Fool’s Gold: Tech Vendors Are Selling You a Dream – But Handing You a Jigsaw Puzzle | Chris Morrissey, Zoom CX

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Hi everybody, and welcome to episode eight of Breaking the Blueprint with Vinay PArmar and Iqbal Javaid we are here in London today at the head offices of Zoom, and we've got a very special guest with us.
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But before we introduce him, in good tradition for our podcast, what have you been up to over the last couple of weeks?
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I think the last time we did our podcast, it's been a couple of weeks now.
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we spoke about, CX being hijacked by tech vendors.
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I know we're gonna go into that.
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but it's been, a whirlwind since we last, had a conversation.
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Obviously it was just us reflecting on.
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on, the guest that we've had, up until, our kind of sixth episode.
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So we celebrated the, sixth anniversary in that sense.
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Yeah.
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and today, we're delighted to have a new guest with us.
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we, joined by someone who's been shaping customer experience technology landscape for over two decades.
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Chris Morrissey who's the GM and Global head of CX Sales and GTM at Zoom, which is quite, quite a mouthful It's a long one.
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It's a long time.
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interestingly before Zoom, Chris spent, seven years at Nice.
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Where he served at SVP Head of International and across both companies.
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He's built and scaled customer experience solutions worldwide.
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So I felt the journey that we've been on since we've been discussing Yeah.
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customer experience.
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I think it's a nice.
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Place to come and now speak to an industry leader, particularly in technology, to get his perspective on it.
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Sure.
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so Chris, please introduce yourself.
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Tell us a little bit about why cx, why is it such a big passion for you?
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Yeah, no, and thanks for the intro and, the, very long title there.
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You win the prize for the longest title ever before it gets so, yeah.
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Yeah.
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So for, I've been in I think 20 years as being generous.
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but I stopped dating myself, so it's probably closer to the three number there.
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but that would, date me.
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but like most of us, we talked earlier today, right?
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when I was going to university, I wasn't look going down the list like doctor, no lawyer, no cx.
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Yes, that's what I want to do.
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Like you don't go to university for it.
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You just go and carve out a path.
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And then most of us that are in here land here through very different paths.
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And then if you like it, you stay in it forever.
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And if you don't, you do a stint.
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And I'm one of those people that.
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I just was like, passionate about it.
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And From 30 years ago when I was part of a very small startup that we actually ended up selling, which is how I landed at nice.
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And then, and, but it's weird.
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When I first started, it was more of the recording platform.
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And I would have friends like, make fun of me.
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so what you selling voicemail?
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I'm like, not really, but then, and then I try to explain it and they would tune out, right?
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Yeah.
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okay, I don't really care.
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but you fast forward to today, like it, what I was really more passionate about and I love technology, but it's not really what my passion is.
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My passion is really like, how do you actually help brands deliver a really good customer experience?
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Because we're all customers, right?
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And We've all, had great experiences and we all had very bad ones.
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Yeah.
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And the way I'm wired is I, and I know I'm not like everybody, but I pay premium for good service And I will run away very fast from bad service and I'm okay with that.
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Yeah.
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So if I can help brands, like I feel like what I'm doing, like I live how I like want to help other businesses.
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Yeah.
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And that's how I customer experience.
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And I'm like, whether it be contact centers, which, I think that term's getting a little bit long than the tooth.
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'cause it's not really, I think contact centers, you think of like people sitting in a room with a bunch of phones, which is really some of that, but it's much broader than that.
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Yeah.
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but, anyway, like contact centers.
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but even like services and restaurants, any service industry, it's very easy to make the difference between an absolute exceptional moment where you become an advocate for life and you promote that company and you stay there forever to a horrendous moment.
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And it's very fine line between it.
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And sometimes what I've been doing is long enough I think technology.
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Is the difference?
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Yeah.
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Okay.
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Not always.
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technology's not panacea, it doesn't solve all problems, but I think in many cases, technology doesn't enable agents, supervisors, managers, executives to do what they really want to get done.
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So you say, go deliver this and here's a three wheeled wagon, go move these bricks.
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Yeah.
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it's very true.
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we're surrounded by, I have this conversation with someone because of the role I'm in, I'm probably tuned in more.
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So everywhere we go, I'm always looking at what's going on.
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My wife hates going out for dinner with me'cause she's can we just go somewhere where you're not gonna complain?
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And it's not that I complain, I just spot things and I spot opportunities where exactly what you're saying, it's just a slight, it's just a side step.
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It's not even a leap.
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Yeah.
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A side step can take so many of the experiences that we have in our lives.
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Or a seven out of 10 or a six outta 10, which are not so bad that we're not gonna complain, but not so good that we're really gonna come back in a hurry.
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Yeah.
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You're
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not
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helping the promoter support.
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Exactly.
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And you, and it only takes a small shift.
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To go from a seven to a nine and a 10.
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Yeah.
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Really small things and, I agree that technology is a great enabler for a stable to do that.
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and so Chris, just before we dive into the main body of the podcast and, great introduction, just for people watching this who aren't familiar with Zoom other than, during COVID times when they were on the, on a video call to family or it is a way of keeping in touch Zoom in the CX space.
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Just give us a quick explainer about what you're doing, what Zoom is in that space.
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Yeah.
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What kind of things you do.
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And then we'll drive, dive into the podcast.
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Yeah.
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I'll try to make it quick.
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but It's, it is been a very, rapid journey in two years.
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but I think probably one of the most I more important messages we try to get to everybody, zoom as a company is, zoom is much more than meetings.
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And this goes beyond CX landscape too.
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We're talking about events and marketing with, webinars and events.
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We have our, revenue accelerator, we have the CX platform, we.
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have, a IC for the workplace phone.
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There's so much that we offer.
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one of the, good news, bad news with being so well known for having meetings and video is, it's like that's what you're a meetings, video company.
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Yeah.
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now the good news is, we have a very good reputation doing that very well, And, being hyper-focused on our customer.
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but then we have to do education.
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yes, we do that very well, but we have this broader portfolio.
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So about two years ago, I, get a call about, they were looking to really, launch their, they had a CX product market.
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It was, I think at that point it was more like a voice centric, Yeah.
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a CD video.
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I say video.
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Yeah, it was a video
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first for sure.
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yeah, voice.
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They probably, actually, I think they were the first video, native, yeah.
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A CD.
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and I was like, my first reaction it's, It was like, I feel like I'm being punked.
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'cause I don't think Zoom has a contact center platform.
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if my, is my buddy calling me, trying to get me to go, taking interview that doesn't really exist.
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but no, I, and I was actually very impressed with all the people I met in the interview.
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And, I think one of the first things that got me attracted to really come over was the acknowledgement and the willingness to invest that CX isn't a feature of a phone.
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That was my biggest fear.
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No, CX is a discipline, right.
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In all the areas of the business.
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Right.
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It's, sales, how you message who you talk to.
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Yeah.
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Services, partners, ecosystem.
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Everything is different.
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So just because you have a uc platform doesn't mean you've earned the right to be a serious contender in cx.
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And, I, we, these, are conversations I'm having in drill process and all the answers were like, we agree, we want to be a CX vendor.
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We want to be, we wanna lead it, we want to innovate fast.
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Come help us do it.
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And so that was the answer.
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they were willing to understand it was a discipline Yeah.
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Not a feature.
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And that was a pivotal decision moment for me.
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and, by the way, they have, I say they, as we now, we've honored that in spades, in terms of building the discipline.
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So it's very exciting.
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and we've innovated, and we'll talk even more about this, everything's organic.
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I think it's fairly public knowledge that there's been a couple, rumors in the past about acquisitions.
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are we gonna get into the space through an acquisition or are we gonna, do we do this natively?
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And I think we danced on a couple of those options for a couple years and fast forward in, in two short years, we are all native built on the same Zoom cloud that runs, million plus simultaneous meetings and all that stuff.
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So it's, super exciting about what we're doing with cx.
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Yeah.
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and I think that trajectory is pretty clear.
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I would say, a lot of the analysts in the industry have been very skeptical around Yeah.
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Zoom's kind of, they've always felt actually Zoom can't get there without acquisition.
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And I've seen firsthand that actually to build it organically, taking your time with it, to do it properly has, is starting to now prove dividends.
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You guys are starting to see a lot of success and, that's a real testament to how you've built a discipline within this business to, to treat CX.
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As, as an industry that, you've taken to market With the brand.
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I think the heritage of the brand's been very helpful.
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Very helpful.
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when you turn up to a meeting, and I've said this in the past, haven't I, when you tell a customer you are from Zoom, you've done half the job already because they have such good memories, and I know you always talk about memories.
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It is, they still remember that time during COVID Where, they had that conversation with their grandmother.
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Even one bank manager recently, I was speaking to her and she said, yeah, I see you used to work for Zoom and she just remembers all these great memories from that time.
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Yeah.
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Yeah.
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And, that's great leverage.
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And you are sat in front of a customer and you bring up a brand like this.
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I
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think it's, it's very refreshing to have meetings start that way for sure.
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Yeah.
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but, I do remember, the, one of the things that I took and they asked like, why is Zoom and cx Is it, is seems like a very different trajectory than the path Zoom was on.
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And going back to your point, if you think about the early days when we had the video meetings and you, look at Eric's why, what was he passionate about?
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And yes, he's an amazing, engineer and developer and, the platform is amazing.
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But his why was I wanted people to collaborate and connect better and deliver happiness.
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That was his why.
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But it was with the, through the lens of employees.
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Yes.
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At the time.
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Yeah.
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But if you think about what, so a brand wanted to make sure that their employees collaborated better, experienced happiness, could connect better, a better experience.
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Right.
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Easier, reliable, high quality, all those things.
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Right.
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Yeah.
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Don't brands want that kind of same theme for the customers.
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Extend
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exactly.
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Extend that to your customers, extend that to the customers.
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So I argue, I don't think there's a sharp left that some of our competitors like try to, I think the narrative is easy to say, this is Zoom, like so out of left field for presume to do this.
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I'm like, no, it is actually a very natural progression if you look at the why of Zoom heritage.
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it's
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interesting, in our last podcast I, I threw out this phrase, which was, I think CX has been hijacked, the term CX has been hijacked and in many ways hijacked by technology companies that talk about cx.
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But it's very much from the ven, from the technologist vendor perspective.
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you go on, their a SaaS platform, but they're talking about, we've got CXS and CX that, and really the syn says, you're just interested in selling as licenses or technology into the platform.
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and actually a lot of the thought leadership that you see.
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Out, is very tech vendor driven.
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It's the perspective of people trying to sell platforms into organizations.
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Yeah.
