clarity. But, that’s also where there’s an opportunity to stand out by building trust in your relationships with your customers with agile communication. Wix Answers takes a new approach to customer support by helping you adapt quickly to know exactly what your customer needs and when they need it. Go and see for yourself today at WixAnswers.com. _______________ Blake Morgan is a customer experience futurist, keynote speaker, and author of the bestselling book The Customer Of The Future. Sign up for her new course here. For regular updates on customer experience, sign up for her weekly newsletter here.