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All (242) Blog Posts (55) Other Pages (187) 242 items found for "" Blog Posts (55) Chatbot vs Conversational AI Choosing the Right Solution for the Support Teams As businesses increasingly rely on automated tools to enhance customer service and operational efficiency, the terms " Chatbot " and " Conversational AI " are often used. However, while they share similarities, they represent different levels of technological sophistication and capabilities. Understanding these differences is crucial for organisations looking to implement the right solution for their needs. What is a Chatbot? A chatbot is a rule-based system designed to interact with agents through pre-defined scripts. It can handle straightforward tasks such as answering FAQs or guiding agents through specific processes. These bots operate within a narrow scope and are limited by the commands they’ve been programmed to recognize. For instance, Amazon Lex uses natural language models but is still typically deployed as a traditional chatbot in many applications, limited to specific, rule-based tasks. What is Conversational AI? Conversational AI , on the other hand, represents the evolution of chatbot technology, incorporating advanced machine learning and natural language processing ( NLP ) to enable more dynamic and contextual interactions. Unlike simple chatbots, the Conversational AI of Ascendo.AI can understand and respond to open-ended questions, learn from previous interactions, and provide more personalised experiences. This allows for more natural and human-like conversations, as seen in platforms like Google's Conversational AI, which powers virtual assistants to engage with users across multiple channels. Key Differences 1. Complexity and Flexibility : While ChatBots follow a strict set of rules, Conversational AI adapts to user inputs, making it more flexible in handling diverse queries. This flexibility is achieved through NLP and machine learning, enabling the AI to refine its responses over time. 2. User Experience : Chatbots are often limited to providing specific information based on user prompts, which can sometimes lead to frustrating experiences if the bot fails to understand the request. On the other hand, Conversational AI can manage more complex interactions, improving customer satisfaction by providing relevant responses and insights even in tough scenarios. 3. Scalability and Efficiency : Both chatbots and conversational AI offer scalability, but conversational AI has the edge in handling high volumes of interactions simultaneously while maintaining a high level of accuracy and relevance. This makes conversational AI ideal for businesses looking to automate complex customer service tasks without compromising on quality. 4. Application and Use Cases : Simple chatbots are best suited for tasks like answering FAQs, booking appointments, or guiding users through basic processes. In contrast, conversational AI can be deployed in a wider range of applications, from personalized customer support to sales and marketing automation, as well as complex data analysis tasks. Choosing the Right Solution When deciding between a chatbot and conversational AI , consider the specific needs of your business: - For Basic Interactions : If your primary goal is to automate routine tasks like answering common questions, a chatbot might suffice. Some other tools can be configured for these purposes with minimal setup. - For Complex and Dynamic Interactions : If your business requires a more nuanced approach to customer interactions, conversational AI is the better choice. It offers the flexibility and learning capabilities necessary to handle a broader range of queries and provide personalised responses. Result for Chatbot vs Conversational AI In the battle of Chatbot vs conversational AI, Chatbot gives a success rate of 60% whereas Conversational AI gives a 90% success rate. As conversational AI continues to evolve, businesses that invest in this technology are likely to gain a competitive edge by offering superior customer experiences and optimising their operations. For more information on conversational AI technology for the support teams, visit Ascendo.AI Learn more: The Future of Customer Service: Generative AI CRM Copilots Tips to transition from Self-Assign to Automatic Assignment Enhancing Support Efficiency with AI-Powered Correlation and Content Optimization In today's fast-paced digital landscape, efficient and effective support services are crucial for any organization. Leveraging the power of artificial intelligence (AI) and data correlation, support teams can transform their knowledge base and streamline content creation processes. Strategy Overview Identifying Common Issues and Solutions: By analyzing case data , we can pinpoint prevalent customer challenges and create targeted content that addresses these issues head-on. This ensures the knowledge base is populated with relevant information for future inquiries. Understanding Customer Needs and Trends: Data analysis allows us to identify emerging trends and customer needs, enabling proactive content development. Keeping the knowledge base up-to-date and aligned with current trends enhances its value significantly. Improving Content Quality and Accuracy: By comparing case data against existing articles, we can identify content gaps or inaccuracies. This continuous improvement process ensures that the knowledge base remains accurate and relevant. Optimizing Searchability: Analyzing frequently used keywords in case data informs content tagging and titling strategies. This makes content more discoverable for both customers and support agents , leading to quicker resolutions. Enhancing Self-Service Options: Insights derived from case data guide the creation or update of FAQs, how-to guides, and troubleshooting articles. Empowering customers with self-service resources reduces reliance on direct support. Customizing Training Materials: Identifying recurring themes in case data allows for the development or customization of training materials for support agents. Focusing on the most pertinent issues ensures effective training outcomes. Facilitating Product Improvements: Correlated case data serves as invaluable feedback for product development. By identifying areas for enhancement, we can mitigate similar issues in the future. Supporting Personalized Support: Creating content tailored to specific customer segments or product lines promotes personalized and relevant support experiences, fostering customer satisfaction. Value Proposition Implementing this comprehensive data correlation and content optimization strategy offers numerous benefits, including: Reduced Time and Resources: Less time spent on repetitive inquiries frees up resources for more complex issues. Improved Customer Satisfaction: Relevant and accessible content empowers customers and leads to higher satisfaction levels. Empowered User Base: A well-maintained knowledge base fosters a knowledgeable and self-reliant user community. Increased Content Publish Rate: By correlating content and identifying patterns , we can ensure that a higher percentage of case data is transformed into valuable knowledge base articles . Conclusion By leveraging AI-Powered Correlation and Content Optimization, support teams can revolutionize their knowledge base and deliver superior customer experiences . This strategic approach ensures that every piece of content is valuable, actionable, and aligned with customer needs, leading to increased efficiency, customer satisfaction, and product improvement. Are you ready to transform your support services? Embrace the power of AI and data correlation to unlock a new era of support excellence. Learn more: The Future of Customer Service: Generative AI CRM Copilots Tips to transition from Self-Assign to Automatic Assignment The Future of Customer Service: Generative AI CRM Copilots Customer support is a battlefield. Between sky-high expectations, complex product ecosystems, and a constant influx of inquiries, support teams are under immense pressure. Without the right tools, these challenges can quickly overwhelm even the most dedicated agents. The Struggles of the Traditional Support Agent Information Overload: Switching between multiple tabs, searching knowledge bases , and manually cross-referencing information is exhausting and time-consuming. Repetitive Tasks: Answering the same questions over and over drains morale and prevents agents from focusing on more complex, high-value interactions. Inconsistent Responses: Different agents may provide varying answers to similar queries, leading to customer frustration and confusion. Limited Personalization: Without a comprehensive understanding of each customer's history and preferences, it's difficult to provide truly tailored support. Slow Resolution Times: Long wait times and drawn-out issue resolution can damage customer satisfaction and loyalty. A Holistic Solution: Empowering Agents for Success A truly effective solution goes beyond simple automation. It's