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And not so much people like me that were leading cx In organizations really sharing that, or at least it doesn't seem that they have the same, an equal platform or voice in terms of amplification.
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So when somebody says CX has been hijacked by tech vendors, somebody like me sitting there saying that to you, what's your, take on
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that?
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How do you feel about that?
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I would say there's probably a grain of truth, but for several reasons.
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One is, there's a lot of markets that historically have been adjacent and no one was really super excited to claim they were part of a contact center market.
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That's, it wasn't, it didn't have that sexy name.
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It didn't have this kind of real glamorous appeal.
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It didn't seem like the type of conversations were happening in boardrooms.
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So like ticketing platforms and CRM platforms and other, adjacent just didn't like really.
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Like you do you and we'll do us and We'll coexist forever.
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Customer experience becomes much more of a kind of sign, a strategic boardroom type conversation.
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And then you start talking about system of engagement and system of record, and you really need both to deliver better customer experience.
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more vendors are talking about in being in the space than ever before, This is convergence happening.
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So I think that's one of the reasons it's being hijacked or the perception maybe it's being hijacked, is because way more vendors are talking about it Yeah.
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Than talked about contact centers, say 10 years ago.
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So you're getting it from any vendor that touches any part of that customer journey is a customer experience platform.
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So you'll hear it from every vendor in the journey.
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and then the other thing I, think is interesting is, and you mentioned we talked a little bit about the, kind of the native organic growth, the Zoom versus like acquisitions.
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And, I have, I've written.
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a Kind of a editorial on this, like usually between the hours, like 1:00 AM and 4:00 AM when I'm not sleeping, I just gotta get to print yet, maybe I'll just share it, I don't have to print it.
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but it is like the, and I say like some of the contact center, The vendors out there are tremendous marketers, Like tons of hats off to the marketing, right?
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and the messaging, whether it be product messaging, whether that be how they go about and message the brand.
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and, but one of the things that they all, say on the, product side is like one unified platform orchestration data in one place.
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And if you, really investigate those comments and you scratch the surface, when you say one, is it one because it you have one logo on all those products, Or is it really one shared infrastructure that's driving it all.
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and, by the way, like I'm a huge fan of M&A, so I'm not saying M&A is not an approach.
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I, in fact.
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I, know Zoom's very inquisitive in the market all the time, but, the point being is if the reason Zoom could innovate so fast, and I think it surprised analysts, customers, partners, like it surprised a lot of people how fast is, because there's a lot of technical debt We've taken a premise platform tying it to this cloud platform, tying it to this other cloud platform that was acquired, tying it to this OEM product here, and then building in a way where user wise, administration wise, workflow wise, all operates as one.
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Yeah.
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Tremendous amount of technical debt there.
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And that's not, I, that's not innovation debt, That's just make it work as it used to together better debt.
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Yeah.
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And with Zoom, and we have none of that.
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Everything is just innovation.
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yeah.
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Yeah.
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Because the plumbing is just, it's a given stay already.
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Yeah.
00:15:45.490 --> 00:15:51.370
And I think there's a huge focus in getting the plumbing right, just connecting all the dots together between the different systems.
00:15:51.745 --> 00:16:01.264
It's e even to be, honest with you, a lot of customers that, that I come across are still over there right now where they've got all these systems being plumbed together.
00:16:02.004 --> 00:16:05.725
And they are trying to figure out how we can try and consolidate this.
00:16:06.144 --> 00:16:14.335
And, there is a lot of pressure coming from customers and hence why we're seeing, in the market right now, Cognigy has been acquired by your previous employer.
00:16:14.365 --> 00:16:14.514
Yep.
00:16:14.754 --> 00:16:18.024
We've seen, VERINT and Calabrio kind of join forces.
00:16:18.205 --> 00:16:23.934
So there's, this pressure because customers are like, I don't want to buy a separate workforce management solution.
00:16:24.294 --> 00:16:27.294
I don't want a separate vendor for my, even my CRM maybe.
00:16:27.414 --> 00:16:27.595
Sure.
00:16:27.595 --> 00:16:36.654
And actually we hear it from CRM, owners to, they're telling, they're putting pressure on their CRM, but we just want you guys to handle everything, CX related.
00:16:37.465 --> 00:16:40.735
and the, irony being that's exactly what the customers on the outside want.
00:16:40.735 --> 00:16:42.294
Simple, easy, stress, free.
00:16:44.065 --> 00:16:46.254
the same principles drive that internal experience.
00:16:47.215 --> 00:16:50.769
if I'm leading CX in an organization, I wanna work with a partner or a vendor Yeah.
00:16:50.950 --> 00:16:54.730
who's going to make it simple, easy and stressful for me to, deal with.
00:16:55.311 --> 00:16:58.210
And I don't wanna be worrying about 15 different platforms.
00:16:58.779 --> 00:17:00.039
different ways that this connects.
00:17:00.250 --> 00:17:02.440
That's the plumbing you are the expert, you are the plumber.
00:17:02.440 --> 00:17:03.490
You help me fix that.
00:17:03.549 --> 00:17:03.730
Yeah.
00:17:03.820 --> 00:17:05.710
What I'm worried about is the outcome.
00:17:06.069 --> 00:17:06.220
Yeah.
00:17:06.730 --> 00:17:11.559
What am I, what am my customers gonna feel on the other end of this when they call in the future?
00:17:11.740 --> 00:17:12.250
Is it better?
00:17:12.250 --> 00:17:12.910
Is it worse?
00:17:13.035 --> 00:17:13.720
Is it the same?
00:17:14.410 --> 00:17:17.890
when they interact with my website, my chat bot, is it the better, the same the way?
00:17:17.890 --> 00:17:19.960
like how is that really gonna manifest itself?
00:17:19.990 --> 00:17:26.843
'cause what I'm worried about and what I'm concerned about is my whole gambit is I want customers to come back, tell their friends and spend more.
00:17:27.173 --> 00:17:31.403
if it's not achieving those three outcomes, I, why am I doing what I'm doing?
00:17:31.403 --> 00:17:31.643
Yeah.
00:17:31.913 --> 00:17:35.393
And so the technology has to enable that to happen.
00:17:35.633 --> 00:17:36.712
And I think sometimes.
00:17:37.042 --> 00:17:42.593
Internally, at least the conversation people can get caught in it being focused on the tech.
00:17:42.653 --> 00:17:55.428
And we're talking about the value that a great partner can add, which is, it's not just the implementation of the technology, but actually it's that how do I leverage that platform and maximize the features that I brought?
00:17:56.242 --> 00:18:00.143
I think I posted the other day about, I'm a member of 19 different loyalty programs.
00:18:00.173 --> 00:18:07.073
I probably use three, but they've all got these benefits, but no one's reminding me about the benefits I've got in those loyalty programs.
00:18:07.282 --> 00:18:09.563
So that I sign up to something else and they go, oh, you get free coffee.
00:18:09.563 --> 00:18:09.712
with it.
00:18:09.712 --> 00:18:24.173
say, oh, that's great, but then I forget that I've got it with Octopus and I've got it with, compare the market and I've got it with, and so in, in that, and if you take that analogy in an organization, people can run off and find different point to point solutions for specific problems.
00:18:24.173 --> 00:18:24.232
Yeah.
00:18:24.653 --> 00:18:29.932
And you end up with, I think somebody, I think Nerys Corfield, when I was on a podcast with her, she.
00:18:30.113 --> 00:18:35.242
termed the phrase Franken stack, like a Franken stack of technology that's just stumbling together.
00:18:36.232 --> 00:18:45.607
and, you end up with that and, actually often if you look inwardly at what you have, you can get the results you're looking for from technology.
00:18:45.607 --> 00:18:54.728
You've already got deployed in the organization, but I just don't think a, those conversations internally happen enough, but also from the outside, the partners Yeah.
00:18:54.817 --> 00:18:58.387
and vendors that you're in aren't driving that conversation enough either.
00:18:58.688 --> 00:18:59.077
Yeah.
00:18:59.083 --> 00:18:59.262
Yeah.
00:18:59.468 --> 00:19:00.367
It's, it is difficult.
00:19:00.607 --> 00:19:10.567
I think everybody's trying to solve for this problem right now because we are all motivated and driven by, how we're compensated ultimately.
00:19:10.778 --> 00:19:19.867
So when you, sold a solution into a customer, what's the incentive for the vendor or even the partner to keep going back in and say, are you getting value from it?
00:19:19.867 --> 00:19:21.127
Let's spend some time together.
00:19:21.127 --> 00:19:22.567
Let's understand your business better.
00:19:23.123 --> 00:19:31.403
So if somebody has to compensate some, the, partner or the vendor to, to, help the customer get more value from the solution.
00:19:31.403 --> 00:19:37.942
But the danger is, as you've said, these point solutions still continue to happen in the world of cloud and a credit card.
00:19:38.393 --> 00:19:47.377
You can just go in and just go and buy, a chat bot to deal with, but then it's not solving the bigger problem for you and you're not looking at it holistically.
00:19:47.597 --> 00:19:52.942
And I think this is where Zoom's taking a bit of a different approach is trying to join those dots together.
00:19:53.063 --> 00:19:53.393
Yeah.
00:19:53.992 --> 00:19:59.182
it has its challenges like I must say, but, what's your perception on, consolidation?
00:19:59.482 --> 00:19:59.782
Yeah.
00:19:59.823 --> 00:20:01.403
I don't think it's an either or.
00:20:01.643 --> 00:20:03.442
like, you have to do both, right?
00:20:03.442 --> 00:20:04.073
In this day and age.
00:20:04.073 --> 00:20:15.593
So anyone that cave in and said you want ticketing and bots and CRM and digital channels, okay, buy me and I don't touch to any other PLA platform.
00:20:15.893 --> 00:20:16.103
Yeah.
00:20:16.583 --> 00:20:17.212
You're not gonna win.
00:20:18.113 --> 00:20:18.863
It is not realistic.
00:20:19.073 --> 00:20:25.553
So you have to say, we have the capabilities to all these things, but we'll meet you right at your journey, if that means you want to.
00:20:25.553 --> 00:20:30.563
use this voice bot and this WFM and this kind of agent platform, we can bring those together.
00:20:30.563 --> 00:20:33.923
So I think you'll need part of that for at least the foreseeable future.
00:20:35.782 --> 00:20:41.542
'cause the reality is back to the Franken stack, which, I've, heard for years in this space.
00:20:42.593 --> 00:20:53.542
but it's, like those all have like different contract end dates, different durations, different versions, so As a brand, I'm like, I can't just replace all of'em.
00:20:53.542 --> 00:20:58.883
I have three years left on this contract, three months left on this one, this one I just renewed for five years.
