Numbers and Narratives
Numbers and Narratives bridges the gap between the marketing/customer experience and data - come listen to marketing and CX experts talk about how to use data to better engage with your customers and provide a great experience.
Numbers and Narratives
Behind the Scenes of Data-Driven Customer Delight: Rebecca Blount, Coterie Baby
Embark on a journey into the heart of customer experience as Rebecca Blount unveils the power of data in creating unforgettable interactions. Our enlightening chat traverses the secrets of Coterie's success in elevating the mundane to the luxurious, even when it comes to something as everyday as selecting premium diapers. By expertly blending empathy with analytics, Rebecca demonstrates how businesses can achieve growth by making each customer feel like the only customer, with tales of proactive engagement and the magic of personalized responses.
As we navigate through the podcast, we delve into the world of 'surprise and delight' programs, sharing anecdotes from my Peloton days and beyond. We uncover the art of offering a bespoke touch that doesn't just reward complaints, but fosters genuine satisfaction and loyalty. With stories of thoughtful gestures that resonate on a personal level, such as sending a toy to a customer's child or a simple gift card to tired new parents, we reveal how these moments of kindness can transform customer relationships and catalyze business growth.
I walk on my treadmill and it's been a game changer.
Speaker 2:My one question for you on walking desks is can you do like like deep work while you're doing it?
Speaker 1:Yeah, I think you just can't get close enough to the screen. I don't know about you, but when I'm like working on data specific tasks, my face gets really close to the screen and I just can't get close enough while walking on the walking treadmill. So no, it's not great for that, but I find that I'm like more well-spoken and thoughtful in meetings when I'm walking. Did you see that?
Speaker 2:Disney thing. Disney came out with something that's wild, that's it's nuts.
Speaker 1:The whole team was like in a walking meeting. I saw this on LinkedIn, I think.
Speaker 3:Yeah, it's like an artificial, it's for like VR. They made like a carpet that basically, like you can walk and the whole thing moves with you. So you can do you can walk in any direction and like it moves your VR character without you ever actually having to physically change location.
Speaker 1:That's crazy. I wonder how your balance would be, though in like a VR headset while you're walking. I feel like that might be a little scary.
Speaker 2:Yeah, I just don't know if that treadmill is that like floor is cohesive to natural walking. It just came out and it's sort of cool here I'll send you the article. I filled up an article. I'll put it in the chat. Sean, you wanna introduce the podcast?
Speaker 3:Yep, this is Sean Collins.
Speaker 2:And I'm Ibi Sayed.
Speaker 3:And this is Numbers and Narratives.
Speaker 2:We've got Rebecca Blunt on today. She runs Coterie's CX team. Rebecca, question for you how would you synthesize all of the cool conversations that we had today? What do you think the overarching topic is?
Speaker 1:I think the overarching topic from today was probably how do you make every customer feel like they are the only customer?
Speaker 2:Couldn't. Yeah, that's perfect. I don't think I could have said it better myself, sean. Any, any, any insights before we get started on the podcast. Empathy and data is all it takes. Oh, love that. That's perfect, that's perfect. This is awesome, rebecca, again thanks so much for coming on.
Speaker 3:So our audience is marketers, it's CX people, it's data people, it's Ecom kind of leaders or whatever. But everything is really about like, how do you do your job well to improve retention and experience and how do you leverage data to do it?
Speaker 1:Cool. We had a cool one this morning, Abby, with the Cotera Slack alerts.
Speaker 2:Tell me more. Actually, Sean is also a Cotera customer, but in a very different way. Do you want to give them a brief explainer on what we do with you guys and kind of talk him through what you did?
Speaker 1:Yeah, sure. So I spent a decent amount of time before Cotery App Health on it Ops. I had moved away from kind of the customer experience component, and so the data was very like black and white. Right, it's all numbers, it's easy to manipulate. So fast forward.