about empowering your agents and giving your team the insights they need to excel. Here's what a holistic support solution should offer: Agent Empowerment: Equipping agents with the tools and knowledge to effectively troubleshoot and resolve issues, rather than relying on scripted responses. Collaboration Tools : Providing seamless integration with platforms like Slack or Teams, allowing agents to collaborate with internal experts when needed. Knowledge Creation: Going beyond simple prompts, the AI tool should help agents understand the underlying issues and contribute to the knowledge base , creating a continuous learning loop. Real-time Insights: Providing leaders with actionable data on issue trends, customer sentiment , and root causes. This enables proactive decision-making, such as developing targeted training, updating knowledge articles , or even making product improvements. Enter the AI Co-Pilot: Your Agent's Superpower Ascendo.AI is that holistic solution. It's a Generative AI CRM Copilot designed to transform your customer support operations from the ground up. With its deep integration into your existing service CRM , Ascendo.AI : Empowers Agents: Gives agents the insights and tools they need to provide exceptional, personalized support. Improves Productivity: Automates routine tasks and surfaces relevant information, allowing agents to focus on complex problem-solving and building customer relationships. Enhances Efficiency: Streamlines workflows and facilitates collaboration, reducing resolution times and improving customer satisfaction . Drives Revenue: By fostering a culture of continuous improvement and delivering a superior customer experience , Ascendo.AI helps increase customer loyalty and drive repeat business. Provides Real-Time Insights: Equips leaders with the data they need to make informed decisions and optimize support operations . Are You Ready to Revolutionize Your Support? Don't settle for band-aid solutions that merely mask the underlying challenges. Embrace the power of a truly holistic AI co-pilot and unlock the full potential of your support team with Ascendo.AI . Let's build the future of customer support together. Learn More: Unleashing the Potential of Generative CRM: Redefining Customer Engagement Uncovering Trends and Redefining Success in Customer Support with AI-Powered Precision View All Other Pages (187) AI-Powered Slack Support Conquers Customer Service Chaos and Boosts Agent Productivity Download AI-Powered Slack Support Conquers Customer Service Chaos and Boosts Agent Productivity Breakthrough case study reveals how a high-growth SaaS company achieved 100%+ faster customer resolutions and a 100%+ productivity boost using Ascendo's AI-powered support platform within existing Slack channels. Please enter your business email ID Please enter a valid name with alphanumeiric value Drowning in Slack support chaos? As a high-growth SaaS company, you know the struggle: hundreds of channels, endless questions, overwhelmed agents. But what if Slack itself became your secret weapon? Ascendo's AI-powered platform unlocks the hidden potential of your existing Slack channels. Imagine this: Agents get instant AI support: relevant solutions, knowledge base suggestions, all within Slack's familiar flow. Lightning-fast responses: customers feel heard with under 1-minute first replies, no more ticket queue frustration. Supercharged agents: resolve issues 100% faster, freeing up time and boosting morale. Team-wide learning: Ascendo captures expert solutions, continuously improving its knowledge base for everyone. The results? The case study reveals: 300+ Slack channels tamed: transformed into efficient support hubs. Customers thrilled: exceeding expectations with lightning-fast service. Agents on fire: 100%+ productivity, empowered to excel. Ready to experience the Ascendo Advantage? Download our case study to see how AI can elevate your customer experience and unleash the full potential of your support team. Escape the chaos, unleash your team's potential, and join the Ascendo revolution today. Download now AI-Powered Slack Support Conquers Customer Service Chaos and Boosts Agent Productivity Ready to learn more? Contact Us Using AI to Drive Service Improvements Transcription Using AI to Drive Service Improvements Transcription Previous Next Kay - Good morning, good afternoon. Good evening. Welcome to the experience dialogue. In these interactions. We pick a Hot Topic. That doesn't have a straightforward answer. We then bring in speakers who have been there and seen this but approached it in many different ways. This is a space for healthy. Disagreements and discussions. But in a very respectful way, just by the nature of how we have conceived, this, you will see passionate wiser of opinions friends. Having a dialogue and thereby interrupting each other or finishing each. The sentences. Our mission is at the end of the dialogue. We want our audience to leave with valuable insights and approaches that you can try at your workplace and continue the discourse in our social media channels with that. It's my pleasure to introduce the topic of today. Which is AI and how to use AI to drive service improvements. And for this, we have several Eight. She is aum global medical device leader. And then, what interested me about Anne's background, is she has done everything from, our organizational strategy program management sales marketing field operations and she is ranked huge field service operations within Philips and Baxter in many many, many capacities and has grown. The business has considerably And she has a Ph.D. in biomedical engineering from Washington University with that. She focuses on the patient. Experience is fabulous and it fits in this conversation today. We're and will be taking us through a framework of how to introduce data science to improve service operations. Including how to identify a proof-of-concept project. So how do you start with a Concept and how do you determine AI is the right for your organization for this? She will be sharing a practical example of, how she and her team used AI data-driven insights. To drive improvements in service processes at large medical device companies and teams with that welcome and welcome to the discussion. Anne - Thank you. Okay. I'm excited to be here and speak with you and those who are Watching this experience dialogue today. Very excited to discuss this topic. Kay - Yeah, I know this is the first LinkedIn life for you. So it's a good experience and we had a lot of interest from service leaders who are in medical devices and outside of the medical device, backgrounds, who are in the show watching today, which brings me to the first question, what led you to impart down the AI Pack. Anne - Yeah. So you know, in the years that I've been managing service organizations but the one thing that you have a lot of within Services, data tons, and tons and tons of data so much that, you know, it leads you to wonder how best to mine. It how best to make conclusions from it and how do you, you know, improve, you know, over time and so what intrigued me about AI, you know, we had started. Are working with you through the R&D group, you know, looking at some futuristic kind of applications and reviewing log files and things like that, and as you and I were discussing with the team. Well, what can we do today? You know, so certain improvements have to be made over time. You have access to log files and increase the information that's available in them. But is there anything we can do today? That would practically help solve some of these issues. And that's where we started to discuss. Do you know what kind of information is available and then what can we do with it to help Drive improvements within These large organizations? Kay - Yeah, and usually what we have seen companies, look at implementing IoT on edge devices, digital twins data, lakes, and all of that, all of it was important. But I remember the first conversation we were having and you were like, what can we do with the service circuit data? Because we have very, you know, details of and what more value can be reaped from the existing service record data so we can improve service operations. And that's how I believe we started down the service record data path. Anne - Absolutely. Yeah. And I had in parallel but having a discussion within my organization that the Service Experts and the service leaders across the globe around you know some potential you know needs that they had that they saw. Right and so just to give an example in this, this is related to the project that we ended up working on together. Many medical devices require some sort of annual maintenance schedule, right? Whether it's an annual preventive, maintenance work by annual, you know, And this is a huge driver of overall service cost because it's a predictable service event that has to happen at a certain frequency and requires a field service engineer to go out and look at the equipment. Well, most companies are looking at, you know, what is the optimal p.m. schedule for