00:20:59.512 --> 00:21:01.913
So they have different life cycles they're dealing with Yeah.
00:21:02.242 --> 00:21:02.873
Financially too.
00:21:02.873 --> 00:21:08.678
So they, just, even if it exists, I can't just rip everything out and I'm gonna keep this core platform.
00:21:08.708 --> 00:21:10.057
Do you work for that platform?
00:21:10.238 --> 00:21:10.387
Yeah.
00:21:10.387 --> 00:21:11.377
And you have to say yes.
00:21:11.438 --> 00:21:11.678
Yeah.
00:21:12.692 --> 00:21:13.492
that's, make it work.
00:21:13.563 --> 00:21:13.853
Yeah.
00:21:14.198 --> 00:21:19.637
now the, extreme now is in to your point in the world of Voicebots.
00:21:19.657 --> 00:21:19.718
Yeah.
00:21:20.857 --> 00:21:22.448
I think, three started today.
00:21:23.377 --> 00:21:29.827
five started yesterday, there's a, I don't, I can't even tell you how many of them are right now.
00:21:31.807 --> 00:21:33.577
and I know about this many of'em.
00:21:33.907 --> 00:21:36.907
and that's and a list this, and that's probably 20, right?
00:21:36.907 --> 00:21:39.367
So there's way more that I don't know.
00:21:40.538 --> 00:21:41.228
and some of'em are good.
00:21:41.228 --> 00:21:48.038
Like it's not even that they, they're good or they're bad, but this market will not support 250 voice bot vendors Yeah.
00:21:48.637 --> 00:21:49.508
in 18 months from now.
00:21:49.567 --> 00:21:51.758
They will be massive consolidation.
00:21:51.758 --> 00:21:57.428
There will be, I think, oggi, it was very smart to be one of the early, year, the valuation is very impressive.
00:21:57.428 --> 00:22:00.337
So congratulations to both Nice and Coe on that one.
00:22:00.337 --> 00:22:00.397
Yeah.
00:22:01.657 --> 00:22:07.928
but I don't think you're gonna see the day of for much longer where there might be one or two more.
00:22:08.347 --> 00:22:18.127
But after that, a$10 million revenue voice bot company isn't gonna command 700 million, 800 million, it's just not gonna be worth that.
00:22:19.478 --> 00:22:23.228
because there's 200 other vendors are gonna be like 5 million, 2 million, 10 million.
00:22:23.258 --> 00:22:23.857
1 million.
00:22:23.978 --> 00:22:24.218
Yeah.
00:22:24.278 --> 00:22:51.847
So I think my, my, my argue to that is that there, there is still this thing around best in class and when you have an organization that's totally focused on delivering the best possible voice spot they can, like a poly AI or a cognitive whatever, they can really refine that product to deliver a real, really good experience and likes of Nice, obviously I'm not sure what they're gonna do with Cognigy but they've got different focuses and different priorities.
00:22:52.117 --> 00:22:54.998
So eventually it will become one product, maybe.
00:22:55.327 --> 00:23:03.067
Become CX one, part of CX one, will it continue to innovate at the same level as, an individual product?
00:23:03.127 --> 00:23:08.883
And I think that's, I think there's still always a space for best in class when it comes to capabilities like a voice bot.
00:23:09.282 --> 00:23:10.478
Because it's such a big thing right now.
00:23:10.627 --> 00:23:10.778
Yeah.
00:23:10.988 --> 00:23:12.877
and yeah, like we would.
00:23:13.327 --> 00:23:16.448
I think we're at a place now where Zoom would say, we have a virtual agent we'd love to show it to.
00:23:16.448 --> 00:23:16.567
you.
00:23:16.567 --> 00:23:19.057
We'd love to share our roadmap and some use cases.
00:23:19.478 --> 00:23:27.248
But if it's a or if it's a, yellow or poly or pick one, we'll work with'em too.
00:23:27.428 --> 00:23:27.488
Yeah.
00:23:27.788 --> 00:23:28.567
There is value.
00:23:28.567 --> 00:23:37.837
However, I think in a, unified experience,'cause in that journey, ideally all the calls are contained right.
00:23:37.988 --> 00:23:39.038
In the self-service.
00:23:39.337 --> 00:23:39.488
Yeah.
00:23:39.788 --> 00:23:48.188
If they're not, you need a seamless, flow to a human, where that human has con contextual awareness, content of what happened, All that.
00:23:48.188 --> 00:23:49.897
So all that knowledge needs to be transferred.
00:23:49.897 --> 00:23:50.678
Seamless to an agent.
00:23:50.678 --> 00:23:54.458
So it's a continuous conversation, not like, how can I help you?
00:23:54.458 --> 00:23:59.228
Like I just talking to a bot for an hour, don't ask me the same questions kind of thing.
00:23:59.228 --> 00:24:02.377
It's your fault for speaking to a bot right now that is also dry.
00:24:02.678 --> 00:24:04.208
Usually give about six seconds and I'm out.
00:24:04.298 --> 00:24:04.508
Yeah.
00:24:05.048 --> 00:24:10.928
but then also if you think about a unified platform and you can look at human engagements, right?
00:24:10.928 --> 00:24:20.917
Like Human to, customer engagements and bought to customer engagements and look at them Unified in terms of measure them the same.
00:24:20.978 --> 00:24:22.087
What's being happening?
00:24:22.087 --> 00:24:23.018
Where do you hire?
00:24:23.018 --> 00:24:24.488
Where's the lowest customer effort?
00:24:24.488 --> 00:24:25.688
Where's the highest csat?
00:24:26.107 --> 00:24:37.928
Use your best calls between your human agents and your customers to actually train your voice bot and use your best voice bot engagements to train your humans.
00:24:37.958 --> 00:24:44.167
'cause through expert assist and guidance, and at the same time, keeping'em the same experience.
00:24:44.917 --> 00:25:02.482
cause if these are siloed experience where I have this really cool voice bot doing this thing over here and I have this really cool expert assist solution over here, guiding humans this way, invariably what you're doing is you're creating a different experience depending upon how you engage with the brand, which I would argue that's not what brands want to
00:25:02.482 --> 00:25:02.722
do.
00:25:02.782 --> 00:25:03.653
No, it's not.
00:25:03.653 --> 00:25:04.282
It is funny.
00:25:04.823 --> 00:25:10.883
And again, they what we're trying to achieve on the outside No, like I said at the top, I've been involved with this industry for 30 years.
00:25:10.883 --> 00:25:16.913
and I have heard year after year, omnichannel, seamless experience.
00:25:16.913 --> 00:25:25.373
Every report says customers want seamless experience and we tried to deliver that to on the outside, but on the inside you've still got agents dealing with five or six different screens.
00:25:25.403 --> 00:25:25.613
Yeah.
00:25:25.823 --> 00:25:27.022
Seven or eight different systems.
00:25:27.323 --> 00:25:27.472
yeah.
00:25:27.772 --> 00:25:30.143
having to transfer customers from one team to another team.
00:25:30.143 --> 00:25:37.823
'cause they can't access that'cause of, access protocol or, not being able to train them on knowledge because they don't know that product or service.
00:25:37.883 --> 00:25:39.772
And so how can you ever deliver that?
00:25:39.803 --> 00:25:42.682
The omni the UN unified thing is really from the outside As a customer.
00:25:42.742 --> 00:25:47.992
I want to feel like it's seamless and I want to feel like it all hangs together on internally.
00:25:48.667 --> 00:25:52.597
That's your job to deliver it, but you can't deliver it if it's all, if it's all,
00:25:53.647 --> 00:25:54.008
separate.
00:25:54.008 --> 00:26:03.667
Yeah, that was, that's, you said it much more eloquently than I, I think I used a three wheel wagon, but, your six screens that agents have to navigate is the same thing.
00:26:03.667 --> 00:26:07.117
We're like, here's six screens, copy here, open that one paste, pull up the knowledge.
00:26:07.508 --> 00:26:09.518
And by the way, your number one job is to.
00:26:09.817 --> 00:26:10.718
Keep the customer happy.
00:26:10.778 --> 00:26:11.048
Yeah.
00:26:11.137 --> 00:26:14.468
You're like, but here's 85 manual steps you have to do while you're doing that.
00:26:14.468 --> 00:26:14.887
Yeah.
00:26:14.887 --> 00:26:16.778
You just gave that agent a three wheeled wagon.
00:26:16.807 --> 00:26:18.188
They want to do the right thing.
00:26:18.337 --> 00:26:18.548
Yeah.
00:26:18.637 --> 00:26:19.208
It's just hard.
00:26:19.208 --> 00:26:19.778
Exactly.
00:26:19.778 --> 00:26:25.417
You're taking away their ability to refocus on the customer and listen and understand and interact.
00:26:25.417 --> 00:26:31.417
And then we're penalizing them in core evaluations where they're not doing that because they're distracted by navigating all of these systems.
00:26:31.417 --> 00:26:31.508
Yeah.
00:26:31.508 --> 00:26:32.498
Have you seen my screen here?
00:26:32.647 --> 00:26:32.827
Yeah.
00:26:33.012 --> 00:26:33.303
Yeah.
00:26:33.303 --> 00:26:35.137
you seen, I've got a copy and past this from this.
00:26:35.347 --> 00:26:35.528
Yeah.
00:26:35.538 --> 00:26:35.917
I feel for it is
00:26:36.383 --> 00:26:38.738
a, it's a, it could be a thankless job in many ways.
00:26:38.738 --> 00:26:39.097
Yeah.
00:26:39.107 --> 00:26:39.637
It, is.
00:26:40.788 --> 00:26:53.377
and I guess just building that out, so I, you know, what I'm hearing in there, and you said it, clearly it's part of Zoom's, founding values, principles, vision around this whole collaborative piece, allowing people to collaborate.
00:26:53.377 --> 00:26:54.488
And I think what I'm hearing there is.
00:26:55.268 --> 00:27:13.268
Yeah, you're gonna have vendors at different points in their cycle, different points of contract, but really the key here is those that will win are gonna be those that can play nice with other people to, are nice as in not the places to work, but but who can play nice with each other, have that connectivity, work with other platforms and integrate into something existing.
00:27:13.567 --> 00:27:13.807
Yeah.
00:27:15.038 --> 00:27:17.077
and add to that experience and make it better,
00:27:17.377 --> 00:27:17.708
Yeah.
00:27:18.008 --> 00:27:19.508
rather than having to rip out stuff.
00:27:19.508 --> 00:27:34.298
And I think the other value thing is, if I'm sitting there as a vendor I'm going, actually if I increase the adoption rate for my client of how much they're using on my platform, when it does come to renewal, when it does come to it is time to think about do you wanna switch or stay?