Speaker 1:I'm back at Cotery and now I'm very data minded compared to how I was when I first kind of entered the CX space, and so I was looking for a way to look at that qualitative data in a quantitative way. And Abby reached out literally at the exact same time and he was like, hey, we have this product and I was like the product's awesome, but this isn't really what I need. What I need is to look at all this data across all these channels and to create a voice of a customer. But also I'm trying to create this experience where every customer feels like they're the only customer that we have. So in order to do that, I need to understand each touch point and I need to know when they have questions or when they're leaving negative feedback. And so Cotery's done a lot for us as far as that over-arching customer journey and understanding more about what they're talking about, what they care about, sentiment, etc. But the thing that I'm the most excited about is this tool that Ibn team set up, where if a top customer and that's determined based on spin and a few other things leaves a negative comment, even if it's like a five star rating, the sentiment of the text is negative. It triggers an alert to Slack.
Speaker 1:Then my manager, who manages the CX team and is truly a white glove concierge expert she was in a high end hotel before a subscription business in her most recent role.
Speaker 1:We reach out directly and we basically say like hey, let's win them back, let's elevate their experience. But this was one that was super interesting because she basically was raving about the product, saying incredible it was how much they love it. Her one pain point or sad moment was that she realized she couldn't get this Charlie the bunny that we include in a newborn gift box, because her baby's now in size two and the gift box only has newborn in size one. And so we sent her a bunny and she like lost her mind because it was a five star review. Most people don't read five star reviews we don't either, but because she mentioned this like one thing she was upset about, we were able to send her this like very inexpensive but very cute toy and she said it made her kids day and it was perfect timing and she was like so delighted by it, kind of cool, super cool.
Speaker 2:I just read the response from the customer. That's so adorable. I love that a lot.
Speaker 1:Isn't that adorable.
Speaker 2:That's very that's awesome.
Speaker 1:And that would have never happened without like knowing that this top customer was sending a bunny.
Speaker 3:No one thinks to set alerts on five star reviews.
Speaker 1:No, because they're happy.
Speaker 3:So we, don't need to do anything, why would you?
Speaker 1:Right. But if they mention one thing that they're unhappy about, even if it's not even about the product, it's just like man, I wish I could have that bunny. The model picks it up and we're like great, here's the bunny, we're happy to send you a bunny.
Speaker 3:That's. I mean, that's really interesting to even think about like. So I just went through through your built with and so you know, obviously your Shopify brand, your Enclaveo is your ESP, and so I mean I guess there's like both incredible ways you could do this and kind of like you know, I guess like a crawl walk, run right, like having Kotera build this entire like sentiment analysis bit to pipe in and then Slack to you is incredible and that's like that's beyond running, that is like a full 100 meter dash sprint, that's like Usain Bolt. But like I guess like a crawl version of that right, claveo has the like notification alert step you could add in there and so you could build a segment of like these are our, you know, top customers.
Speaker 3:Or you could even like build one per kind of whatever kind of ranking system you have and then anytime they leave a review, have that be the trigger and have a notification go to your team. And so that way, even if you are a CX team of one or you know, for all the people who just have an e-commerce brand and don't have a CX team yet, you could still start to get these alerts and figure out like, okay, if you're a super strong customer, maybe kind of like a at risk customer. We're going to set these alerts and I'm going to always follow up with you and say like thanks for the review. You could even just like say thanks for the review or something right Like it wouldn't be at nearly as cool of an experience Like the idea you set of making every single customer feel like they're the only customer is one of the most badass things I've heard. But there's got to be a there's always a crawl version of every of every run right.
Speaker 1:Completely. It's interesting you say that because that's like one of my favorite business theories. A mentor at Peloton talked about how I was so lucky to have such incredible mentors at Peloton. Basically said like it doesn't again have to be so black and white. There's that gray. So maybe the solution, the ideal solution, is having Ibn team create this amazing thing where I don't have to read through every single review, but not everyone's going to have the budget to be able to do that. That crawl step is equally as important. I think yeah.