any given piece of equipment? It's not always assessed when the product is originally designed, it is sort of assumed. Well we need to do something annually, right? And so with this, Particular device that we were working with there was a biannual p.m. that was pretty detailed and involved parts replacement and several things that were kind of required to keep the equipment up and running.However, there was also this annual on-the-off years kind of a p.m. light, you know. So it was an electrical safety check and some you know some basic things that India decided years and years and years ago were required to make sure that the equipment Moment was running and functional and so our regional leaders and our Service Experts were sorts of asking the question, what is this p.m. Am I doing? You know, is it reducing the incidence of corrective maintenance later? Excuse me. Sorry. Yeah. And there wasn't a good way for them to prove that so they had gone to R&d. And said can we look at this and Hardy said, well it's always been there.It's going to take a lot of time and money to assess that we're going to have to run devices and do testing. And, you know, let's just leave it for now. We've got other stuff we're working on and so it kept coming up and that's when we started our conversations around. What is it that we could do with the existing data? And we realized we do have these service records, right? We have a history of what has occurred on these devices now Now, the question was, how do you know if you took away a p.m. light, for instance, versus keeping it in? You know, what would happen to the devices? And that's where we had a bit of a fortuitous occurrence that had occurred as well. This is that just like within all large medical device companies, occasionally there are some misinterpretations or inaccurate interpretations of requirements which had You know, within this device in a certain country for many years and that's a compliance risk. But you know we run into it all the time within service that these things happen and you have to look at it and then make a decision. How do you remedy that? But in this case, we had a country that had not been doing the p.m. light events for some time, and then we had the rest of the world where they had. And so basically we had a test Population. And then, you know, the control that we could look at the service records and compare amongst them and say.So in these groups where that wasn't done what happened were there more Service events that were required. The problem was. And so we knew this but the problem is the amount of data, right? I mean, we're talking thousands, thousands of service records, you had to track it over time from one device to the other. There was also manual information entered, right? So sometimes when you do a PSA, You know, they have to replace something that wasn't part of that p.m. schedule and we needed to document all of that. And so that's exactly the kind of thing that AI is designed to help solve, which would require a massive amount of people to do a project like that.And so that's where, you know, your team and our team partnered up and spent probably good two to three months, right? Figuring out how best we Analyze that information. And what are we looking for? And what do we do with the information that comes out of it? So, that's, that's kind of just in a nutshell, the project that we embarked on and we can talk a bit more about, you know, the results if you'd like. Or if there are more details around that, if you think that the audience might like to know, I'd have to be happy to answer questions, too. Kay - Yeah. You know, what intrigued me is the path on which Your team embarked on it, right? So there was a hypothesis. Hey, we needed to evaluate it. And you question some of the assumptions that have been there for a long period. That's the one-second thing you want to make sure that there is data, so substantiate, whatever hypothesis that we come up with, and that has to be cost-effective from a service angle optimized and quality based does. Snot impact patient experience and has to make sense of the data has to make sense, such that going forward. The teams can operate with this new normal and that's a perfect you know, a data-oriented project that you are describing here, you know to be able to do something like that with existing data and two to three months is awesome. And we also mentioned a little bit about humans.Into data and humans enter data. I should say so which means there will be some level of algorithm inconsistencies and any should factor into that level of data cleansing to see which ones to take and which ones to ignore and where to put the emphasis on and all of that. Anne - Yeah. And it really required close collaboration between your team and then our team, right? Because you have to understand the process and the equipment and what's needed to be able to tell, you know, if we're seeing something a year later was that related to the fact that you know, the p.m. wasn't done or was it completely unrelated, right? And so the data can help tease that out but we wanted to look at that in detail together as a group because, you know, your team is the expert in the data. I didn't how to how to, how to develop those models and interpret the information that comes out of them and then you need the company to be the expert on the equipment right? To help point you in the right direction. Kay - Yeah, absolutely. And that also means doing a lot of change management internally across the geographies with the product teams. Getting a lot of product feedback from service data and then driving product Efficiency through service data is not normal in this industry and you have spearheaded some of it. And we see that with a lot of other Med device companies that we are working with, is this a trend that you see continuing? How did you embark on the change? Anne - Service is a huge cost driver for medical device organizations. Ask the globe, right? So it's a requirement, it's absolutely necessary. It provides a lot of value for customers as well. And so there's your huge attention on how to capitalize on that value while also reducing the cost, right? And that's true for the companies themselves, but also customers, right? So there's a lot of customers that do self-service on these, on these pieces of equipment, and they want to be able to manage how to do that themselves. And so the Question is, can they do it at the level that you know, an organization like Baxter Phillips does? You know, has that kind of knowledge and that kind of expertise within their group? Well you know the only way to do that is to provide them with the right data. The right tools. The right information to be able to service that equipment at the right level.And so I see organizations large medical device organizations are very interested in AI-based solutions for service because it is, it is a way to improve efficiency for them, as well as for customers, and to create more value over time as those insights and that information can be fed back to improve devices. Number one and also to help customers understand how to maintain their equipment better. So yeah. Yeah, please continue. Oh no, I was just going to say I mean, I think you know, AI is being used all over and every industry. But in particular in medical device service, Isis is one of those areas that can benefit the most from AI because of the massive amount of data and information that is running through a large organization every single day. Kay - We are so happy to have been popped off that Journey with you and your team. And what benefits do you see from doing this project? Anne - Yeah so I think, you know what What comes to mind first and foremost is always returning on investment, and what is the fine? What is the potential financial benefit? Right? And so, if we look at the example that we talked about with, you know, potentially removing this annual p.m. light, because the data showed that it didn't really, it didn't reduce the number of Service events that were happening with these devices over time. That alone and that example would have saved the organization a million dollars. Just to and that's every year, right? That's an annuity over time. So that's the kind of you know, what are relatively small projects that you can work on that have humongous Roi overtime right now. It's not just about Finance though. Service is all about customer experience and so you have to be able to prove that whatever change you're making first of all it doesn't degrade the customer experience in any way or another quality and compliance. Those are huge. Those are always number one and then beyond that. Is there an improvement? You know, for instance, in this case, if we tell customers will you don't, you don't have to do these p.m. lights either. If you're going to do self-service, right? That saves them time and money. They don't have to pull that equipment out of service for out of use for a day to do this. So that's a huge benefit to them and you can