00:27:34.748 --> 00:27:39.788
I'm so wedded to you because it's so ingrained in what we do that it makes it really hard.
00:27:40.268 --> 00:27:40.508
yeah.
00:27:40.508 --> 00:27:48.367
For me to leave for all the right reasons because I'm getting value out of the and, we talked, touched a little bit on customer success.
00:27:48.758 --> 00:27:56.347
Earlier on in our preparation around this and we were talking about, it started as a, it's a Reba account manager still very much this, Yeah.
00:27:56.377 --> 00:28:00.607
in many cases, it's still very much, how many more licenses can I upsell, cross sell, whatever.
00:28:01.268 --> 00:28:06.518
But at the investment in it is really how do I work with the client To help'em to get best value about what I've sold them.
00:28:07.028 --> 00:28:14.498
Because to the previous point, the more that they're using my platform, they're more as a, and then they become an internal advocate for it.
00:28:15.097 --> 00:28:15.307
Yeah.
00:28:15.998 --> 00:28:25.448
the, greater their propensity to wanna stick with something they know then go for, nobody wants to be the CEO, the wakes at the following morning after tech deployment and finds that it's all fallen down.
00:28:25.478 --> 00:28:25.538
Yeah.
00:28:25.657 --> 00:28:26.377
Nothing's working.
00:28:26.377 --> 00:28:28.867
Customers are screaming like, it's going crazy.
00:28:29.198 --> 00:28:36.278
You, want a good night's sleep and be able to get, not that they sleep very well at night anyway, but, you wanna be able to, you don't want the headlines for those reasons.
00:28:36.942 --> 00:28:37.627
yeah, And,
00:28:37.928 --> 00:28:42.127
and I think from a technical standpoint, you've got, techies, people look after these environments.
00:28:42.682 --> 00:28:46.583
Obviously they, just want the, can you keep the lights on for us?
00:28:46.732 --> 00:28:50.962
Yeah, Can the service remain on sometimes that's all that's needed?
00:28:51.022 --> 00:28:51.232
Yeah.
00:28:51.292 --> 00:28:52.163
And that's good enough.
00:28:52.613 --> 00:29:02.482
But I think what we're talking about here is real innovation is when you've got a vendor like Zoom, who, who's where, by which you don't need to worry about those things anymore.
00:29:03.113 --> 00:29:07.252
And you don't need a huge technical team either to support that environment.
00:29:07.643 --> 00:29:10.913
You can, the CX team can focus more on it.
00:29:10.913 --> 00:29:24.173
And I think that gap is becoming a little bit closer now, where, we certainly, when one working customers, particularly around cx, there is still the technical teams that we work with to help, spin these solutions up.
00:29:24.532 --> 00:29:35.198
But once they're up and running, you want to just hand that off to a CX user, supervisors the agent, and give everybody the freedom to be able to get the best value out of that product.
00:29:35.298 --> 00:29:38.123
And a lot of that, just going back to the adoption piece.
00:29:38.857 --> 00:29:42.577
I think it's just the enablement is so cr crucial and so critical.
00:29:42.577 --> 00:29:50.617
It's making sure that from the outset you are doing the hard yards to ensure that the solution is built fit for purpose.
00:29:51.038 --> 00:30:03.667
And not just, I've, had an a, I did an AI workshop, while ago, and, they were like, tell us every single a AI feature that's available on the complex center, Let's list everything.
00:30:04.417 --> 00:30:06.788
I was like, okay, where to begin.
00:30:07.867 --> 00:30:08.317
exactly.
00:30:08.738 --> 00:30:14.258
but, so we did, we went through that exercise, but what does this actually mean to you users?
00:30:15.458 --> 00:30:19.357
Let's, this, it's gotta be a two way workshop and exercise.
00:30:20.048 --> 00:30:25.732
it's like the, I think in the last podcast I use example, so WD 40 is, a great example of.
00:30:26.063 --> 00:30:31.042
They never say what their product is for, it's the people that use the product that say that these are the uses for it.
00:30:31.042 --> 00:30:31.583
So they haven't
00:30:31.583 --> 00:30:31.972
limited
00:30:31.972 --> 00:30:32.633
it in their marketing.
00:30:32.633 --> 00:30:33.508
Say, WD 40.
00:30:33.817 --> 00:30:33.938
I, do.
00:30:34.018 --> 00:30:36.113
I do know they want at least three in every household.
00:30:37.807 --> 00:30:39.292
Look at how
00:30:39.292 --> 00:30:40.972
many, look at how many uses there are for that product.
00:30:40.972 --> 00:30:44.722
And those are by users who have played with the product and discovered.
00:30:45.022 --> 00:30:51.292
And I think in a similar way, people can play with the platform and understand what the potentials are, what some of the features are.
00:30:51.292 --> 00:30:59.962
But if they're, allowed to experiment with it, run with it, they can find those novel cases to go, actually we can deploy it this way and solve this problem.
00:31:00.232 --> 00:31:02.903
But it comes back to the, rather than the list of features.
00:31:02.903 --> 00:31:04.577
Let's talk about what are the things that we're trying to solve.
00:31:04.978 --> 00:31:06.232
What are the problems that we've got right now?
00:31:06.833 --> 00:31:11.482
And just pivoting a little bit in the conversation, you were talking to organizations about deployments.
00:31:11.903 --> 00:31:16.192
What are the big sitting vendor side or platform side?
00:31:16.192 --> 00:31:21.923
What are the big mistakes that you see or you, witness in the boardroom or in those conversations that businesses are making
00:31:22.762 --> 00:31:23.722
when they're thinking about.
00:31:25.343 --> 00:31:38.799
I think like you hit on our topic, like the actual adoption use case transformation, continuous investment in, not, necessarily the product, but in like how you're gonna transform your CX strategy.
00:31:38.799 --> 00:31:52.845
No, it's not an event, But in, in implementing a new CX platform, in my opinion, it's not an event where I implemented, I deployed event, done, trained good next project, It's, a life cycle.
00:31:53.440 --> 00:32:04.869
Especially when you have products like Zoom that innovate so fast that, three months from now, there'll be all kinds of things that you should be able to take care of advantage of.
00:32:05.230 --> 00:32:07.750
I think it's a little, a lot of vendors accountability to make sure.
00:32:08.890 --> 00:32:12.099
as much as we can, that the customers are at least aware of what they are.
00:32:12.339 --> 00:32:20.319
Make it easy for them to train, communications online training, but there's a much different motion on.
00:32:20.950 --> 00:32:23.319
How to use and how to optimize.
00:32:23.470 --> 00:32:23.650
Yeah.
00:32:23.950 --> 00:32:27.220
How to use as I click these buttons, I'd be able to form auto QM or whatever.
00:32:27.220 --> 00:32:28.480
It's, I have This is how you do it.
00:32:28.779 --> 00:32:28.839
Yeah.
00:32:29.289 --> 00:32:29.650
Okay.
00:32:29.650 --> 00:32:32.589
But even if I know, how did I change my business?
00:32:32.619 --> 00:32:33.819
Did I look at the right things?
00:32:33.819 --> 00:32:35.559
And that's really how to optimize.
00:32:35.559 --> 00:32:44.200
I would, that's how I define the difference and how to optimize oftentimes isn't staying within one vendor swim lane.
00:32:45.460 --> 00:32:55.464
If you really wanna optimize you use a little bit of this from your voice bot and you had a better workflow to your agent force as an example, Yeah.
00:32:56.035 --> 00:33:02.605
or ServiceNow, and then you actually had this knowledge, let's say you're in a glean world or something like that, right?
00:33:02.934 --> 00:33:06.295
for indexing and you tied all this stuff together.
00:33:06.295 --> 00:33:08.545
Now you're optimizing the customer experience.
00:33:09.444 --> 00:33:16.345
No one vendor's really gonna be great at that because our domain knowledge is very, deep in.
00:33:16.914 --> 00:33:20.934
Our product set and we can help if on train and how to optimize our product set.
00:33:21.835 --> 00:33:46.750
But we can't necessarily, I think partners are the best ones'cause they know ticketing very well and Zoom very well and clean and they're agnostic and you may not need these three features from Zoom use these four from Salesforce, these 27 from Zoom, I'm back this one from someone else.
00:33:46.960 --> 00:33:48.430
But that might be the right answer.
00:33:48.490 --> 00:33:48.640
Yeah.
00:33:49.329 --> 00:33:52.180
so I think but ultimately is the vendor, right?
00:33:52.359 --> 00:33:52.420
Yeah.
00:33:52.430 --> 00:34:05.170
And, how the vendor impacts that is do we as a vendor enable partners to be aware of what our product does and where we integrate with other platforms and how we integrate and what are our APIs look like and what our SDKs look like.
00:34:05.529 --> 00:34:11.920
So our partners can go and, amplify that value to a large customer base more than any vendor.
00:34:12.550 --> 00:34:15.764
I don't think any CX vendor back to your point, everyone's a CX vendor these days.
00:34:16.539 --> 00:34:22.150
Can do it without a healthy partner ecosystem of, as a part of the strategy.
00:34:22.449 --> 00:34:22.599
Yeah.
00:34:22.900 --> 00:34:23.139
Yeah.
00:34:23.409 --> 00:34:40.630
it's going back to that whole point around joining the dots together for the customer is there and, understanding how the, customers operate their business processes, what the other systems that they have and taking a bit of an ownership as to going in confidently and saying, look, we can help you solve these issues.
00:34:41.349 --> 00:34:46.119
And, it's never as simple as enabling the technology, like what I say to every customer.
00:34:46.119 --> 00:34:46.900
That's the easy part.
00:34:46.900 --> 00:34:46.960
Yeah.
00:34:47.500 --> 00:34:54.909
honestly, that is, that's how to use, it's going back to the optimization, it's going back to, let's under really understand your process.
00:34:54.909 --> 00:34:58.750
Sometimes the processes are driven by legacy technology as well, what we are finding.
00:34:59.170 --> 00:35:04.570
So it's here's a chance now for us to take, let's take a step back.
00:35:05.409 --> 00:35:10.210
Maybe let's improve the process because now we've got this new technology that just deliver that.
00:35:10.269 --> 00:35:10.570
Yeah.
00:35:10.965 --> 00:35:15.480
And maybe part of the kind of challenge or the, I guess the transition we've got right now is.
00:35:15.715 --> 00:35:26.635
At the moment, a lot of the technology conversations, particularly the AI space, are being led by technologists, people that understand the mechanics of how it works, and models and agent agents.
