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.

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Using Proactive Metrics for Support Operations | Transcription Previous Next Kay - Welcome to experience dialogue. In these interactions. We pick a Hot Topic. That doesn't really have a straightforward answer. We then bring in speakers who bring their skin, but approach it in very, very 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 very passionate wisest 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 our audience to leave with valuable insights and approaches that you can try at your workplace, workplace and continue the discourse in our social media channels. It's a pleasure for me to introduce Charlotte after,u , having had a few discussions with Charlotte, but we were right off and we were picking up exactly where we picked up from. And The discussions I've had with Charlotte really talked about the underlying Foundation of why we did the experience dialogue. So it's a pleasure to welcome Charlotte here to have a discussion with us. Thank you for coming. I Charlotte - Thank you for having me. Kay - Charlotte and I will be working together and we'll be having a discussion about a framework on how to look at support operations, data from the eye of proactive support shall be talking and shall be taking us through which support data matters. Which ones need which metrics need to be retired. And which metrics need to evolve and where we do need to. Look at this. Data will be taking some very practical examples and on how to support operations teams. Be transitioning themselves to proactive metrics with that. Charlotte, I'll hand it over to you. Charlotte - Thanks so much kay. This is me. I am Charlotte wouldead of support a snow plow. That's a behavioral data platform. That allows you to purposefully create behavioral data AI. I have been in support in deeply technical organizations for a lot of years and doing everything in and around support, for a lot of years. I'm sorry to So, say please years, to say both in technicalHP tech companies,I've been 18 years, fully remote leading, technical sport teams.I look after a little website, little corner of the internet called customer support leaders.com, and that is also the home of my podcast, which is customer support leaders.com,and it's all about support and customer experience. Kay - Hey, so many years of experience here too, I'm Bill, teensscale, businesses, add some Adobe, and also have done startups.I was just counting Charlotte, actually, have done more time with startups.Now,and that time has surpassed the corporate experience. And every time, , in the Adobewe took those Adobe Connect to the cloud. And number, one thing that comes up as soon as a product goes to the cloud is doubled because it becomes a very integral part of the organization. AndI still remember, we would rotate our Architects and we would rotate our senior Engineers to take support calls every month and that was something that we would do just to understand the pulse of the customer. And so I'm actually super excited to have this discussion to really talk about, , how can we get the pulse of the customer in many other ways? Thank you so much. So with Ascendo what we want to do if we want to be able to provide meaning to every interaction. So Charlotte and I are having an interaction here. How can we do the same thing as a company? At the end of the day, it has many, many, many interactions with customers and the interactions happen from website, forums, Community,chatbots emails, phones, And slack, teams, many options, that B2B companies are now having interactions with customers. How can we get provide meaning to all of those interactions is really what we are focused on and that's why this topic is very, very close to your heart. Charlotte - Indeed ,I think one of the things that we often do and support is we want our meaningful interactions to mean something to the business as well. Don't we? We, we talked about, we have these big desires, we have big goals. What support leader doesn't want to see at the table and use those meaningful interactions to unlock the key to customer success. And Through that, , we often So we're off to contribute to the business through driving efficiency and contributing to product and contributing to revenue. These are all really big goals.And so how do we get that seat at the table is something that is often asked for support to do that. We often focus on outward metrics that the business understands.So we talk often about customer satisfaction, our average handle time in terms of efficiency, mean time to resolution and how it contributes to customer success and customer satisfaction. But these are all really lagging indicators.These are all metrics that lag behind our ability to provide more meaningful reactions for our customers, I think. Kay - Yeah. Those are the metrics that most support leaders are looking at today, right? Charlotte. Charlotte - Absolutely. They are. They are. Take my van out of your day and think about not reacting to those external metrics. Those external metrics are very important in terms of being able to give a narrative around the health of what we're doing, but actually how we can use turndata internally within our teams within our business trunk functions to be ahead of the game, stop reacting to those lagging indicators,and actually proactively create data internally. That helps us. Those indicators. AndI think it's really important just to take a step back and understand what the difference is between metrics and data because we use them interchangeably quite a lot and metrics is the word that strikes fear into every support person's heart, right? But let's just be really clear. What we mean metrics are the parameters that we might use with quantitative be all measures in and of themselves. So your average handle time is a metric but it's made up of data points. So what data really is, it's