imagine and that's just in this example, but say that you Had access to service record data beyond this, and could look at Trends and patterns and see that certain devices are failing more frequently than others. For some reason, then that becomes a huge indicator of a customer experience issue or you might, we might need to pull the device out and then replace it or, you know, somehow determine which devices are functioning at the right level and not. And you could also avoid field actions, and narrow the scope of a field action if you could figure it out. For instance, it's only devices that were manufactured in 2015, that all of a sudden have these issues, that's the kind of power that I can give it can give that kind of insight. And ultimately, you know, help all of the metrics that a service organization is tracking, as well as, you know, improving the financial side as well. Kay, - You bring up a very good point. Most of the teams are used to looking. In meantime, between failure, and them tbf failure characteristics alone in service what you are bringing up is that alone is not enough, there is a lot more color to it which is when it was installed. What is geography? Who was the supplier?Do you know which teams worked on it? What are the human element and I can keep going? Can you think of some more failures? Chicks that you can add to what we were just talking about. Site of alone, MTBF Anne - Customer use patterns, it could be a chemical thing as well. That the way that they're using the equipment is somehow different in one region or another.It could be that the service process is not ideal in one country or, you know, with one set of tools. I mean there are so many variables and unfortunately, the tools to be able to assess all of that have been Limited. Did you know, for organizations and so they've had to embark on very large projects, to look at that information to try to narrow down the scope of field action, or to figure out the root cause or put together a Kappa, you know?So, these are ways that, I could speed up all of those various categories, Kay - each one is a problem in itself, right? So neat. On that. You're pointing out can drive service improvements significantly on its own.um, So can you expand a little bit on the other things that you mentioned here? You know you said it fast. You can. Please expand on it, Anne - sure.So, you know, if we're looking at some devices that let's say, you know, a piece of equipment was designed for an average use of Three times per day by a customer. But you're not, you're installing devices in a large high volume. A dialysis clinic is an example and they're doing 15 procedures per day. So most of the time, you know, the requirements that a device was built under our, then how it is tested, right? So for a device that's on average used three times a day, there's a certain service interval and frequency, and there's an Acted failure rate of certain Key Parts which are all within the acceptable range of how the product was originally designed for the customer requirements. But when you install those devices then and start using them just like you would a car, you start driving it. A lot more we have to do to get new tires, more frequently of to get the oil changed more frequently, and up until now, most companies haven't had the tools to be able to assess what is it that we need to do to make sure that that equipment. Payment is still delivering at the level that that customer expects. Right? And, do we need to modify the customer's expectations? Yes, we told you. It's only going to need one p.m. a year, but you're using it five times more than we expected. And so we need to do p.m. at least two or three times a year. Those are the kinds of insights that I think AI could help provide because of its real-time use. So it's unrealistic to design a product to Encompass all of the In areas, in which, it might be utilized in the field, they try, but it's very difficult to do, right? And so, the question is, once it's out there and they have real information about what's happening, how do we utilize that to then feed back into our service processes? Our data, our design requirements for the future to improve and I think that's where you know the types of Tools that Ascendo developing and putting together around a, I could benefit organizations in that effort. Kay - Yes, Anne what you did within the, you know, your team is, you're getting information from the product into service, but you close the loop going in from service, back into the product into the design of the next generation of the product, giving them insights. What you see in the field. So, in a way, you have alleviated, not just the service experience for the patients, and our customers, but you elevated the service experience for the R&D teams to absolutely. Anne - And I think it also has, you know, one of the challenges that a med device companies run into is that that feedback loop isn't always there as you just mentioned but even if it is there and it's getting into the next product, you still have 10 or 15 years of use of the existing product that you have to figure out how to optimize and it's unrealistic to read design the products that are out there, right? If there's a very large installed base there there there, and we need to figure out what to do with the ones that are already out there. And again, I think that's where I can help. So that's, that's sustaining engineering piece is huge for a lot of companies. It's a Strain on R&D, resources, and investment, it's necessary. But if there's a way to sort of provide better data around, what are the top opportunities? Because I think it gets hard, there's a laundry list of items that, you know, as a service organization, you want to see improved in the devices that are out there but R&d and sustaining engineering rightfully ask well, which ones are we going to go after? Because I can't work on 50 things. And so that's where having better data. Helps. You build out a case for which ones can require sustaining engineering resources, which ones are a process issue that could be solved within the service itself, or which ones do we just literally need to replace the devices because they're just not functioning at the level that was intended, you know? Kay - Yeah. And that's, you know, the beauty of using something like a simple AI is As you said, we can get that pretty much real-time information back from service as a voice of the customer into the product. And that gives a lot faster feedback back from the field into the product. And like you said, it's for sustaining, how do you manage and continue? The experience of the existing products is as much as the new products, right? So, getting this real-time, Input is hugely beneficial.um, Do you have anything else on the topic? Otherwise, I was going to switch it. Anne - Be only the only thing I think that you're hitting on probably transitioning into our next topic a little bit but that data piece is how you then convince stakeholders right.That this is an important initiative, that requires investment and that will generate the kind of return on investment that every organization is looking for. And so, that's huge. That's a huge piece of the change management part as well. Kay - Yeah. Can you speak about change management before and after AI because even after AI, it still affects the business processes before doing AI? It's a lot of convincing and looking at the data and being able to substantiate it. Yeah. Can you speak a little bit more about it? Anne - Absolutely. Yeah. So I think you know if we look at the example that I gave earlier you know it's It started with a team, you know, the team of experts, whether it's your Regional experts or your service engineering kind of expertise, experts on the hunches that they have, right? So they have these questions. Is this the p.m. cycle that's been redefined? Is it the one that is optimal for the device? Is it doing what's intended? Right? Is it reducing the number of Service events later and I think just starting with that, question knows, And was that had been in place for a long time? Hadn't gotten the right level of attention or investment. Because again R&d didn't have any data to say, why would we believe this? You know, this is what was predefined? Why change, what's working? You know we might introduce more issues, we don't want want to do that and those are all valid concerns, right? And so what is needed then is to get that data, right? And we ended up in a fortuitous situation where we Had a compare group and a control group that we could look at and basically, and I think any company could do that if they could create their own, their compare group, right? If you could take their requirement away in one area and then wait a year and then see what the data showed. We happen to have historical data, which was helpful. And so we were able to pretty quickly in two to three months. Compared those groups and take a look at what is the data show. And with the Data. Then you have evidence to go