00:35:26.635 --> 00:35:35.094
And I thought it's not Voodoo Black, it's a little, I'm sure it's like a, it, if you've seen the new Superman movie.
00:35:35.230 --> 00:35:41.485
It's like a, it's a row of monkeys just in the background typing away but but we were talking and that's it.
00:35:41.485 --> 00:35:48.054
and I said, I saw this really great clip from one of the ex, guy, ex senior execs at Meta, I think it was.
00:35:48.114 --> 00:35:58.824
And he was talking about refrigeration and he said that, AI's at a place where refrigeration was important, it was a great invention, changed the world, and people that invented refrigeration made money.
00:35:59.155 --> 00:36:01.405
But the people that really made money were Coca-Cola.
00:36:01.405 --> 00:36:03.505
'cause Coca-Cola used refrigeration Yeah.
00:36:03.804 --> 00:36:04.885
to enable their product.
00:36:04.914 --> 00:36:10.525
And in a similar way, I think there's a point now we're reaching where the conversation's very tech become.
00:36:10.824 --> 00:36:13.074
Currently very tech led about the mechanics.
00:36:13.554 --> 00:36:17.335
We're starting to get into organizations, really getting their head around what's our Coca-Cola moment?
00:36:17.635 --> 00:36:22.525
What's the deployment that's gonna really transform this, for our customers.
00:36:22.585 --> 00:36:40.344
And one of the things that I've been chatting about recently is the excite, I think the exciting opportunities for contact centers to finally be able to flip themselves from a, cost center to a value center, not by adding revenue lines through cross sell and upsell, but by actually the richness of insight that it collects.
00:36:40.375 --> 00:36:45.295
'cause the volume of contact, a contact an average of 30,000 calls a week or whatever it is.
00:36:46.434 --> 00:36:50.394
if you take the average call in, there's probably about six, 700 words of conversation in there.
00:36:50.394 --> 00:36:54.744
Versus a survey that might get a, 5% response rate and three or four words in a box.
00:36:55.344 --> 00:36:55.795
The rich.
00:36:56.059 --> 00:37:03.565
And, you are hearing from a greater spread of customers, the richness of insight you get in there can be so informative to other teams in the business.
00:37:03.565 --> 00:37:07.914
So actually that whole mindset of shift in the contact center leader and the CX leader.
00:37:08.815 --> 00:37:11.784
To be able to sell into the rest of the organization.
00:37:11.784 --> 00:37:17.094
the value of this insight, I think there's a really interesting, opportunity coming up.
00:37:17.184 --> 00:37:17.454
Yeah.
00:37:17.485 --> 00:37:18.655
For people that get there quick.
00:37:18.655 --> 00:37:18.684
I
00:37:18.684 --> 00:37:20.275
think that's the next big thing.
00:37:20.574 --> 00:37:21.920
And now we're gonna touch on the future.
00:37:22.400 --> 00:37:28.764
That, we've got AI and, all these capabilities now, digital experiences and everything else.
00:37:29.094 --> 00:37:32.574
It's all, that's a great way to be able to respond to a customer.
00:37:33.264 --> 00:37:43.735
How do we get ahead of the game using that insight to really drive change in a business that can help, deliver a better product, better service in the future?
00:37:44.545 --> 00:37:45.059
Do you think we, we ai
00:37:47.065 --> 00:37:50.304
I think every, everyone's talking about AI for sure, right?
00:37:50.304 --> 00:37:55.014
Everyone's at different stages of and do we start just internally with maybe agent guidance?
00:37:55.014 --> 00:37:56.724
Do we start with something very simple?
00:37:56.784 --> 00:37:56.934
Yeah.
00:37:56.994 --> 00:37:58.195
But very, powerful.
00:37:58.195 --> 00:37:59.304
Like wrap up notes.
00:37:59.335 --> 00:37:59.605
Yes.
00:37:59.605 --> 00:37:59.875
exactly.
00:38:00.474 --> 00:38:06.114
that's, you're not, that's like tip very small of what AI can do, but very powerful.
00:38:06.114 --> 00:38:10.344
So what I say Start somewhere because it's gonna move very fast.
00:38:10.644 --> 00:38:16.704
And, that was another, maybe other thing was last week and, the comment was made is like, there's no gonna be, there's gonna be no fast followers in ai.
00:38:17.005 --> 00:38:17.215
Yeah.
00:38:17.605 --> 00:38:18.925
You're a leader or you're behind.
00:38:18.925 --> 00:38:19.195
Right?
00:38:19.195 --> 00:38:20.724
it is gonna happen that fast.
00:38:20.724 --> 00:38:23.094
So starve doing something.
00:38:23.905 --> 00:38:40.284
and then a comment that you made earlier, which playing on the, like the, CX platform and, having one platform to connect everything and, ai, I think one of the challenges that we're seeing is like, how, do I use ai?
00:38:40.284 --> 00:38:42.385
And then all of a sudden you start embracing other people and like.
00:38:42.894 --> 00:38:45.715
you have privacy concerns, you have legal concerns, right?
00:38:45.715 --> 00:38:48.085
And you have all these other kind of conversations popping up.
00:38:48.534 --> 00:39:01.315
But I love when we talk to customers and whether be myself or our team here, if technology wasn't a barrier, like if you, like, forget what you're experiencing, like how would you reimagine customer experience?
00:39:01.315 --> 00:39:05.934
And I'm not talking about just contact centers, like I think some vendors think.
00:39:07.224 --> 00:39:11.905
Customer experience is the minute someone calls you and the minute you end that call, that's customer experience.
00:39:12.085 --> 00:39:13.405
I'm, the tip of the iceberg.
00:39:13.405 --> 00:39:14.815
What about when they go to stores?
00:39:14.875 --> 00:39:15.025
Yeah.
00:39:15.114 --> 00:39:21.954
Or they go to a dental office or they go to a medical office, or they go to the website or they, they go to a restaurant or they go to the hospitality.
00:39:21.954 --> 00:39:24.534
All those things are touch points, that the customer experience.
00:39:25.224 --> 00:39:44.710
So if you could connect that journey, whether they actually called on the contact center or chat with you, or called like someone in finance that wasn't on the contact center platform or wanted to go to a kiosk experience or wanted a video for an eye test or a video, I would say there's, two times I always want video on I'm talking about my health or my money.
00:39:44.925 --> 00:39:47.110
I want, I wanna see you, I wanna see you.
00:39:48.309 --> 00:39:50.349
Those two things, everything else can be digital.
00:39:50.829 --> 00:39:52.510
but there's value to video, right?
00:39:52.510 --> 00:39:52.570
Yeah.
00:39:53.530 --> 00:40:04.389
so I, I think when you have those conversations and you really start like imagining, imagin this, then you realize it gets super exciting and the reason they're not doing it isn't because.
00:40:04.929 --> 00:40:07.150
These practice leaders have never imagined it.
00:40:07.239 --> 00:40:09.789
Many of them come up with ideas that I could never even think of.
00:40:09.789 --> 00:40:15.264
They're like, the, problem is, The technology doesn't allow them to implement what they want to deliver.
00:40:15.324 --> 00:40:15.625
Yeah.
00:40:15.925 --> 00:40:18.864
So if you like start taking those barriers down.
00:40:19.074 --> 00:40:19.284
Yeah.
00:40:19.405 --> 00:40:30.114
Like the conversations got very interesting and and I always say think Zoom is, in a better position to actually deliver on the outcomes of those, call it borderless CX conversations.
00:40:30.119 --> 00:40:30.280
Yeah.
00:40:30.414 --> 00:40:30.655
Yeah.
00:40:30.900 --> 00:40:38.454
and that connects in the dots thing is it, is coming up with the idea and the imagination of the, future is not difficult in terms of the experience you want deliver, it.
00:40:39.025 --> 00:40:41.304
but the moment you start thinking about how do I make that happen?
00:40:42.204 --> 00:40:52.224
That becomes very hard for somebody who's not the technologies, who's in the organization, putting out fires nine to five, then, Preparing papers for the next meeting, who's running from thing to think.
00:40:52.224 --> 00:40:53.875
They don't have the bandwidth to think about that.
00:40:54.235 --> 00:41:03.114
It's people like us that are able to go in and help them with that fresh thinking and that ability to think and your point about the, again, the collaboration piece about connectivity.
00:41:03.114 --> 00:41:13.150
There's a difference between an agent getting a course, somebody that says, I called yesterday, and this is what he talked about, versus I called yesterday, by the way, he also went into the store and spoke to Alice Yeah.
00:41:13.269 --> 00:41:15.940
and he also went online and tried to do this in account.
00:41:15.940 --> 00:41:27.070
So now when I've got the summary, it's not just, here's what was the last interaction, here's what's been happening over the last few days, that's gonna give you some contextualization To what he's probably calling about, or could be calling about?
00:41:27.130 --> 00:41:27.309
Yeah.
00:41:27.429 --> 00:41:29.980
Then how do I empower you to have that better conversation?
00:41:30.250 --> 00:41:30.309
Yeah.
00:41:31.239 --> 00:41:38.380
and the, great thing is, that whether even outside of the contact center, just in our own lives, we're being exposed to more and more of this.
00:41:38.380 --> 00:41:46.960
If you go on Google right now, you get an a summary right at the top of the results people, the way that people use chat, G chatGPT gives'em the sort of a thing in my business I use.
00:41:47.869 --> 00:41:52.150
Otter AI note taker on most of my calls, summarizes the conversation.
00:41:52.150 --> 00:41:55.625
Gives em the, we're, using the Zoom's got a flavor of that Yeah.
00:41:55.625 --> 00:41:55.824
Yeah.
00:41:56.005 --> 00:41:57.264
Zoom's got a note taker as well.
00:41:57.394 --> 00:41:58.704
There are other things available.
00:42:01.085 --> 00:42:12.969
but all of those kind of things help make life easier as our customers get used to that outside of our environment, when they come to deal with you, they're just gonna expect you to have A similar sort of thing.
00:42:13.719 --> 00:42:24.940
a young person starting in an organization right now sitting in front of a computer that's, 10 years old or whatever it is that can't does it, that works slower than the device in their pocket.
00:42:25.059 --> 00:42:25.210
Yeah.
00:42:25.269 --> 00:42:26.349
Becomes a frustration.
00:42:26.349 --> 00:42:26.469
Yeah.
00:42:26.619 --> 00:42:33.429
they can seamlessly move from app to app on a device, but yeah, I've gotta have three different screens open, four different browsers and but like that.
00:42:33.460 --> 00:42:40.510
Those are the frustrations that then they're not gonna affect internally is on, attrition, and do they want stay in that role?