actually the underlying numbers in information that we produce and collect and metrics what we produce from that data. So when we think about data, there's a lot out there, we might have time data,we might have, in fact, data from our health centers. We've got product analytics and we'll dive into some of those shortly, I'm sure. ButLet's just think about data that can be created purposefully. And with a structure that we understand, and I would call that data Creation with snowplow, that data creation or as a byproduct of all of our other systems. So This this term that we're beginning to use of data exhaust data, that is a byproduct that just happens to be there because of interacting with systems all the time though. that's our data at the low level numbers. Kay - One of the wonderful things that during that first discussion,Charlotte isometrics, why doesn't it work anymore? The reason it doesn't work anymore is data has become huge, not all the data that challenges talked about, right? The structured data, the byproduct data, exhaust data, the unstructured data, they all have become large and focusing just on metrics means focusing only on customers who have filled in some of those cervix and that me be only a percentage or a sliver of a customer population that's number one. Number two is, we are not getting the level of color that when we don't include all of the interactions, we are only getting a biased view from it. There is squeaky customer or from a high paying customer or something like that. Instead of everybody and getting the feedback or getting the insights, from all of the customers becomes very important, not just for SAAS, but also, Also, for non SAAS for even traditional come. that something? What we have seen. So what this data and whatCharlotte is alluding to, with respect to the difference between the metrics and data is seems to be very or knowing the difference between metrics and data, seems to be the underlying Foundation of always supporting moves from proactive to from reactive to proactive. Charlotte - Absolutely and how understanding the difference and how you react to and operationalize around metrics versus data, allows you to do the things that you very kindly outlined on this slide. And That is like begin to look for patterns, begin tomine, our customer data, make it better, use it to interact with our customers in a more meaningful way. As you said at the touch but also the, , internally again driving Operational excellence. If we concentrate on the operational excellence of our business functions. Then it hasan onward effect in terms of driving value. For our customers in improving the customer experience and therefore, in improving. All of those lagging indicators that we outlined at the start, our customers' satisfaction are handled times and, and everything else. Kay - Yeah. That's it was wonderful to see this report from Gardner on top priorities for customer service and support leaders actually just the 2023 report, and the number you can see that it's mining customer data is important primarily from helping out representatives from providing that intelligence that's needed for taking in that seat that Charlotte was earlier talking about at the table, or the support leaders to be with the rest of the leaders, to be the word true, what the customer, and to get Rest of the organization to be more customer centric.uh So I think it's really important.Therefore we've already defined metrics and data, data can feel like an almost, will it really is an inexhaustible landscape of numbers and information. And it, Charlotte - I think it's quite often difficult to know where to start. Particularly, when we talking about actually driving actions from it.So one thing that I like to do is think about data in three different ways.There's some snow plow. language in here and there's some Meyer language in here, but I Think it's really important to think about The quality and the usefulness of the data that we have, and what we can do for it, and what we can drive from it. So first of all data, that is best for light work, the less reliable or anecdotal, this is actually not that actionable,uh it's valuable. If you are able to take it and appreciate what you can do with it,and I would say the anecdotal data,or data that's on reliable data. That's about feelings and everything else. Is really an inspirational thing. So those the things that might trigger a research project or might drive you to go and collect more accurate data and more structured data and so on the stuff that can really Drive action exhaust, data might actually be accurate, you might have a whole landscape of numbers at your fingertips. But If they are, nearly the byproducts without any thought given to exactly what then the meaning of those numbers, It is of everything you're doing. They can be unfocused and disparate, and really, that's what we need to think, not about research projects but about brain structure andAnalysis. And finally, the most positive end of this is the data Jizz that is really created specifically for a purpose.This is where I love to play around because I love creating data knowing what the question is that I want to answer. South thinking about data is, what the how its structured allows you to create action. If you have the question in mind, what data you need to collect, , how to structure it. And you can use that to answer your questions and therefore driver actions. Kay - That's so beautifully said because one of the things that then these targets and do the reform of we were talking to initially, its customers. The first thing was hey what we have these these questions that we could just ask those questions and we get those answers, right? And provide the patterns for the Soma, it's that questioning that Curiosity, that's coming in,not to just look at the metric but to say okay, what does the data say? How do I need to carve out the story? What, , that Curiosity stemstarts