back to the right, stakeholder groups within R&D and it's going to be leadership, right? Because that's where the investment is required, both in terms of time from their teams and then also the return on investment. And so you want to show compare those two things and say this is, does this make sense to go after most of the time within service it will because even if you don't generate the returns in one year if you look at the lifetime of that equipment, You're going to generate it into, or multiple five years, right? And it will pay off and so. So that's kind of the direction that we looked and luckily in this case it was very clear well if we remove this p.m. light and here's the implication of that I think with some other types of interventions in might be a little more complex to say, well what do we do about this problem? If it's one particular part that seems to be failing more than another does that require Design, or does that require a replacement strategy? I think that could be a little more complex with some of the other problems. But the returns could be even greater right for something like that. And so, that's kind of how we moved that particular project forward. It had a pretty clear outcome, the data was convincing. And so the question just became like when can we do this, right? Not should we be doing this? Kay - Yeah, that's perfect. So essentially what you have given for any leaders, service leaders is a framework to do our think about AI Projects based on our joint experience together. So if I me summarize the kind of steps that you have been guiding us through, you started with a hunch you looked at what is the data that we have to substantiate that. Conch and where are the most efficiencies that can be improved and what information do I need? So it's also coming up with a clear deliverable at the end that needs to be convinced for the change management portion. There was a so that determined a clear outcome for the project and then ongoing, how do you continue that change management and the steps that need to happen? To create, you know, come up with that review and do this periodically. So did I summarize this correctly? Anne - Yes and I think, you know what you would like to do with the proof of concept. Like, this is convincing the right people within your organization of the power of this kind of approach, right? So that then it becomes something that the next time it's more Blessed. Right? There's less convincing that needs to be done around the model and the data and things like that. If you can get some buying early on and show the proof that that project worked, then that creates kind of a framework and a roadmap to continue this type of improvement down the road. Right? And so that was the vision for us let's pick something very tangible that we can use to develop a model. Internally how to use AI insights to improve service the fish. Kay - That's awesome. That's awesome. Thank you so much for your time. I think this is very very helpful from a service standpoint, for leaders to be able to start implementing AI within their teams and create that feedback loop and that voice of the customer to the R&D teams. Thank you for your time and for continuing. The Discussion and look forward to sleeping more benefits. Anne - Thank you for the opportunity. Deepdive Voice of the Customer Playbook transcription Deepdive Voice of the Customer Playbook transcription Previous Next Kay - Welcome to the experience dialogue. This webinar is a place for healthy discussions and disagreements, but in a very respectful way, just by the nature of how we have conceived, this, you will see the passionate voice of opinions, friends. Having a dialogue and thereby even interrupting each other or finishing each other's sentences at the end of the dialogue. We want to make sure you are the audience to leave with valuable insights and approaches that you can take to your work. continue the discourse on the other social media channels. Today's topic is specific to going into a deep dive in specifically on the voice of the customer Playbook using wise of the customer data to enable us to understand that customer Journeys, which facilitates the ability to keep our customers satisfied and retain our customers to avoid treating our customer's Murmurs, we needed to set up and guarantee the level of support quality, which comes through the voice of the customer Playbook system. There are multiple levels of this Playbook and playbooks generally provide step-by-step guidance that's needed for the standard ways in which an agent, any customer success individual, or anyone who's involved in the customer journey responds in a standardized way. With that I would love to introduce the speaker today, Ashna. Ashna is an emotionally intelligent coach, who came across very well in the first decision that she had. I was also very intrigued with her background coming in from sales and she is a community Builder 4 Cs and as part of Cs Insider and would love to hear from her experience on the voice of the customer Playbook. Welcome, Ashley. Ashna - Thank you so much K. Good to be here. Excited to be here. Thank you. Kay - So we can start T off concerning. How do you see it with a customer Playbook and you know what faces, do you see that the revised estimate program? Ashna - That's a great question. So I think, now, when we talk about what to the customer Playbook, it's really about, I mean, it's kind of, in the name, it's really about that. Capturing those feedback, capturing those moments from the customer set, those expectations with the customer, and then having your processes built around. That so you know as part of your customer Journey which again it was the customer placed throughout your customer journey and as part of your customer Journey, there are many different areas now, we, when, you know, every part of it, there's Playbook But then there's Playbook Within the and these playbooks are processes and the way that voice of the customer plays around is in each of this area of your Customer Journey. How are you capturing information from your customer? And then, you know, making sure that you have Your processor built around it. So to answer your question it means there are different parts but you can start with the onboarding, you know, within the onboarding. There are multiple different playbooks that we can talk about. There's kickoff, there's sales to see as Playbook.And then, you know, as we progress with the onboarding implementation, you know, configuration and pushing the customer to long term success. That's kind of like the ongoing part of the things, then just a high level. There are some other Business Reviews. Play bulk, you know high Outscore lower Health score playbooks.So, really about the health score are asuh of customers journey. And then also, you know, renewal playbook which contains, you know, turn playbooks and even, you know, when there is an expansion and cross those opportunities. So, throughout that Journey, the voice of the customer plays, because you're capturing data from your customers, you have your processes built out so that you can Capture those data, and then you react against it. Kay - When you talk about processes, Schneider you come from a CSS background, you come in from a sales background, are you going to be covering those two specific areas so, when they hear your experience, do we look at it from those two contexts? Ashna - Yes, hundred percent. That's a great question. K. Because I believe that, you know, the success of your customer, really starts at the very beginning and also, you know, We see it starts when your customer, your prospects are knocking the door, but to kind of answer your question is that, you know, the hand of that the structure that you need to have defined a design that goes from cells to see s, it needs to be something that, you know, at that works. And you want to make sure that, you know, everybody, all parties involved, all stakeholders involved are on, you know, they understand that structure. You want to make sure that everybody's kind of on the same page. And so, Likely cells to CS handoff. That's something that even we have, you know, done quite a bit of work to implement and we continuously revise and redefine.You know what, we have just to kind of give you an idea in that specific Arena. What we have done is particularly different for a larger scale of the largest customer so Enterprise Sheedy, customers and then also different for SMB, mid market customers, there's a different type of, you know, the handoff and then the playbooks that we created there are a few changes. A little bit of a difference in those, but the sales to CS is about, you know, who's doing, what during this cycle, you know, Celsius playing some part of it, CSS playing some part of it, and I'll give you my example company, we have everything post cells is the customer. Success is handling so onboarding to up, to Renewal to some part of it. Customer success is handling it.So, the cells to see, we make sure that as soon as a