Speaker 3:And that's. That's a chance to learn, cause if you go straight into sprinting, you're going to add some cost of just like trying to figure out, like was sending that bunny going to actually brighten her day? Or do some people just like to complain right, like, do some people just you, just you aren't going to satisfy them, or what? What are the points where it is like worth a surprise and delight? I think that's something that I definitely want to dive into today is is how do you scale surprise and delight? Because most brands you struggle to do either one of those, let alone both of them. But there's got to be a way that you can do some of this, just at an 80% level or a 60% level, just trying your best.
Speaker 1:Totally, and I think Ivy and I talk a lot about surprise and delight because we just implemented a surprise and delight program, but one of the things that we talk a lot about is, like making every customer feel like they are the only customer also means that every customer has an equal experience, right. So I you have to segment a little bit, because bottom line matters and you don't want to spend a ton on a customer who isn't spending anything, but you also want to be fair and equal and make sure that, like, just the customers that are complaining or reaching out aren't the only ones that get delighted. And so that's a topic we've been working on, because our current surprise and delight program is based on customer contact, reading those contacts and then looking for those moments of wow. But you can't do that at scale one and again. Then you're rewarding people for reaching out, which we get into contacts for order later, right.
Speaker 3:And yeah, and even just like I've always had that issue just watching other you know, I think airlines are an interesting one, right, like your flight gets canceled and there's the person who goes up and makes a big stink and is rude, but they get, they get, you know, bumps or they get upgraded, they get whatever, just to like hey, hey, you're making a scene Like don't make everyone else also have a bad time, and it's like, hey, I was polite and waited my turn and was respectful, but I guess now I'm waiting two days for my next flight, like that sucks and like how do you you want to reward people for being just good people?
Speaker 1:100%.
Speaker 3:Okay, cool. So maybe we should start with you telling us a bit about what you do at Coterie and what Coterie is.
Speaker 1:Coterie is a modern baby company, I think is the best way to say it. They have a awesome subscription model. You can also make one time purchases of what I truly believe to be a superior diaper product, and a lot of our customers also believe that it's softer, it's more absorbent, and so something that's as mundane as changing a baby's diaper feels much more luxe than it does with and I won't throw anyone under the bus but I'll say the typical store bought diaper. We're growing quickly. It's been awesome since I joined a year ago.
Speaker 1:Team is small and nimble and awesome and, I think, even more importantly, the team really cares about our customer, and so I was brought on to lead the CX team, both in strategy and operations, and make sure that we were creating that best in class customer experience where premium product people care about service, they care about speed, they care about all of those things, and so I was brought in to elevate the team and make that happen. We have built not only, I think, a white glove concierge team, but also an extremely cost effective team. Team is 100% based in the Philippines, which you often don't hear about, and they're direct hire, so that's pretty crazy to be able to create a close to five star experience, every time with a non-US based team.
Speaker 3:And how walk me through kind of your team and like how many people there are, what kind of roles or specialties they have, and then maybe also you know some of the other teams that we're going to talk about that you have a lot of interplay with, like what's the marketing team look like? What is your data team look like? All those kind of things.
Speaker 1:Yeah, sure. So the CX team is small but mighty. It's me and then oversight by the head of ops as well. Her name's Paige Zaxch Incredible, she's ex-warby, ex-several other startup, super smart. I'm learning a lot from her as well. And then I have one US based full-time headcount. Taryn is a rock star. She's the one that I briefly mentioned before, but Taryn has a background in subscription, but also in high end hotel, so she was previously a concierge. She was previously concierge at a high end hotel, and so some of the things that she brings up in mentions are things that, like, the average human doesn't think about. So she's kind of like our true white glove expert. And then Taryn leads a team of 15 associates. And then we also have an AI bot and a non AI bot that I also consider part of a team.
Speaker 2:You guys are all using Sienna for the AI bot, right?
Speaker 1:Yep, we're using Sienna, so Sienna is connected into customer and answers a small portion of our contacts. Right now We've kind of we're like showing that line. We're at that stage where it's like, okay, what does white gloves look like with AI? And that's a really complicated question. So far approach has been what are our customers value and what do they look for?