00:42:40.510 --> 00:42:43.360
Or Why do I want to navigate this difficult technology when I can?
00:42:44.019 --> 00:42:44.260
yeah.
00:42:44.530 --> 00:42:59.764
in modern technology and, not just contact center, like everything we, are, the Ubers of the world are drive, ride, share, I should or online video on demand, like very general categories or staying like digital hotels or whatever brand that category is, right?
00:43:00.050 --> 00:43:01.960
The switching costs is so easy.
00:43:02.739 --> 00:43:06.610
it's like literally you could switch brand loyalty in, three seconds.
00:43:06.880 --> 00:43:08.409
I'm no longer doing Lyft and doing Uber.
00:43:08.409 --> 00:43:09.489
I'm no longer doing Airbnb.
00:43:10.269 --> 00:43:16.030
whatever case, whichever it goes, the battleground is gonna be in the experience, Is what I believe.
00:43:16.059 --> 00:43:16.300
Yeah.
00:43:16.420 --> 00:43:22.929
And then if you go to brands, and the questions I'll say is in the conversations or like you have at your company.
00:43:23.650 --> 00:43:29.679
if I asked you like, who in your company is accountable for ensuring that your customers are happy?
00:43:31.030 --> 00:43:35.380
I don't think any business leader's answer would be like, oh, it's those four people out there.
00:43:37.030 --> 00:43:38.980
what about, No, I'm not the contact center.
00:43:39.309 --> 00:43:40.449
That's the contact center people.
00:43:40.750 --> 00:43:43.239
The answer typically is business of any size.
00:43:43.239 --> 00:43:48.369
And I'll tell you at Zoom a hundred percent Eric's viewpoint, who's accountable for sure.
00:43:48.369 --> 00:43:49.480
Our customers are happy.
00:43:49.960 --> 00:43:50.980
Every single employee.
00:43:51.280 --> 00:43:52.150
Every single one of you.
00:43:52.922 --> 00:43:53.139
Right.
00:43:53.440 --> 00:43:54.760
there's a problem, you help'em.
00:43:55.922 --> 00:44:07.644
And if that technology, like it's a, it is a very easy, simple, powerful kind of culture principle, but if your technology doesn't make that easy, right, you can't really deliver it.
00:44:07.644 --> 00:44:12.085
But I think the days were like, that's why I say contact center is like long in the tooth.
00:44:12.085 --> 00:44:19.014
It is it assumes like those four people, there are contact center people are in charge of making sure our customer's happy.
00:44:20.005 --> 00:44:21.175
I build product.
00:44:21.235 --> 00:44:23.364
You sell product, but we all have roles.
00:44:23.364 --> 00:44:27.385
But I think customer experience is a horizontal, it is practice.
00:44:27.385 --> 00:44:27.715
hundred percent.
00:44:27.744 --> 00:44:30.114
Not a vertical practice as a department.
00:44:30.114 --> 00:44:30.474
Yeah.
00:44:30.804 --> 00:44:32.815
And if you think about horizontal Yeah.
00:44:32.905 --> 00:44:36.655
CX is a horizontal practice, again, technology conversations take a different path.
00:44:36.655 --> 00:44:36.954
Yeah.
00:44:37.269 --> 00:44:38.065
Workflows stay a different path,
00:44:38.844 --> 00:44:55.135
But do you not think that's, because like in many kind of enterprises, those that are leading the CX vision are not cut across these other, because other department, you can talk about marketing or maybe even, sales.
00:44:55.135 --> 00:44:56.304
Sales for instance.
00:44:56.815 --> 00:45:00.385
Internal meetings, products often, how often are they speaking to the CX leaders?
00:45:00.744 --> 00:45:07.344
Is it not incumbent on the CX leader to really step in and almost dictate actually this is how we should be?
00:45:07.405 --> 00:45:08.815
So I think, I I think there's
00:45:08.815 --> 00:45:09.414
two things in there.
00:45:09.414 --> 00:45:09.925
I think.
00:45:10.045 --> 00:45:14.335
we've talked about this before, the understanding of what CX is, we talked about it front.
00:45:14.335 --> 00:45:16.099
is more than the contact center.
00:45:16.500 --> 00:45:18.894
It is not just that kind of thing, that kind of bit.
00:45:19.284 --> 00:45:23.605
But whereas if you ask most people what sales and marketing is, most people could tell you what it is.
00:45:24.445 --> 00:45:30.980
When I go to dinner parties and if I say to somebody, I'm working in customer experience, their eyes is eyes lays over and they don't know what I'm talking about.
00:45:31.960 --> 00:45:34.764
And so you have to explain any a different That's why I tell people I'm a race car driver.
00:45:34.824 --> 00:45:34.914
Yeah.
00:45:34.914 --> 00:45:35.340
That's it.
00:45:36.099 --> 00:45:36.625
I should do that.
00:45:37.855 --> 00:45:38.215
Yeah.
00:45:38.304 --> 00:45:39.715
I just tell people I'm a Bollywood actor.
00:45:39.715 --> 00:45:39.985
or something.
00:45:41.844 --> 00:45:43.135
so I think there's partly that.
00:45:43.139 --> 00:45:49.297
Then I think the second thing is, that, again, most people leading CX and organizations have landed there by accident.
00:45:49.297 --> 00:45:53.802
They've grown out of a contact center or customer service function or sometimes a HR function.
00:45:54.518 --> 00:46:01.867
And so they have a vertical they've grown up into, but they've not been naturally pushed out broader across the, different teams.
00:46:02.168 --> 00:46:09.217
And I think the value really is, that, is, because you have that horizontal Perspective, you have a unique vantage point that your colleagues don't have.
00:46:10.088 --> 00:46:17.753
So the level of awareness you can give to the team is much broader because you are speaking to customers across the different point of the journey.
00:46:18.318 --> 00:46:36.637
Your teams are gathering insight from, not just, that, those that got through and managed to speak to you and buy from you and do business with you, but you're also hearing from customers who have tried to and not been able to, you're also hearing from customers who are leaving in their drawers and saying, listen, you better get this right, or that we're shifting that intelligence is really valuable.
00:46:36.938 --> 00:46:37.117
Yeah.
00:46:37.268 --> 00:46:51.188
But if you are just sharing that in a board report with your vertical that says, these are the five complaint reasons, these are the five top calls, this is what our NPS is, and it's just a dashboard, and that's what's coming out month in, month out, a people become desensitized to it because they don't know what it means.
00:46:51.637 --> 00:46:57.248
You've gotta bring it to life through that storytelling and really help shape in the room.
00:46:57.458 --> 00:46:58.688
What customers are feeling.
00:46:58.807 --> 00:47:03.518
And I just think that a lot of people struggle to do that, not because they're not bright and intelligent.
00:47:03.938 --> 00:47:05.137
they're really smart people.
00:47:05.407 --> 00:47:12.382
But I think it's getting used to that broader, that broader ability to network across the organization to speak language.
00:47:12.382 --> 00:47:12.487
It's difficult, it's
00:47:12.518 --> 00:47:25.597
difficult to do that, but I think just going back to, I think a lot of the times it's difficult to surface that kind of information because you don't trust perhaps information that's coming out of the technology that you have.
00:47:25.597 --> 00:47:28.952
And I think this is where we can play, with things like ai.
00:47:29.722 --> 00:47:35.092
You can start to be more confident in being able to extract that level of insight and intelligence.
00:47:35.393 --> 00:47:36.773
And I, don't think we've got there yet.
00:47:36.777 --> 00:47:39.083
And I think there's, obviously a clear design.
00:47:39.262 --> 00:47:40.972
you, we are hearing vendors talk about it.
00:47:41.152 --> 00:47:43.103
Salesforce are a massive advocate of this.
00:47:43.103 --> 00:47:44.873
They've got a ton of case studies now.
00:47:44.873 --> 00:47:46.943
They, I think I mentioned Japan recently.
00:47:46.943 --> 00:47:53.753
They've been going quite aggressive in Japan around using AI to, to deliver this insight and intelligence.
00:47:53.757 --> 00:47:53.797
Yeah.
00:47:53.802 --> 00:48:05.393
And I think once you've got that, you're giving your CX leader the power to really confidently go across the business and say, look, we've got, real intelligence here to help drive Yeah.
00:48:05.393 --> 00:48:06.833
Huge outcomes for the business.
00:48:06.862 --> 00:48:07.132
Yeah.
00:48:07.137 --> 00:48:07.197
Yeah.
00:48:07.432 --> 00:48:08.753
And I think that's the tipping point.
00:48:08.753 --> 00:48:13.492
If we can figure out a way to do deliver that and where you, want to win.
00:48:13.918 --> 00:48:24.143
and I think two things need to happen is, one is you need that internal CX advocate champion that's willing to go and have non-ST status quo conversations.
00:48:24.413 --> 00:48:31.222
But you also equally need, call it at the C-suite executive leadership, people that are willing to listen.
00:48:31.402 --> 00:48:35.032
And understand CX is a differentiator when those two things come together.
00:48:35.782 --> 00:48:39.443
yes, I think CX is a definitely competitive differentiator for our brand.
00:48:40.222 --> 00:48:43.913
And then you have a someone that's willing to challenge task go, Imagine this.
00:48:44.213 --> 00:48:44.362
Yeah.
00:48:44.753 --> 00:48:45.862
Magic can happen, Yeah.
00:48:46.282 --> 00:48:49.342
But if one of those two things are missing, it's gonna be slow.
00:48:49.347 --> 00:48:49.418
Yeah.
00:48:49.672 --> 00:48:52.043
And I, think, both of those things happen.
00:48:52.432 --> 00:48:54.742
It is gonna be slow and I think that.
00:48:54.893 --> 00:48:57.083
unfortunately, you can't wait for one of those things to happen.
00:48:57.172 --> 00:48:59.693
You can't wait for a board to go, okay, we're ready to listen.
00:49:00.083 --> 00:49:02.422
Come and tell me if you're gonna dry change.
00:49:02.422 --> 00:49:05.663
You've gotta, you've gotta put your neck out a little bit here.
00:49:05.663 --> 00:49:07.163
You've got to be that evangelist.
00:49:07.253 --> 00:49:07.313
Yeah.
00:49:07.492 --> 00:49:11.722
That person saying this says, no, this is why I need, this is a, I'm giving you some awareness here.
00:49:11.963 --> 00:49:21.652
It's like that friend where they're doing a behavior again and again and you can see it, but they can't, but you, it's your job to tell them, I can see this because you're doing it for the best intention.
00:49:22.432 --> 00:49:26.918
And the second thing is, if you're a board who's ready to listen and you're not getting Yeah, that lead, right?