in this entire exploration? So I love how you said it,Charlotte and I think thank you. Charlotte - And I think what's really nice about sending these three layers is that you can approach this from either end, , you can, you can you have a kind of idea, but you have to begin and go and see what you, what date you have. So you might start at the anecdotal and like, this is given Confront him, , I'll go find some things that sort of support it and then I'll dig the Diabolical data we've got and then I need to bring some some structure to really answer the question or you've got a really specific question and you can answer it because you've invested in that structure already, which is great, but you might enrich it with a bit of exhaust age. But very particularly with the anecdotal and get more narrative from the, from the fuzzy are end of the data spectrum of your life. I really like that part. and so, I think in,Helping other leaders out there. Thinking about this is really important to me because it's not clear often I think at the start, when you think about your data Journey,exactly how you approach all of those things. And one thing I've asked other or other leaders from other organizations in the past to do is just take this two step approach literally list everything out that you have Even dated something that you don't think is data, it is Data. So, including all of those, your slack conversations, people's feelings comments that you see in survey responses, this is all data,but list it all out and then just take the take the time to categorize it so that you give it the appropriate way so that, , where you can start to ask questions andwhere you need to bring data on in this, , down the ladder if you like to. To actual action at the bottom. So you might have this anecdotal but we've all got it. We've all got buckets of slack conversations about our opinions and everything else there, but they do Inspire the research, don't they? Kay - Yeah, that's what. Yeah. Gear Generation. Yes. Yeah, one of the customers actually had an outsource there at one Gmail's Royal one team.They still follow theirL1 model 0, of the swarming model. But it's fascinating that they were talking about people. Who has posted notes in their computers and all of that is data, right? So, all of that is knowledge that is sitting in somebody's and unstructured and that needs to be coming in and there's a wealth of information from the front end of people who are talking to customers that can be piped in all the way up to the escalation. Charlotte - Yeah, yeah, absolutely, absolutelyPostit notes.uh I love a screen surrounded by post loads. It tells me. to pay attention to it, take it to a whole nother level. Then like, we again in help centers, we're producing data all the time, but we don't necessarily pay much attention to most of it but we are generating time stands. We are replying to tickets, we are resolving tickets. Actually, most questions have an answer and that's a fairly good answer. It's not. It's not structured well enough necessarily to mind immediately. Idiots lie, but usually answers are having an attachment to the question, ? So, ticket resolutions are what I sort of consider to be exhaust data as well. What you need to do with exhaust data as I said before is really just spend the time bone to give it further shape to , analyze it and decide. What's useful? What's not what you can, what you need to do is little to as possible to make actionable it and What needs further work and this is where the analysis comes in is on all that. Seoul station. Now, if you're very lucky and you work for a company like smoke now, or we spend some time with me, you'll know how passionate I am about creating data that asks, where the answers questions from the get go. And so, the last one here is where I spent most of my time and that is creating data and pulling data points together to really specifically answer questions and therefore Drive actions. And the structure comes in all sorts of ways. , it's around. It can be around understanding how the different data points that you've got fit together and what, what narratives and actions you can drive from bringing two pieces of data together that never existed together before or it's, or it's also possibly bringing structure to something that didn't have stretch before. And for me I'm deeply passionate about having a pretty straight ticket tagging taxonomy.So that's one that we have a very structured approach to a snowplow as well. So it's very many of these data points, what we can drive actions from Kay - Absolutely. And what you're really talking about is getting the data ready as time series data, right? So then it's time data. What happens when at what given point across the interactions that can be mined for AI, Rich, right. So,I'm just going to tag onto what Charlotte was mentioning and call out the various types of data. So we have the transactional systems that the CRM,the bug, tracking the knowledge pieces and all of that. On top of it, we have everyday interaction that comes in from the various channels. And on top of it we have the data exhaust that comes in also from all the logs and the product usage in all of it. What is interesting? Here is Tithing in those pieces of information, trying to find those patterns to answer those curious questions. So what kind of problems are really happening? If you can,what parts of the product right now? Or a month ago, where is it? Increasing,which part of it is increasing, who isMooney? Who within the team is an expert in these kinds of problems?What? And which of these Solutions are being most effective? Or a customer. And how can we take that piece of knowledge that is in a human's mind and used to resolve or train somebody else who's coming in on board, right? So it's really, if systems would be, it doesn't we call it human,human machine interaction, right? So, essentially what we mimic is how humans solve problems. So