Speaker 1:And speed is something that comes up over and over and over again. I actually did like a quick with chat to BT4, like review of all of our five star reviews and found that speed was one of the top mentioned words when we get five star reviews, which is a bit of a leap, but we'll just say our customers really care about it. Based on that data, it was like 50% of our five star reviews mentioned speed in some format. That's pretty crazy. So Sienna is really pushing and driving into that speed factor. She can respond within three seconds Like no human could do that. So we'll never go 100% AI. We'll never go 100% with any bot, because we care so much about that, like white glove concierge experience. But the more that we can automate, the more that we can, in those moments that matter, give the wow moment as well.
Speaker 2:That's awesome. One question for you. I kind of want to actually go back to what you were talking about before you entered yourself. I'm going to spend a couple seconds. You I mean Coterie is a really successful company. Y'all are super nimble, super fast. I think, compared to a lot of the other folks that I've talked to, you've got a team that is really cerebral in the sense that they're really focused on making sure that they're leveraging data, they're leveraging the tooling that they have. What about a let's say that you're a company that's doing a lot less in revenue? Right, you're? You're a CX team of one. You're an email marketing team of one. What are some ways, some easy signals, that you might be able to scale, surprise and delight with a lower budget? What are some signals that you used before you had Sienna, before you had Kotera? What are some things that you looked for within the tooling that you had to be able to to be able to do that? What are some simple things that you think businesses can do?
Speaker 1:Yeah, that's a really good question. So we are a product for parents. Parents are really in a really interesting phase of life. There's a lot of emotion involved in those first few months of parenthood. You're exhausted, we'll call it even sleep deprived. Your entire world has shifted and now you're responsible for a human and you're still looking for the most adult adult in the realm. And so when parents are reaching out to us, they're in this like really pivotal, pivotal time in their life where they're like I barely know what's up and down. And so one of the things that we looked for was exactly that like sleep deprivation. And so if a customer mentioned, like man, I made a mistake, I'm so sorry, I was moving too quickly, I forgot to change the size of my diaper or I meant to delay this order and it shipped, so sorry, sleep deprivation. I thought I'd already done it.
Speaker 1:In those moments we'd be like, wow, this person, one needs to be felt, embraced, a little bit right, like we got you, don't worry, it's on us, no problem. But then what can we do beyond that? That wasn't just like here's a discount code to our business or here's a bunny that maybe you don't want. So we thought, like what do you really need in that moment? We're like a cup of coffee or a meal, right. That's like our friends set up food trainings for us. You feel loved, you feel cared for in this like very odd, pivotal time in your life. And so that's what we do. We send not a ton, not an expensive cost, right, but we send like a $10 gift card they're really cool program called giftogram and we basically just say like, hey, we got you, we get it, the order's on us, you know we'll change the size and send you a replacement, we'll refund you whatever works. We're happy to do what's right for you based on the information you gave us.
Speaker 1:And then, secondarily, like nothing to do with our business, but we want you to know we see you as parents and we know you're going through something. Here's 10 bucks, like go get a coffee, order dinner in. Obviously, they can't order dinner in with 10 bucks, but here's like, here's the moment for yourself. And the response has been wild. We thought like, oh, what's 10 bucks going to do? Like, are they going to care? The answer is yes, csat for these delighted customers. We hit about like 10 to 20 currently every two weeks.
Speaker 1:100% CSAT and 100% response rate. So not only are they giving us this like stellar CSAT score, they're engaging with the brand at a higher rate than they were previously. So it's been pretty wild. It's not expensive and again, we did a quick analysis on like okay, how does this impact our dollars? Because in the beginning, dollars matter. Every dollar matters. We know that, especially in the startup world, and so we found that if they told one person to people, it lowered our cost per acquisition pretty substantially and paid for itself like 110% I don't remember the exact number, but it was over 100% 100 eggs.
Speaker 2:Yeah, I mean very like. Put very simply, if every 100% CSAT score has a I'm going to do some math just on the fly here has like a 20% probability of referring, and that customer becomes a customer on average for like a year. Right, like diapers. Diapers are what? $100. I'm like I don't. I actually don't know how much. I'm not a parent so I don't actually know how much code read diapers are.