00:49:26.918 --> 00:49:27.157
Yeah.
00:49:27.398 --> 00:49:32.257
you need to facilitate that either through bringing them up and going, Hey, don't just gimme the report every month.
00:49:32.288 --> 00:49:33.188
I want to know this.
00:49:33.188 --> 00:49:35.077
Or you need to make a change.
00:49:36.188 --> 00:49:41.137
And, when that happens and you get that balance of, oh, sorry, you get that I'm even call it balance.
00:49:41.137 --> 00:49:48.188
to get the integration of somebody who's leading cx, who's willing to put their neck out the line, is bringing you, interesting insight.
00:49:49.208 --> 00:49:53.677
bringing you some things to look at, to really bring to life what's going on as well as a board that's prepared to
00:49:53.677 --> 00:49:53.947
listen.
00:49:54.353 --> 00:49:54.643
Yeah.
00:49:54.818 --> 00:49:56.887
That is your, yeah, I think you're spot on.
00:49:56.887 --> 00:50:02.557
And I think, I'm very self-reflective as a person, as a company, as a CX practice.
00:50:02.677 --> 00:50:08.018
And I think a lot of that onus is on vendors to let these practice leaders know that's even a possibility.
00:50:09.157 --> 00:50:17.288
So even if I was a practice leader and I didn't, and I had these dreams but I'm like, but that doesn't exist out there, then I'm not gonna go bark up a tree.
00:50:17.407 --> 00:50:19.177
'cause it doesn't, what I try to solve for doesn't stick.
00:50:19.177 --> 00:50:26.918
So like we go and let these practice leaders, like, listen, you can have these different kind of conversations Like that capability does exist.
00:50:27.097 --> 00:50:29.827
Maybe not on the platform you're on today, but it does exist.
00:50:29.887 --> 00:50:29.947
Yeah.
00:50:30.188 --> 00:50:31.657
And now they're like, okay, great.
00:50:31.657 --> 00:50:33.038
Now I, I feel educated.
00:50:33.577 --> 00:50:37.867
cause some vendors, our job, I always say, we're not always like there to sell.
00:50:37.867 --> 00:50:38.588
We're there to educate.
00:50:39.547 --> 00:50:43.027
And if we educate and we listen, we will get a customer.
00:50:43.568 --> 00:50:48.038
If we don't listen and we don't educate and we're just trying to sell, then we don't deserve a Customer.
00:50:48.277 --> 00:50:49.867
We need to understand what the customer's trying to get done.
00:50:50.918 --> 00:50:59.438
but if we can let them know, then that practice leader's more emboldened to go and say, I had a wild dream and someone validated my dream wasn't that crazy, so we should do it.
00:51:00.367 --> 00:51:00.668
Right.
00:51:01.112 --> 00:51:11.257
and I think that's where we, going back to your point around vision, that these potential CX leaders have, and they've always been, li limited by the technology.
00:51:12.427 --> 00:51:19.418
I'm now coming across situations where it's starting to, the balance is going the other way where the innovation is.
00:51:19.943 --> 00:51:22.487
Coming in thick and fast, like a bit too quick, in fact.
00:51:22.487 --> 00:51:22.728
Yeah.
00:51:23.032 --> 00:51:28.498
But, can't, we're not even getting the basics Fully adopted yet.
00:51:28.523 --> 00:51:28.793
Sure.
00:51:28.797 --> 00:51:28.967
Yeah.
00:51:28.972 --> 00:51:29.092
Yeah.
00:51:29.543 --> 00:51:32.543
and they're way behind what Yeah.
00:51:32.543 --> 00:51:33.688
The likes of you guys talk about.
00:51:35.273 --> 00:51:43.943
I go into a customer meeting and way we're looking at transforming their CX and we may want to start the conversation with all the innovation.
00:51:43.943 --> 00:51:46.027
It's that's all well and good, but Yeah.
00:51:46.163 --> 00:51:47.452
We haven't got the basics right.
00:51:47.992 --> 00:51:48.052
No.
00:51:48.052 --> 00:51:51.413
We don't have, AI summarization right now, enabled.
00:51:51.413 --> 00:51:56.722
So it is, a journey that everybody's on and everybody's journey slightly different.
00:51:56.722 --> 00:51:57.052
Yeah.
00:51:57.112 --> 00:51:59.932
And I think it's, always appreciating that fact.
00:52:00.713 --> 00:52:04.972
whilst the technology is way ahead, it takes, time to get, and reach out.
00:52:05.663 --> 00:52:05.873
Yeah.
00:52:05.963 --> 00:52:09.773
And my analogy is, I have a lot of'em, they're not always good.
00:52:09.777 --> 00:52:09.887
Yeah.
00:52:10.012 --> 00:52:14.902
But bear with me here, but sometimes you just don't want to go a squirrel hunting with an elephant gun.
00:52:14.963 --> 00:52:15.083
Yeah.
00:52:16.253 --> 00:52:23.242
If, all they need is like, their big desire, listen, we've rallied around, this is our use case right now.
00:52:23.242 --> 00:52:24.682
We want to add WhatsApp as a channel.
00:52:25.583 --> 00:52:26.182
Great.
00:52:26.572 --> 00:52:27.353
Let's do that.
00:52:28.253 --> 00:52:36.773
But if you like, great, and then you just incessantly like just throw up on them about the 500 other features they didn't ask for, Yeah.
00:52:36.893 --> 00:52:37.733
you're not listening.
00:52:38.572 --> 00:52:42.472
So meet them where they're at, let them know you can help'em and say.
00:52:42.773 --> 00:52:45.023
But once we run, I just want you to know these other things.
00:52:45.023 --> 00:52:45.293
We can do.
00:52:45.293 --> 00:52:46.342
take five minutes just so you know.
00:52:46.342 --> 00:52:46.702
We do'em.
00:52:46.733 --> 00:52:50.572
'cause I don't want someone else to come in and tell you They do'em and we don't.
00:52:51.742 --> 00:52:52.762
but let's meet you Where're at.
00:52:52.762 --> 00:52:54.592
Let's get you this WhatsApp up and running.
00:52:54.893 --> 00:52:55.193
Yeah.
00:52:55.253 --> 00:52:57.083
It just goes back to that for me.
00:52:57.143 --> 00:52:57.382
Great.
00:52:57.382 --> 00:52:59.302
CX is once you know your customer.
00:53:00.083 --> 00:53:00.322
Exactly.
00:53:00.333 --> 00:53:12.532
I read this, report from Gartner and top 500 companies, leaders and companies were, quite transparent about the fact that only 14 to 15% felt they knew their customers.
00:53:13.132 --> 00:53:13.822
And again.
00:53:14.240 --> 00:53:14.842
Why is that?
00:53:14.842 --> 00:53:15.893
Why is there such a gap?
00:53:15.983 --> 00:53:19.463
Why do you not know your customers what they want, what drives them?
00:53:20.393 --> 00:53:23.992
you've got the intelligence now you've got the data there to figure this stuff out.
00:53:23.992 --> 00:53:29.963
Surely once you understand your customer, then clearly you, can deliver a much better experience.
00:53:29.963 --> 00:53:29.972
Yeah.
00:53:29.972 --> 00:53:30.748
it Completely understand.
00:53:30.887 --> 00:53:32.213
It completely begins with that.
00:53:32.543 --> 00:53:34.253
it's just like in your relationship.
00:53:34.702 --> 00:53:37.043
if you're married and you ask your wife, are you okay?
00:53:37.043 --> 00:53:37.853
And she says, yes.
00:53:38.333 --> 00:53:45.382
when she means it, and when she's actually saying no, and you're in trouble and you need to go do something, like you can tell you, from the signals, right?
00:53:45.382 --> 00:53:49.132
You have that intelligence or I say, if you have to ask, you already know the answer.
00:53:50.887 --> 00:53:52.148
You that honeymoon period.
00:53:53.137 --> 00:53:53.947
Exactly right.
00:53:53.947 --> 00:53:54.353
That's it.
00:53:54.353 --> 00:53:56.302
But over a period you gather that data.
00:53:57.413 --> 00:54:17.737
and in organizations, if that, that data's just not been unleashed to the level that it can be potentially unleashed and put into the hands of people that, maybe in years gone by, would've been in an MI dashboard or Power BI dashboard, or in Tableau or somewhere that somebody's trying to visualize it, but actually, democratizing it putting into people's hands and say, this is what customers are saying.
00:54:17.887 --> 00:54:19.838
This is how you can use it in product development and design.
00:54:19.838 --> 00:54:21.608
This is how you use it in your commercial strategy.
00:54:21.608 --> 00:54:24.217
This is how you use it in marketing and brand design.
00:54:24.217 --> 00:54:28.208
This is how you use it in premises design and all those kind of things.
00:54:28.208 --> 00:54:30.157
But it's, done at that kind of scale.
00:54:30.217 --> 00:54:30.398
Yeah.
00:54:31.358 --> 00:54:32.407
in a really, powerful way.
00:54:32.407 --> 00:54:41.708
And I think we're an exciting thing where the future isn't just while we're talking about the future, a nice little segue to take us into the, I guess the last part of this conversation.
00:54:42.367 --> 00:54:47.947
If you were to transport yourself five years from now, where do you see all of this going?
00:54:48.367 --> 00:54:49.418
What's, your view?
00:54:49.717 --> 00:54:51.518
I'd be on a beach somewhere for sure.
00:54:53.858 --> 00:54:54.307
For that.
00:54:55.898 --> 00:55:05.947
no, that aside, I think five years, it's, and I heard a podcast recently where someone says don't, like strategy in five years is that's like the stupidest thing you've ever heard, right?
00:55:06.128 --> 00:55:09.487
it's like things are changing so fast, you're lucky to get a one year strategy.
00:55:10.702 --> 00:55:26.842
but that being said, like just about Zoom specifically, we have a lot of like, really cool chat GPT like interfaces coming on top of all of our CX and, call it telephony data where you can just engage with it about questions against your.
00:55:27.443 --> 00:55:41.362
Unstructured data, the voice conversations and chats with your structured data, like whether we pull in the CM data or talk time agent, ID duration and just ask a question like, Hey, average handle time is going up.
00:55:41.362 --> 00:55:42.052
What's happening?
00:55:42.052 --> 00:55:56.003
And it could talk about, your look at your WFM data and say you roll, your scheduling was off and your call, average call duration went up over here, but those average call went out because it was talking about this topic, which doesn't look at all the data and just tell you.
00:55:56.003 --> 00:55:56.063
Yeah.
00:55:56.782 --> 00:55:59.655
Which, like, and I'm, and this is coming out.