it's very exact Charlotte said which is, yes, there is a solution for every kind of problem. And even if there is no solution, how do we humans? Think about it, right? Oh, this is very similar to something. I did three months ago, and of course a little bit of the solution, let me dig a little bit more, right? So, it's that mimicking of the data that it provides to the agents, to be able to solve things faster. Charlotte - Absolutely, absolutely. And that's what we want to do. All three solve things faster,better, more efficiently and with more value to the moment. Yeah. So I thought it would be useful to describe briefly what this looks like in reality. I will say that the charts on the right are anonymized and fictional but there are taste of the kind snowplow. of things that look at And so how we, how we think about this and how we've operationalized around the state today,which is subtitled talk came from,it is really about what we, what data we have, how we structured it, how we bring it together and what we added, actually,to answer the questions, the big part of going through that process of understanding. What data you have is understanding what data is missing. Then you need to answer those questions. Sowhen I joined smoke, now, one of the first things that we did was begin tracking time and support, which I know is controversial. I know it's controversial, but it's important to me and to us because it's a very, very complex ecosystem to support and it's a really, really valuable and insightful data point for a number of reasons. And so, in tracking our time, I was filling one of those missing gaps. It's one of those missing actionable data onesand beginning to drive data. Better created and joined up data. So I love this phrase,which I buried in the text here. But, , you can validate hero hypotheses or calibrate emotional readout which is take take, all those feelings about all of the pain. We're feeling and supporting our pain. Our customers feeling and actually make them validate them .Is this hypothesis that there's this thing? This PostIt note is this bit of feedback valid in the great landscape of things.uh It of course it's valid actually because it's somebody's opinion or feeling. But is it actionable can actually do anything with, , and in and in calibrating and being able to compare one thing against the other, you can drive actions. So that's what gets teams out of the firefighting mode. It really does because it's very empowering actually. You're absolutely right knowing that you have information on how you can draw on any coin and we repeatedly come back to this. And even if we have a question from six months or two years ago,the data stays there, we don't throw away. We can because we're a data company, we love dashboards, everything is live, everything is continually updated. So we can go back and ask the same question and see how the landscape has changed and to You That we have more of a dashboard and this is a little taste of it as a service, all kind of fictional.But it just has things. Very visually, it's important for us to be able to and hotspots spot patterns and allow us to dive in very quickly. So, to that in turn going back to do the process that I mentioned, we create all of our data very intentionally drums sources together, outside of the CRM.So we do have Salesforce then just data, we've got our product and their tits.We've got ourtime tracking Key. And a number of other pieces that we can pull together. Other. So some examples I've given here or, ,how much, how many not just, how many tickets are we getting an objective taxonomy, and what's the Applefrom my team and beginning to resolve, a certain type of problem? And by effort, I mean, ours, I don't mean elapsed hours for a ticket. I don't mean resolution time. I mean actual effort because we all know resolution time is elastic. Weit depends how responsive your customer is, , you might have to go off to another third party. But effort is a really good indicator of the complexity of a problem , I think. And so I could become more and more important as groups of people are working together to fix problems like this warming model.Right. Exactly. Exactly. So we can respond to that. We can respond to ing if this is more complex than we think it is weird. Again, it's calibrating emotional reader, something feels a bit painful but actually is it five seconds out of all day and it's just not worth, like engineering around or We do something different actually quite a lot of the way I approached a chore, it's should we be doing something different? to that end we look at things like which of our customers I dug out some fictional customer names,they're from The Simpsons and everywhere the organization's there. But this perspective of like, again, the effort involved in supporting customers is really insightful. Cuz it tells us if a customer is, it's about being proactive. It's about again, getting him ahead of the game. We can see when customers are starting to need more of Time, need more of our support, we can get ahead of the game by these visual clues. That said, I should probably spend some more time investinglike, more quality interactions with a particular customer. For example, maybe I get on a call with and maybe we just do a few more coaching or Kohl's or something like that. Customer, I get them. And that, and the, the chart underneath the kind hand in hand in that respect because, , a big overhead is tickets wandering around your team, looking for the answer. So I love to drive independent ticket resolutions. So how many of my tickets are sold by one? That's awesome. And can deeper dive and say which of my people on my team are seeking more help, ,which people are providing more help. So it's beginning to identify Stars mentors and people who do need just maybe a little bit more knowledge and support which in the early days we know that it's supertight onboarding is really critical particularly in ain