prospect becomes a customer the end, CSM is a sign that to onboard that customer csm and sales members are coming together before connecting with the customer. And having that particular hand-off. Now for the, you know, midmarket and smaller team, we have just that, you know, it could just be book questionnaires that salespeople can answer for the CSM.uh What we recommend with the Strategic Customer because a lot is involved, there's a lot of stakeholders. The customer side but they're also involved. We recommend that you take that 1530 minutes on your calendar and have that proper hand-off between, you know, cells to CS. So it's a knowledge transfer session that happens between the cells and CS. Where cells are saying, you know, here's you know, how the deal went years what they want, this is the expectation, this is what we talked about, and here's the plan, here's the end goal for the customer and then CS is taking that. And then, you know, it's almost kind of like, you know, you're going into a war with all the tools and everything that you can. So see us. So that when they do get on that kickoff call, which is the next Playbook After that, they are prepared, they're confident and they know exactly, you know, how to get to the next stage. Kay - So that's the process that we have so a couple of things that I want to note down, right? So once we look at it as a joint partnership with the customer, it's not going on the water. Every experience we want to make sure our audience hears that the speaker speaks from their background and experience because we had previously, and the handoff, actually, sometimes in some companies, especially to be technically oriented starts much earlier, even at the solutioning, but space. And so the door kind of really, you know, is not a fact. They become a prospect to a customer, but even when they are prospects certain points to that because they are also trying to buy offers and everything. So, when we look at hand-offs, we have to remember the business model. We also have to remember that they support the business model. We also have to remember the product business model. Yeah. Both in mind before the hand of happens, um so in terms of, Setting the right expectations. Is this the fact that you look at it from a value-driven standpoint, are you defining the values here or you're doing it as a next step? Ashna - That's a great question and just to kind of redo what you mentioned. You're right. I think we also have some areas and some customers that we also try to, you know, do that hand off before that? So I think, generally speaking, it depends, you know, business to business, but you're right, you know, handoffs can be happening beforehand, too. And it's all about. Just make sure that you present that plan that you have in place in front of your customer and you're coming together as a team coming together, you know, from the customers and from the from your business, Community standpoint coming together as a team to Andrea, got another question, I mean, great question. I think the value proposition is throughout the journey. I think you're real, you're defining and redefining the value, you're making sure that you know, the end goal of the customers is continuously discussed and, and some help. Protective Services exactly kept kind of in the center of it. But I would say that you know, part of the onboarding Playbook as I mentioned, one of them, the biggest part is the Celsius handle, but also the kick off that you have with your customer. Now business, this could be different from the way that we have it. You know, after our hand we have ourselves reach out to our customer schedule that time. And what we're doing is we're officially handing off the customer on that kickoff call. CSM and in that kickoff, the call is all about. Here's what we know, here's the expectation, where are you in this process? Where do we need to go? Let's Build That Joint plan, as you mentioned together, and let's build out those timelines around it. And you know, you kind of go from you go further. So the main portion of the beginning, you know, at the beginning of the cycle, or when you are setting and realizing and understanding those values of your customers that ends at the kickoff level. But even before that, you know, cells, and see, we have already been talking about because cells know a lot about, you know what the customer's expectations are, what do they need, what the success looks like for them. So that's, that's been part of the conversation. It's coming together. Now, with the customer at this stage at the kickoff and you know making sure that we're all on the same page and we understand what is success for you and what's going to be the plan going forward? Kay - Yeah, I love them and always love the findings. W framework, right? So who what? Why how? And then there is a hitch there, but the interesting part in the entire hand-off is defining who is going to play? What roles are we in this together? What is it that we want to achieve but I do want to know how usually the definition of the customer does this? We do this. All of that gets defined, that's perfect. And when is very important because when are we going to achieve it? That's when the right expectations that you talked about earlier come. Yeah, play, right. So yes. When are we going to achieve something like this? And I know you had aum sample here that you would like to share with the audience, which will be there when we have the fine. um, Things. And you can also reshare it, so we will go from there. Soin then you talked a lot about health scores. So tell me from your experience. What defines the health score here? Ashna - Yeah, that's a great question. And, you know, help scores could be different from company to company, business, or business. I think, there are some generic major parts of Health scores or criteria for say, you know what makes a health score, but how you wait for it, you know, how you wait for your, your score per how you know what criteria are included in the health score. It could be different based on, you know, business requirements and based on the type of products you are based on the type of customers. The way that we have it is we have a higher Health score defined and then lower Health score defined and it's just you know, the criteria that we have included in the health score includes all sorts of it, not just about CS it is as We were discussing earlier. It's also about you knowing those support areas to you because the customer is getting, you know, customers getting support from all parts of the business, you know, from the CS a little bit from the sales as well and also from the support. So we want to make sure that we're capturing all of those into the health score as well. So he'll score for us is, you know, usage adoption their main ones and a 1 is also product and marketing, right? Kay - So there is yes, well, yes, so there are experts, for example, security companies. There's usually a security person from, you know, compliance companies and stuff like that. But please continue. Ashna - No, no, that's great Great. great. Correct. Correct. Just wanted to run that. Yes, Lily. uh, That's great. But no, I think it's a lot around usage adoption for us, you know, but we're also kind of doing, you know when was the last time you had an activity with this customer? That's something that we also Target the amount of Engagement that you had with them. You know, Finance is also somewhat involved. Have they paid their views already, you know, then you have support? As I mentioned, what we include from support, is what we call bugs, and other people like we call warranties and warranty. So, you know, how do they have active warranties and effective bugs with us? That's also included and waited somehow if they have cases that many cases open with us or tickets per se and for more than you know, 30 days or whatever, it's for that. That's also defined for us and so that's and also you know main parts surveys. You know we also support doing surveys. We want to make sure that those surveys are also as part of you know what's there whatever. You know The NPS RC sad or satisfaction score sentiments. Do you know what they look like? Then we also include gum. Check, you know sometimes your health score could be high but you know your CSM or your ccsm has a feeling kind of like well I'm not too sure about this customer for this many reasons. There is that then you have you know, if the champion has left that's also involved in the health score, then you have Acquisitions and mergers. If they've gone through that, we want to also, make sure that that's involved. Another major thing that we have is competitors, you know, have they, you know, if we have some insight into competitors that they've been looking at or been working with whatever? That's also something part of them, the health score that we have. So we have waited for this differently based on, you know what we find important. And like I said, it's business. A business could be different, but most of the