Speaker 3:But I'm going to start at $75 of the discount if you subscribe and save. Otherwise it'd be $90 for a pack of 198. Count hippie.
Speaker 2:I love that. I love the fact that you know this off the top of your head.
Speaker 1:You know they remembered impressive.
Speaker 3:Yeah so if you can do math, I can just memorize other people's math.
Speaker 2:I love that because that means that each acquisition, that means that each acquisition gets you I'm going to make it easy and do 75 times 12. That's $900. And so that means that each individual, if it's a 25% chance of I'm just going to make that number up but let's do 20, right, let's do 20. That is each $5 or each $10 coffee that you're giving someone has a return of $180. So that's a hundred and that's $170 on average that you can like get back. And people don't ever think about that, right, like people never think about the cack of like surprise and delight. And that is just some very, very easy math right there where, if a hundred percent of people are like, oh, my goodness, I love you guys, you guys gave me a cup of coffee. It's such a simple gesture. If you can automate that in some way, if you can set up like a claveo segment that says, hey, anytime somebody, every, anytime somebody like matches these criteria, let's do, let's send them an email of that Like anything that you can do to scale that. That is.
Speaker 2:That is a that is fundamentally a growth hacking strategy, like what you're doing is it's, it's awesome. Because it's awesome, because it's a win-win on every situation you grow your business. Your customers are really loyal. They're really, really happy and that is this number one thing that people love about you is just how amazing the customer experience is, how much you know how much care and thought goes into everything and it really just justifies, like you know, the time and energy that they spend doing the research and and and and picking like a brand. That that it's just a great experience. It's an awesome company.
Speaker 3:Well, what's cool about it is like, right A, the math just works out that well and it is the right thing to do from a business perspective. But what's also cool about it is that Rebecca didn't once mention a focus on return. It was truly like we're going to try and serve our customers and that is, you know, the the minds that you're talking about is make everyone feel like the most important customer, the only customer. And so even if you got really negative with this math, to be like super hyper conservative, right, let's say, okay, it's a $175 return, or $107 return, assuming a hundred percent of people are retained, what if only 10% of people are retained? That's still a seven. You know that's a 70% ROI. And then you talk about you know that's a really pessimistic view. It's going to be better retention than that. You also talked about referrals and word of mouth. So that drops your cack for other people.
Speaker 3:Most brands, or a lot of brands, will give you a 10 or 15% discount to make a second purchase, which is a bigger cut to your your bottom line than buying someone a $10 cup of coffee. And on top of that, it's a bigger cut to your bottom line. But it's also just not an experience you tell someone about. No one goes and says like, oh my God, I wrote this review or I sent in the CX ticket and I got a 10% off. You guys totally should go buy from this brand. Like. That's just like. Okay, yeah, I got it. Some marketers set up this automation for I bought by again with 10% off Totally it's.
Speaker 1:It's truly amazing too, like it's a good morale boost for the team. So like not only do the numbers math, I'll say, but the team is excited and stoked to do it. So we have customers who reach out, who are in really challenging times in their life they had a really hard delivery and they're in the hospital or their babies in the NICU. And these are moments where the team also feels empowered to connect with someone. And when you connect with your customer, you're more excited to show up for work the next day and you're more excited to do work for them because you realize that they're human. So I think a lot of teams also don't realize what a morale boost it is to give some control to your CX team and let them own that experience.
Speaker 1:Like our team specifically has a budget every month, each associate. They can spend that budget on whichever customer they want. So this example of like I'm exhausted is one. But if someone mentions they're moving or traveling, we're doing something else that they personally, like, really relate to and feel like this is a moment where this person could use a boost, because traveling with a toddler is I just won't even go there wild. They can be like great, here's a coffee for your trip with your toddler. Good luck. I mean, they of course don't say it like that. They don't want to terrify these like first time or second time, third time parents, but it also gives them that opportunity to really pause and connect and feel good about the work that they're doing.