00:55:59.784 --> 00:56:01.304
I, I shouldn't even actually share yet.
00:56:03.045 --> 00:56:23.355
Let's not get you in trouble, Wanna, but the concept, but if you fast forward beyond that, like it's just forgetting like CCaaS vendors or CRM vendors, what I would love to see, because I am ambitiously lazy person, is like a Chris Morrissey agent that interfaces with every brand's agent in the world.
00:56:24.195 --> 00:56:25.065
And I can say.
00:56:25.784 --> 00:56:30.554
Hey, Chris Pop, I want to go to Barcelona on Delta Airlines.
00:56:30.554 --> 00:56:36.105
I'd love to stay at a boutique hotel near, gothic quarter.
00:56:36.525 --> 00:56:38.835
And I have some points at this hotel.
00:56:38.835 --> 00:56:41.264
So there's a brand affiliated with that hotel.
00:56:41.594 --> 00:56:45.315
I prefer first class if you can negotiate a good deal for me.
00:56:45.614 --> 00:56:45.704
Okay.
00:56:47.030 --> 00:56:49.244
and, you just, and I like dinner reservations at a nice top.
00:56:49.335 --> 00:57:05.594
restaurant Thursday night, just, and then crisp B Guess that's done in like seconds talking to Delta bot and Hilton Bot and OpenTable bot or whatever other bots are out there, To complete those tasks.
00:57:06.375 --> 00:57:09.554
And'cause those things can happen like instantly,
00:57:09.855 --> 00:57:10.155
Yeah.
00:57:11.025 --> 00:57:14.505
And it comes back to here's your itinerary and then you can opt in.
00:57:14.715 --> 00:57:18.614
do I want to say yes I want that, or do I just say I trust you, Chris?
00:57:18.735 --> 00:57:19.005
Yeah.
00:57:19.125 --> 00:57:23.925
Which no one ever says, but would you say I trust you, Chris, go and just book it Or do I want options.
00:57:24.014 --> 00:57:34.094
Yeah, I think that this bot to bot framework, not just from brand to brand, not like just CM to CC, but I'm talking like consumer to brand Bob experience.
00:57:34.155 --> 00:57:34.514
Yeah.
00:57:35.744 --> 00:57:37.755
a lot of people talk about that, but you gave me five years.
00:57:37.755 --> 00:57:38.480
Yeah, I gave, you five years.
00:57:39.460 --> 00:57:48.585
I'm still a, I think, I look at a lot of, so I used to DJ years ago and I look at current like modern DJs.
00:57:48.585 --> 00:58:03.885
and got all this technology that beat match is for you and it tells you the next right records for, I'm still at the age where you pull that vinyl out your crate, you put it down and you were beat matching live and you had that feel of the record and you were just, you were adjusting it to get it to beat match and you were doing it manually.
00:58:04.215 --> 00:58:12.255
So I, I think that the role of the but to get, to make some of that easier, choose the right record'cause it tells you it's gonna beat match.
00:58:12.380 --> 00:58:13.815
'cause it's gonna do, this is gonna increase that.
00:58:14.025 --> 00:58:18.525
But still some of that involvement from a human experience perspective in the experience.
00:58:18.974 --> 00:58:19.275
great.
00:58:19.275 --> 00:58:20.054
Gimme the five options.
00:58:20.054 --> 00:58:21.014
Can you put three hotels.
00:58:21.405 --> 00:58:22.094
two restaurants.
00:58:22.190 --> 00:58:22.500
exactly.
00:58:22.579 --> 00:58:30.289
I still wanna be involved in some of that kind of, otherwise you everything becomes a task and you lose that experiential size.
00:58:30.554 --> 00:58:30.585
I,
00:58:30.590 --> 00:58:31.019
I would argue that.
00:58:31.949 --> 00:58:35.940
The end outcome here is a great holiday traveling first class.
00:58:35.940 --> 00:58:36.000
Yeah.
00:58:36.300 --> 00:58:39.659
You get to sit exactly where you want in the restaurant of your choice.
00:58:39.690 --> 00:58:39.989
Yeah.
00:58:40.380 --> 00:58:42.480
If you can achieve those outcomes Yeah.
00:58:42.570 --> 00:58:43.230
With a bot.
00:58:43.380 --> 00:58:43.710
Yeah.
00:58:44.039 --> 00:58:44.730
Who cares?
00:58:45.360 --> 00:58:50.190
Who cares That you've not had to, negotiate with a really real human being.
00:58:50.190 --> 00:58:50.250
Yeah.
00:58:50.909 --> 00:58:53.070
so I, get, I think there could be options.
00:58:53.219 --> 00:58:53.519
It doesn't
00:58:53.519 --> 00:58:54.809
have to be all or one, it can come back.
00:58:54.809 --> 00:58:57.719
We found three hotel recommendations, three restaurant recommendations.
00:58:57.719 --> 00:58:58.349
I like that one.
00:58:58.349 --> 00:58:58.769
That one I want.
00:58:58.800 --> 00:58:59.039
Yeah.
00:58:59.039 --> 00:58:59.489
Thank you.
00:58:59.610 --> 00:58:59.969
Yeah.
00:59:00.840 --> 00:59:00.989
Yeah.
00:59:01.230 --> 00:59:07.889
But the thing is that may, not be, that may be, there may be biased there because you've got bot to bot conversations.
00:59:08.159 --> 00:59:11.250
when you have, when you speak to human beings that, look, help me out here.
00:59:11.550 --> 00:59:15.599
I really, could really do with, this is my wife's anniversary or whatever.
00:59:16.050 --> 00:59:22.619
And then you've got somebody potentially that, that can do something outside the norm to give you something special.
00:59:22.619 --> 00:59:24.780
Or maybe those moments will be missed.
00:59:25.500 --> 00:59:32.039
and it might be like the ta the things, and maybe it's not a vacation, maybe it's I just need to get a dentist appointment.
00:59:32.099 --> 00:59:32.309
Yeah.
00:59:32.554 --> 00:59:33.135
It doesn't matter.
00:59:33.405 --> 00:59:33.695
Yeah.
00:59:34.655 --> 00:59:34.775
I,
00:59:34.775 --> 00:59:34.855
think
00:59:34.855 --> 00:59:37.500
it, it also depends on the transaction itself.
00:59:37.619 --> 00:59:38.610
Like some of the things you do.
00:59:38.789 --> 00:59:41.190
I definitely don't want to talk to my car insurance people.
00:59:41.250 --> 00:59:41.340
Yeah.
00:59:41.400 --> 00:59:42.719
Or renew this subscription.
00:59:42.719 --> 00:59:42.809
Yeah.
00:59:42.809 --> 00:59:43.230
Or health.
00:59:44.280 --> 00:59:45.570
just let the bot do that.
00:59:45.719 --> 00:59:45.989
Yeah.
00:59:46.050 --> 00:59:50.070
But, there are other points where you want to be in the conversation a little bit.
00:59:50.099 --> 00:59:51.900
'cause there is that human experience piece.
00:59:52.079 --> 00:59:52.199
Yeah.
00:59:52.949 --> 00:59:55.769
but anyway, whatever the future holds, it's gonna be exciting.
00:59:55.769 --> 00:59:57.599
But if you think about it, it'll get to know you better.
00:59:57.960 --> 01:00:03.150
like every algorithm sits like social media, and, kudos.
01:00:03.150 --> 01:00:12.989
I don't know if I plug anything like Instagram's figured me out if I buy so much on Instagram now, like every time I'm there, Mike, I like those shop TikTok, click, I think I buy more on Instagram than anything else.
01:00:12.989 --> 01:00:14.460
'cause it just feeds me what I like.
01:00:14.460 --> 01:00:15.000
It knows me now.
01:00:15.719 --> 01:00:16.349
It's incredible.
01:00:16.349 --> 01:00:17.550
Like I think TikTok shops,
01:00:17.909 --> 01:00:19.469
that's become one of the biggest retail spaces.
01:00:19.893 --> 01:00:20.342
In the world.
01:00:20.402 --> 01:00:21.092
I think it's a sec.
01:00:21.092 --> 01:00:24.753
If you, it's I think the amount of beauty products sold on TikTok in the uk.
01:00:24.902 --> 01:00:27.813
If you added it all up, it would be the second largest beauty brand.
01:00:28.112 --> 01:00:28.472
Yeah.
01:00:28.592 --> 01:00:29.458
In the, that's incredible.
01:00:29.943 --> 01:00:30.123
That's,
01:00:30.123 --> 01:00:30.603
imagine your
01:00:30.603 --> 01:00:31.023
personal
01:00:31.023 --> 01:00:31.893
bot knowing you that
01:00:32.222 --> 01:00:33.813
it's that refrigeration moment, tiktoks.
01:00:35.438 --> 01:00:39.603
it, they're leveraging a platform to, to drive success.
01:00:39.603 --> 01:00:47.163
And I think that's where I feel like Zoom are in that space where you've allowing customers to be able to do what they wanna do best.
01:00:47.733 --> 01:00:49.293
they've just gotta figure out how to use a technology.
01:00:49.547 --> 01:00:50.748
Which is why they come to people like us.
01:00:51.197 --> 01:00:51.677
Exactly.
01:00:52.398 --> 01:00:53.898
So look, thank you so much for No,
01:00:53.898 --> 01:00:54.168
thank you.
01:00:54.168 --> 01:00:58.097
It was great giving us your time today, inviting us into your lovely offices here in London.
01:00:58.338 --> 01:00:59.237
I appreciate the weather.
01:00:59.237 --> 01:01:00.108
You kept the ice for us.
01:01:00.438 --> 01:01:03.873
So Californian's a well, people watching can't see what the weather looks like, so we'll just tell you.
01:01:03.978 --> 01:01:04.788
It's sunny.
01:01:04.938 --> 01:01:08.273
It's 28 degrees outside, behind all the clash.
01:01:09.378 --> 01:01:09.978
The a c blue.
01:01:10.063 --> 01:01:10.353
Yeah.
01:01:10.358 --> 01:01:10.668
Yeah.
01:01:11.543 --> 01:01:11.833
Okay.
01:01:11.972 --> 01:01:14.478
So as usual, thanks for listening.
01:01:14.478 --> 01:01:15.347
Thanks for watching.
01:01:15.347 --> 01:01:20.927
If you're watching on YouTube, please kink the link, click the link below, subscribe, hit the bell, you'll get all the notifications.
01:01:21.137 --> 01:01:23.568
Thanks for being on the journey, and we'll see you on the next episode.
01:01:23.898 --> 01:01:24.137
Thank you.
01:01:24.137 --> 01:01:24.753
Thank you.