time, some of these are, you know, really important ones that I have a feeling that you know, a lot of the companies include these types of criteria in their health score two. And then it's just about creating processes and these scenarios and which will be called playbooks. So, what we have is, if the health Or is about the certain line of a certain number. We consider that higher if it's below that then that's lower. And we're continuously tracking those and our CSM's have, you know, Cadence's and playbooks created around those so they can continuously, you know, make that as part of their schedule and going behind them, and then we have built out resources and libraries, you know, accordingly. So that we can pull those resources also and then send it to the customer based on where they are, you know, if they have a for Sample, they have a higher Health score. I mean, that that's an indication that you could be talking about, something more that you can do with the customer. There is some more value that you can provide me. There's an expansion opportunity, maybe there is a cross selling opportunity, you know, in this area or even to help marketing with some, you know, getting some reviews for them or whatnot. And so these are the areas that we have defined, okay? If this is a scenario, this is what you do. This is a scenario, that's what you do. But then again it could change over time. So we're continuously revising and redefining You know, I'd create different processes areas where our csm'scan work. Kay - That's right. That's the client creating that knowledge, not just creating the knowledge, but also making sure understanding, of which knowledge needs to be improved. Then examined, updating that piece of knowledge as required and that goes, comes back into the feedback from them, saying, hey, this helps us didn't help this needs to. Yeah, so yeah, is it in itself a journey. Ashna - Yeah, yeah, exactly. I hundred percent and I think and it's a queen back to the topic of the hour west of the customer. It's particularly in this area. Like just imagine how much feedback you're getting, you know, from the customer with all of these. There are different criteria that define a health score but that's also a way for you to get that feedback from your customer, you know. And then you kind of have your processes built out around it. Kay - So it's I think healthcare is one of the most of the voice of the customer playbooks uhscoring should definitely. It, you know, provides a standardization that nonscoring is not right. So there is a standard way to measure everything. Yes, right? So how is the support experience? How is the customer experience? How is the onboarding experience? was so each one of those, I think scoring definitely helps concerning Sizing and looking at data from multiple angles and also doing analysis on top of it. I loved how, you know, you did touch upon the feedback. So he's right. So there's a lot that can be done by surveys, but now we are also moving towards understanding sentiment in every tourist, and then bubbling up the actual sentiment of that interaction. So, we don't have to necessarily just rely on surveys alone. So 100 on, it's amazing how where the industry is going and there is a lot that we see that's happening on the right path, right? So yeah, that's present, yeah.ThemeForest, just brought out a couple of research and we shared them with our social media, and to State how much customers support customer support experience and customer experience. And Intertwine is at the lowest level in the industry right now. So and how that presents an opportunity to make Leaps and Bounds in that area. So glad we touched upon the Health's scoring part of it in detail. So yeah. So when we talked about onboarding sales to see someone off, we talked about the kickoff process. The five wiseW'sthing.Then we talked about the health scores. Anything else that you would like to see? Have you seen the covered invoice for customer Playbook? playbooks Ashna - Yeah, I mean, I know, I think it's fun because playbooks have playbooks within them. So it's kind of like, there's just so many that could be involved in it, but I think one of the other ones that I would say is the renewal which is also kind of like, coming back to the circle of the customer's life cycle. Renewals are also really important because and you're going to capture a lot of, you know, a lot of information from your customer whether they're renewing, whether they're churning, whether they're reducing, whether they're, you know, Expanding whatever that may be at the time of renewal, there's going to be a lot of data that is going to be captured from your customer. That's going to Define how your relationship with your customer is going to progress going forward, you know. So I think renewal is also a thought important part of it to kind of give you some more into it. I mean the way that we handle Virgo is all two different parts of it. We have Auto Renewals and then we have manual renewals either way. I think it's important that you are putting enough I guess, you know, you have a process defined so that you are capturing, you know, forecasting. First of all four rules are for scat forecasting. For your customers ahead of time, but then you also kind of like, you know, reaching out ahead of time to make sure that you have enough time and customers also have enough time to work with you. But you also have time to understand where they are and where they need to go. And then you have those options to present them. So I feel like when it comes to renewables, That's why I always recommend that those parts are implemented. Well within your, you know, playbook renewals. Kay - Let's go a little deeper into this, right? So at the end of the day, support and success professionals are the ones talking to customers. They are the ones who know the gut of the customer. They are the ones who know we did. We provide them the value that we signed up for and are we continuing to provide the same level of value to the customer? Right. Soso during renewal times that value assessment comes back into play, right? So if you can drill a little bit more into tying the value back into the renewal cycle, it'll be great. Ashna - Yeah. Yeah, 100%. So like I, you know, we talked about throughout the cycle, you know, there's even at the onboarding part of the journey, there's going to be that value assessment. You can be doing that value assessment. Whether it's a, you know, one of them, one of them, one of the practices again. Is also studying whether it's a survey or just like, you know, doing a little bit of a gut check at, you know, how successful this customer is? At the end of that onboarding cycle, when you're moving them into long-term success. So, that's kind of like the value that you've taken from them. If you're going through a business review if you look at Health scores, that the midjourneymade part of the Journey of customers' Journey. When you're looking at a health score, that's also a part of the value, you know, if they're held score is high, but if they have Champion, that's Left. I mean, you know, then that's kind of an area where, you know, I would like to consider that as like, you know, I'm going to put this customer or renewal at risk. Or I'm going to put a little bit more pressure on this, or more attention to this because there might be an area where I might have to resell. We sell it to them, if I don't have the champion that I used to have, things like that, it's important. I think. So all of these areas where you capture this information come back to that rule. And so that what we do is well, we're Advanced and I think a lot of companies are Advanced. You can have triggers and things created. What we have done is based on the health score and based on other criteria that had been talked about. You know, you could have triggers created that indicate that fork at that it's forecasting. Your renewal already. So that, you know, you already have a different set of customers that you can work with. And the way that I it's, you know if the health score is low, I want to Target them at risk, you know, already. And then we're tracking those separately and we're targeting those separately already. So there is a whole different Playbook that we played with that customer ahead of time. One of the things that we also like to do is, you know, sending them out sometimes, you know, for a certain segment of our customers, not all of them, but send six months in advance, whether it's a survey or just a question, like, hey, if you had to renew tomorrow, would you renew with us? And if the answer is, yes, well, then that's your opportunity to do. Castelo Expansions, and other areas that you can work with them. If the answer is no, well, then that's your opportunity and you have six months now to work with them rather than, you know, knocking on their door about renewal 30 days or 60days in advance. So it's kind of like, you know, creating those processes in place, which can kind of help you based on this