Speaker 3:That reminds me when Clavio was a much younger company. They used to have every employee would rotate through and be on chat support, and so you'd write in for help and sometimes you'd get an engineer, sometimes you'd get like a product person, sometimes you'd get whatever. And it was a fascinating for me because you'd ask a question and you'd get like very different responses based off of, like, the background and skill set of somebody. But I think they did that largely to be like don't forget that the reason you're doing your job is to solve this person's problems and make their job better and easier and get them exposure to what are these problems and what are the symptoms of it and what is that voice of the customer and so many companies have? I mean, it's really hard to remember to keep your customer as the hero and not your task list or your stat or whatever.
Speaker 1:Totally. I think it helps a lot too that a lot of us are parents, so we like innately relate to our customer because we're in the same phase of life. So I think that's like front of mind for our team more than most. But we've also set up like really interesting ways to make sure that the customer stays front of mind, like beyond a program like that. I hope to get there one day. We actually like have a program similar in works in the background. But because the business is moving so quickly, our team's so small, we keep pushing, kicking the can down the road, so to speak. But we have some Slack channels where when you see a really positive customer review or a really negative customer review, you can share it with the broader team and everyone jumps in in comments and a lot of times it also highlights and elevates the work that people are doing behind the scenes. That does feel a little bit faceless, so the marketing team doesn't always see the response to the email that they push out, and so we're able to share those things and get that marketing team really excited about how they're impacting our customers, even though they're maybe not directly working with them. So like a good example of that, as we just did a push for our pant. We have a product called the pant. It's a 360 pull up. It's really awesome absorbent, soft I'm biased but I think it's great and we just sent out an email basically saying like if your baby's on the move, it's a great time to switch to pant.
Speaker 1:This customer engaged with CX was asking some feedback, some information, and then, just off the cuff, sent us an email and was like I just wanna thank you. We tried the pant in the size that the CX team recommended. It works great, it's perfect. Our marketing team was like whoa, this is awesome. Like we just pushed these customers a marketing email about this. Like, could you send me the customer's email? Send it over? They were in that cohort, so they had gotten that marketing email. Then they'd engaged with CX. They had such a positive experience that they felt inspired to contact us. One off. We shared that into the Slack channel and it was like an indicator outside of the data right that this marketing email was working.
Speaker 3:That's so cool. What, speaking of data, though, cause it would be. We're almost out of time. It'd be bad if we didn't talk about data a little bit more. What are the stats that you do? Look at that another CX team. If a company's just starting or you're really trying to think about CX, what are the stats that they need to figure out and focus on?
Speaker 1:So I like to think about data and kind of a two tier approach. You have your top level data that shows the overall health of your business, your customer experience, et cetera. So one is contacts per order. So if your contacts per order is super high, then there's friction in your customer journey. They're having to contact you at a high rate when they place an order. It's not good for a lot of reasons, but the main reason I think it's not good is it means your journey is not intuitive, right? Nobody wants to talk to CX. I think we're great. People don't wanna talk to us. So if they're having to reach out, something went wrong, their order isn't arriving on time, the experience isn't intuitive, they're not getting tracking, they're confused through the process. That doesn't make you wanna have that experience again. So that's one that I always look at and I think is really key.
Speaker 1:Secondarily, customer satisfaction. First, response time is a big one, like are you staffed appropriately? Is your workforce management working? Those metrics, like at a high level, I think, are really important Outside of the health, though, they don't tell you much. They don't tell you how to improve the business. So I think it's really important to set up not only those top tier metrics that everyone talks about. I'll stick with CPO, frt and CSAT. You also MPS too, I'd be amissified.
Speaker 3:Yeah, you just said four acronyms.
Speaker 2:Yeah, can you explain those for the?
Speaker 1:rest of the day. Yeah, yeah, yeah, sorry, okay, let me rewind.
Speaker 3:CPO.
Speaker 1:CPO contacts per order. Out of all the orders that you're shipping, how many of those customers are reaching out as a percent of that number? So if you ship 100 orders and you have 10 customers reach out, then your contacts per order is 10%. Just to keep the math simple.
Speaker 3:Okay, FRT.