a very technical environment and then of course in terms of operational excellence understanding stretched, my tears or isn't on any month a year. How, how am I matching my resourcing against my incoming load is really important manage, operational excellence. That's a sample of some of what we've actually doing day to day. Kay - I was actually just hearing you did actually help you say as Already better, right? So whether it is the operational aspect of it, whether it is going to an agent and saying here is the reason why, ,I would love you to take this training. It becomes very collaborative with the rest of the organization to March forward on this customer mindset, right? Charlotte - It really is, and more than anything, it helps you tell those stories before. the customer tells you, though, before the customer says to you, I didn't have a great experience. Yeah. And that's already more than getting ahead of the game driving. Those proactive interactions are proactive actions from this data because you can respond to it very quickly, and this misleading information, not lagging emotions. And so I think, those actions, I just wanted to throw out a few ideas and I know you'll have some thoughts on this as well because we taught quite a lot about this slide when I was pulling them for your support driventalk. And after two so I eat. This is awesome. Yeah, please. I went full everything on here but I think what's really interesting is just just how Butuh how how many different parts of your operations,you can touch with this approach and you can improve with this approach,and that you can, , you can modify and positively, and proactively modify opt is where we're getting to ultimately with all of this work. In terms , the technical side reduces humans in the loop. So reducing the tasks that could be Automated away and given the team better quality of their Professional Day,improving internal, tooling, and reducing friction. These are all really positive experiences. You support me organizationally managing your customers better efficiencies creating and getting the right people the right problems. , I think these are all really good ways of really good things to think about in terms of how you interact and contribute to the rest of the compliment or rest of your own organization. And then from the point of your business growth you'll help your customers by reacting. And adjusting the way you solve problems and as you said before, adjusting what knowledge, you use it, that definitely contributes really well and your ability to get bored quickly. Kay - Yeah. I actually would love to shallot. start seeing if I'm a Charlotteto all the support leaders. Start being curious,So it's the questions that you are asking here. That's making you look at the data and coming up with answers. And the interesting part is there is a question that someone has asked saying how much data is actually needed and will start ups, and or companies with new products will they have enough data to do this kind of analysis, and from an AI aspect? Absolutely. Yes. Because until you start thatCuriosity and questioning you don't even know, there are always going tobe. This is a journey, there is always going tobe data gaps, son. You will encounter those data gaps only when you start on the journey. So when you start in the journey is when you would recognize, oh, here are the gaps and I can fill those in. In models are also when it is done, these are proprietary models you have done for support. So they are very good at looking at even smaller pieces of data and coming up with answers for a lot of these questions. So Charlotte, do you have any comment on the amount of data before we go into the slime? Charlotte - I think it's a super, super interesting question and I think there is no single answer to that. I think it's exactly as you said and as was describing before, you just have to get started because until you understand what data you have and how you move it along that chain. So well structured questions, that question answering data,, that drives actions. You just don't know. And I think, , in terms of the number of data points, you don't need much. I think you'll like it, but I think you have to get started and I think the important thing is beginning to data along that move your German. Kay - Yeah. Charlotte you talked about, which is,um here are the types of questions and just extends into the type of questions across the various support teams, what the leaders are looking for, were the agents are Looking for and customers or even the supply chain and the logistics teams are looking for course, hardware, and software companies. So across the board, there are all these curiosity and all of these questions and we had the discussion with and last last time, and she was alluding to an example and she was talking about an example where even with a small amount of data, she was able to get answers for a lot of these questions. It's looking at the similar data from various angles and looking at the patterns across those, to be able to come up with good arguments. That can help say a story, right? So that's all I wanted to cover here. Charlotte - Yeah. It's about looking at small amount of data from different angles is all about structure.It's like what is the thing that I need to extract? And how do I fit this together and you don't need a lot of data, two or three. Disparate points is Entity to give you lots of different pictures. So, , the final thing and I know we both, we probably both want to talk this Like A and B, but but B me be the key takeaway me is the leavers column, ,it's what actions can. Try it. And I talked about some of it. When I looked at my dashboards, we talked a little bit about it on the following two slides where we just drew out. Some of the kinds of things that we'll be looking at. These are really the questions aren't they? How do I, how do I do this thing? How do I improve this thing? How do