information that you're capturing based on the value discussions that you've been having, maybe you've had a business review, where you talked about some of the values and you kind of understood that maybe something's happening on the customers business side of the things that might have. Effect in the future, that's your indicator. You know, that's what you want to kind of, you know, take it separately and work towards you knowing that that's almost kind of like marking at risk or maybe, you know, that could be a best case, we're not sure yet. So I think that's a whole another playbook right there for you that you want to, you want to kind of work with them. So that's valuable. The proposition is really important before renewal and also at the time of renewal because even at the time of renewal, you are going to be learning so much from your customer, maybe they will reach out to you six. It's or 90 days in advance that they're like, hey, we're ready to renew but we want to reduce our whatever the contract that we have now, that's a type of whole other discussion that you need to kind of go back and maybe you might have to resell to them on a certain level. So it's continuously looking at the data that you're capturing. And about, you know, what type of process is what are you going to do about them? And that's part of the plate. But that's all about those processes that need to be in place. Guidelines. You know, when I say processes their guidelines because you don't want to be stuck in that kind of like this is it, but their guidelines. So at least you know what the next steps are, and then you can kind of go from there. Kay - Yeah. Hardware upselling Hardware was always with a lot of benchmarks and with a little more value-driven even decades ago, I'm so happy to see that software is also getting More value driven because at the end of the day you know gone are the days where you're just buying it for a workflow like buying a database or something like that. So It's wonderful to see that value-driven aspect in every step of the way in a customer's journey and the customer and the transparency right to be able to do that. So thank you so much for your time Ashna. Really appreciate it. Appreciate the time you took to share. ThePlaybook and specifically drink-driving around the voice of the customer. Thank you for your time. Ashna - Thank you so much for your pleasure. View All

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The CCO Playbook: Unlocking Customer Experience Leadership Previous Next Good morning, Jeb, how are you doing? Good morning, great. Kay, how are you? Very good. I'm super excited for this conversation here because this looks like a consolidation of talking to multiple CC OS all at once. Talking to you hopefully. Yeah, I think yes, that's fair. I'll try. So Jeb, you were a chief customer officer at Oracle and one of the even even before chief customer officers was a cool thing to be in and, but you chose a path to actually guide and coach other CC OS. Why did you pick this path? Well, first and foremost, it's, it's easier to coach than it is to actually do the work, which I so there's, there's one small point, but setting that aside, you know, there's a, there's a few reasons. I, I mean, I think fundamentally when I, I've talked to a lot of CC OS over the last several years, as you might imagine. And, and what I, what I found, and I'm sure this is no surprise to you, is that every single CCO goes about their job differently. I mean, literally everyone goes about their job in a different way. They have different focus, different span of responsibility, different way they measure their performance. It's all different. And if I can do a just a little bit to help solve that problem and to make it easier and more effective for people coming into this role to be able to execute quickly, I feel like I'll, I'll have done some good. I also kind of look at it that the situation from the standpoint of, I mean, I would like to help at this point in my, in my work life in a way that I could have used help, you know, so if I, I just kind of look at I, I was ACCCO for 12 years, I guess about that. And if I had somebody that could help me in the way that hopefully I'm helping chief customer officers, that would have been amazing. Also there, you know, there's, there's just this kind of goes to the first point about every CCO having a different approach to their job and different span of responsibilities and so forth. There's no playbook at all. Like if you're, if you're a chief financial officer or CMO or even a chief operating officer, there's at least a playbook that's in your head, you know, that you can use to go about your job and, and really kick, kick into gear with some, some setting of priorities and, and working with people to kind of figure out what needs to be done and what can really make a big difference for the organization. Nothing like that really exists for the chief customer officer. And the last thing is just selfishly, I mean, I, every conversation I have with the CCO, I, I learn a lot. So it's, it's fun to me for, for that reason that I'm just, I'm just constantly learning and if I can share what I learn and, and share, you know, what I've learned in different ways, either doing the job or talking to people who are actively doing the job today, you know, I, I feel good about that. Hopefully, hopefully I've made a contribution. Thank you for that. Actually, you know, I have noticed that some non traditional industries CCO is even called chief experience officers. And I, if I, if I look at the so I run this group called the experience alliance. And if I look at the members of the group today, there's a wide range of people. There are chief customer officers, chief client officers, there's a chief, there's a chief experience officer, there's a, there's a patient experience officer for a healthcare provider. I mean, it runs a broad range of, of titles. So, so even when I look to bringing new, say new members into my group, I, I, I kind of generally sort of focus on those titles, but you have to kind of look beyond that for people that just fundamentally are thinking about CX broadly and thinking about how they can really have a positive effect on their business through CX programs. So that's, that's kind of more, more of the way I think about it. Yeah. So, so it's a good point that the titles are different, the job descriptions are different, the way in which each of the Ccos are approaching their own role is different and how they measure, how they implement what they do, it's all very different. So are you, you know, in terms of what you're achieving from the coaching program, are you trying to bring normality in the sense that are you trying to define this is a standard in which somebody needs to operate? Or are you saying, you know, Jeb as a CCO is doing it this way, how can I make them better and K as a chief experience officer or a patient experience officer is doing it this way and how can I make it better? What is the approach? I, I, I think it's a combination of those things. If, if I had to come down on one side of that or the other, I would say it's more about the latter in the sense that every, every chief customer officer, every chief experience officer, they're all, they're all doing their jobs differently. And so if I can, if I can learn about how they're doing it and try to help them do it better, that's, that's great. You know, I, I do, I do try to create some, some, some commonalities and, and kind of, kind of some best practices or at least some, some frameworks for thinking about how to approach the job. I, I'm, I'm not a big believer in one size fits all for anything, certainly not for CX and CCO work. So, so I try to avoid that. But, but I do think there's some, there are some things that people can learn from others and there are some commonalities, you know, that, that, that I try to, to bring out and, and really try to, to get people to, to think about in their own context. I mean, it's, it's a, it's a little bit like, I mean, I think about the, the commonalities of, of, of the customer experience in the sense of, you know, there's, there's some basic human psychology that underlies the way that customers make decisions and, and, and the way that they perceive their interactions with the business, you know, and there's some, some basic sort of economic principles that underlie the business decisions. And, and so if you can understand those and apply those in, in your own unique business context, I think that's, that's, that's kind of a good way to go about it. So I do, I do try to, to bring some, some commonality to, to what people are doing, but, but I also try to be very respectful of the fact that it's, it's, it's very much a, a, a unique role for each person. And, and if, if I, if I can help them get better, if I can help them sort of really drive some results in the business, however they go about their job, then, then, then I've done something useful.

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