Speaker 1:FRT. First response time the customer has a problem, they reach out to you. How long is it taking you to respond to that customer? So most companies look for like a 24 hour. It's also sometimes referred to as your SLA service level agreements at a high level. But how quickly are you responding to your customers? How quickly are you getting them information? I think we've all emailed support and then they haven't responded for five days, like I'm now living, not just mad. Then CSAT, customer satisfaction. That's a really good one to measure the success of your actual agents and like how quickly are they responding? What does that look like? And so customer satisfaction CSAT is how many of your customers, as a rate of their experience, are rating you one to five star. Some companies look at it as like a one to five, some look at it as a zero to 100%. And then what was the last one?
Speaker 3:NPS.
Speaker 1:NPS, net promoter score. So net promoter is basically how many of your customers are willing to refer other people so they get an email. Nps is people get confused with NPS. Nps is only would you refer this company one to five star. Any other phrasing of that question is not net promoter score. So I think it's important to call that out because a lot of people will be like oh, our NPS, and it's actually CSAT, it like is truly a technical term that has to be asked with that question.
Speaker 3:Yeah, nps is one that I think a lot of people also screw up their scoring of, because you actually throw away Any of the numbers that are like bull like it's like it's like between three and seven you throw away right, so it's like whether one or two or eight, nine, ten are the only scores you calculate actually count.
Speaker 1:Yep, the neutrals Don't matter.
Speaker 3:All right, this is great. You know, I think we do need to wrap up. Is there any? Any last words of wisdom? You want to. You want to throw out.
Speaker 1:No pressure to like is there anything you guys think we missed that we need to do? You want me to add in? Do we need to talk for a minute about, like the, the secondary metric? So like, obviously, see sat, knowing that, see sat is I be great. You percent tells you the health of your organization Like what do you do next?
Speaker 3:Yeah, that'd be huge.
Speaker 1:Okay, well, we'll go data this route. So try a CPO, because that's the one we like.
Speaker 3:Yeah, the CPO is the the hero metric. Go for that.
Speaker 1:Yeah. So CPO, I think, is the hero metric for a few reasons. One Reducing your inbound reduce your costs and again, every dollar counts as a startup. So being able to reduce the customer journey and make that experience better but also not put the pressure on your CX team, I think is super important. So what do you do if you have a CPO that's super high? One make sure that it is high for your industry, because every industry is different. So you can do a quick Google search at chat, ask open a high chat to be D4, like what should my contacts per order be? And that's kind of the first step. Then, secondarily, it's making sure that, like you set up your CX org, or, if you don't have a CX org, you set up your processes around CX to collect data on why people are reaching out, and the first step is to just Pivot that you know exactly how many inbounds you're getting, what are the reasons for those inbounds. Let's pivot them out, let's understand why people are contacting us and then that's work on reducing those inbound contacts so that walk crawl, run model right.
Speaker 1:You may not be able to reduce inbound contacts by spending a ton of money on Engineering a new process to trigger comms about your orders. But you can look to see like maybe there's confusion, right, so a customer is confused about what size to get. Update your FAQs that's something every company can do. Put that information out there. Not every customer is going to go read your FAQs before emailing you. Some people want that instant gratification. But you'll reduce your inbounds 10%, 12% depends on the type of customer you have. But it will definitely drop. So Understanding why people are contacting you is kind of the first step and then you can look at each one and say, okay, what's a short term fix to reduce inbound bottom, inbound volume and confusion, what's a secondary step and what's a third step. And eventually you hopefully have the budget and the numbers make sense to to invest in reducing that further. But up front you at least can Make the customer journey a little bit less stressful for the masses.
Speaker 2:That's awesome. I think that that's a great place to end. Yeah, thanks so much for coming on, Rebecca.
Speaker 1:Yeah, of course it was fun. Thanks for having me.
Speaker 2:This was actually one last thing before we finish. If somebody wants to find you, if somebody wants to connect with you, anything that you want to pub.
Speaker 1:I don't really have anything to pop. I guess they could add me on LinkedIn.
Speaker 2:Great, I think that's that's awesome again. Thanks so much for coming, thanks y'all.