I? And, ,and I think for me the Believers, the actions that you can prolonged a bigare all in that column and they're allHave to be, they all have to have a pounding and strong data and in a strong approach to data and well structured data because otherwise if you pull a Lie by you without knowing exactly what you're pulling, you're not going to get measurable outcome for it from it and you're not going to see.mean, every one of your impacts on those on the right hand corner as a number by to it. You can't apply a number without founding in data. And for me, that's what I take away from this, that the passengers Civil actions are great, but you need data to be able to measure the album. Kay - Yeah, so there are a lot of questions here. I'm trying to peel some of these questions too. So there is a couple that is appropriate to what you're talking about here. So can you comment on what data may become important, given the projected, , Global recession. That's our way. Charlotte - I mean I think unfortunately we're all having a little bit. Operating more efficiently efficiently and there's big term of operational excellence huge part of that is operating efficiently and therefore to I mean it's the age old story don't think that the while we are in the throes of a recession I don't think this story really has changed a great deal of support ever since I've been doing sport which is how do you more with less and that's that's what every support leader will. It will be dancing but just more so now than ever before. So I think that in terms of Creating Efficiencies In your business function.Unfortunately, sometimes that means people, but, but actually, it doesn't necessarily mean lay-offs. It means how can you provide a good or better service with what you have? How much time do you invest in improving things operationally, , taking team pain away so that they're able to provide a more valuable experience of all of these things. And I think it just comes down to doing more with less, and more. Can mean many things. Kay - It's not just about load exactly. And it's also not just what, , makes existing people work hard, and it's also making them work smart by providing them and empowering them with tools and techniques that makes their job easier so they can do more with less in a smart way, right? So Absolutely absolutely. The other question is,there are so many ways at the end of the day, , even this chart Talks about increasing customer support experience, right? So because they enter your company's marketing towards increasing some customer experience,but if there is one leading indicator in here, that you would like to pick for the support team. I think that's what this question is about. Does it just see it? I need to pick one forward looking indicator. What would that be? Charlotte - I would look at the value that your team can add to every interaction. That's going to vary so much organization to organization. But I think that surfacing Information data,uh actionable data,from across your business, to your support team is really critical in maximizing the bag. You are your customers. Our been for every interaction with that support team.And so I think you have to figure out what value add looks like to your organization.And I'm sorry, this is a little bit of a wooly answer but, but that's just so different, .It can be, , how do, how do we process returns faster? Or how can I help a customer to a next to use case or anything, in between, where I,I think figuring out what your team can do to add value to customers into action. Ins. And what that looks like to your organization. Kay - I would agree with. The reason it's different from what you're saying is because organizations are in different stages in this journey. So that's why it is different, right? So for some, we are starting off with,,bringing inuh collecting pieces of knowledge. For some it is I'm starting to do some service, for some it is I want to empower my agents first. Or something that eats it. So it's different for different companies. So absolutely. Yes. The I know we have a few more slides to go through so we should do that General pet because I didn't get the next question. I guess the next one just asked everybody else out there. 2023. Sofor Or in five of them are looking at customer value and enhancement. And that's the one that Charlotte was talking about: what is the customer value? I can provide support as a teen and how can I tell a story about that to the rest of the organization? And how can I make the rest of the organization March along with me? That's really the Crux of what a support leader should be doing, and with that I think that pretty much speaks to the slide. Charlotte - Absolutely. And I just got one thing to that, which is that, as we said before, understanding what customer value looks like to an organization.how you tell those stories back in the business, relies on you being able to measure what customer value is as well and believe, as we can pull it. So it's super that I learned portables. Kay - What I learn from this conversation, Charlotte, starts with the Curiosity of a question, right? So, and then align the data, and what data can answer those questions then that data in itself will come up with a story on what needs to be done to improve support operations. And then how do you move forward with that story to bring the rest of the Ization and the team on board, right? So that's the path that you clearly laid out in this conversation.Thank you. Thank you very much for providing that insight. And thank you very much for having that framework for all support leaders. Like I said, I would love for everyone to be your shelter. So I'm starting to ask questions. Charlotte - That's great. Thank you so much for having me case and pleasure, and very happy to continue the conversation with you or anyone else who happens to be listening. Kay - Thanks Charlotte.

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