I'm really glad that you're here. I'm really excited to get started. If you had to pick somebody to listen to you at eight :30 in the morning, I don't know if you could've made a better choice.
I could have made a better choice cause I drank something with caffeine out of the fridge in my Airbnb. It had more than I expected. I want to start with a story. So June, 1967. Something happened pretty close to here where we are right now. And it was called the Monterey pop festival, the Monterey pop festival, Jimmy Hendricks performed basically for the first time to an American audience.
And he was trying to bring over his eccentric brand of guitar playing. So there's a problem. His problem is that he had to follow a band called the who. So who's heard of the, who. Right. The eight 30 wave. Cool. Listen. Yeah. The who at this time in the world was literally the loudest band. They were becoming one of the biggest rock bands, if not the biggest rock band in existence, because they were literally the loudest from a decibel perspective.
And because they would destroy their instruments on stage to the point to where people started getting a little nervous when they were actually out in the crowd. Because plumes of smoke would start to come up from the stage. And you would wonder whether it was something you needed to keep watching or whether it was time to start running.
So Jimmy Hendrickson, who had already started developing this competitive nature, they were already trying to out show one another. And this is a true story. The reason Jimmy Hendrix had to play after the who at Monterey pop is because backstage, they agreed. To honor a coin toss, Jimi Hendrix, either lost or won depending on how you think about it.
And so he had to follow up this band that was quickly becoming the greatest in the world. So the who went on stage, put on their usual show, destroyed things, smoke went up, everybody got a little nervous, basically walked off stage and here walks on Jimmy Hendrix. Now remember 1967 new time in America. No one had really heard his style of music before.
So. We shouldn't take for granted that he had to win some people over. And so what do you do when you have to follow one of the greatest experiences in American rock history? Well, what Jimmy Hendricks did was he hit a bottle bottle of lighter fluid behind his amplifier. And as he went through the set, eventually he decided I'm just going to light my guitar on fire and then do a bunch of moves that we can't talk about because we're in a business setting.
And then he slammed it around on stage. He destroyed it and slung the flaming guitar out into the crowd, which I guess wasn't at all scary for people in California in 67. I don't really know, but it certainly put people on the absolute edge of not being sure if they were safe or not. And that's exactly what makes a great rock and roll show.
And so he was able to upstage the experience that he had to upstage because he had something in his back pocket. He wanted to know how to go out and do better than the best. And oftentimes you find yourself in that experience with your business, because here's the problem. This phrase has been uttered a lot as if it's some kind of like passe thing or a motivational statement that used to use to to think differently about your product.
No, statistically. Your customers view the experience of working with you the same way they view the thing that they're buying from you? 84% of customers say the experience a company provides is as important as its products and services. That's 84%. So it's basically everybody, even a few percentage points, probably just didn't understand the question or wanted to be contrarian.
That's a lot of people further, 73%. Say one extraordinary experience raises their expectation of other companies. So that's why we started this morning by talking about the who and Jimi Hendrix, Jimi Hendrix had to live in a world where the, who existed and were able to put on a rock and roll show that blew everyone's mind.
And so he's got to figure out how to upstage it even more than that. 66% of customers are willing to pay for a great experience, but I want you to pay close attention to something specific to you. I've worked with B2B marketers for a long time. So it's really close to my heart. This is actually in all of these numbers here, an average of two percentages, B to C and B to B buyers.
And you'll notice that the ring goes a lot further around when it comes to customers being willing to pay more for a great experience. That's 82% of B2B buyers are willing to pay you because they want a great experience to be Frank with you, probably because most of their experiences with other companies.
Are terrible because people don't design them very well. So B2B is not exempt. And I also want to show you specifically why it's not exempt because B2B customers are now realizing, wait a minute, Amazon can do all this. Retail can do all this. How, how can we get a personalized experience? From my buying cycle too.
And so we see numbers like this, where B2B buyers are expecting vendors to personalize experiences. They expect quote, Amazon like buying experiences, phrases like Amazon, like retail. Like when you hear those, those are proxies for great personalized experiences. People are just trying to figure out a way to describe what they're expecting.
So the experience is the product statistically, and by the way, all of my slides, and I'll share these out afterwards, you'll have access to them. Anytime I show you a number or a data point, it has a source and it has a report. So you can actually go check my numbers if you want to. I believe speakers. Oh, you that, so B2B is not exempt further.
Tailored engagement and the expectations that customers have, two important things, both channels and the departments inside of your organization. And these are really important. I really want you to see this because it's not just a phrase, right? When we talk about the experience being the product, 78% of people say they prefer different channels based on their contact or their context.
Do you have a touch point with your brand? So what that means is I want to have the same great experience, no matter what medium I used to communicate with you on. So chat, phone, social email. It doesn't matter to people because they're viewing it as one big experience and what set of touch points with your brand.
And this is not a typo. The same percentage of people expect consistent interactions across departments. That means if you're in marketing and you're trying to design and build a great customer experience. But you have no insight whatsoever into your support, touch points. You're not designing experiences because customers see them as one across different channels and across different departments.
And just to touch on this really briefly, I like to talk about artificial intelligence and machine learning a little bit more directionally instead of a moment in time today. So, what I want you to see is that the most important thing about what AI is doing for customer experiences is it's changing people's expectations.
So almost 90% believe that artificial intelligence will transform their expectations. That is a level of self-awareness that I don't think people expected out of the general population when it comes to something like artificial intelligence. But the thing is, and it's important to look for words and phrases that are proxies for other things.
When people talk about AI will help me. What they're thinking of are those retail, like experiences. Where magically on some websites, I bought a thing and then it knows I want to buy other things, not that thing where it follows you around asking if you want to buy the thing that you just bought, but actual good personalization where it's thinking deeply about what else you might want and offering you helpful suggestions.
People are now aware of what the technology is. That's driving that. Further already, nearly 60% are open to the idea that AI is going to continue to improve their experience. And so they're believing that that will continue to raise their expectations over time. And so with all those stats showing why our experience and product, the same thing.
Why do customers view all of these touch points as the same large experience? What I also want to show you is what high-performers are doing differently when it comes to tracking success that is enabling them to design world-class customer experiences. So there are two big things that we're seeing, and they're two different ways of tracking this and they give you two different.
Two different benefits. So high-performers are 1.4 times more likely to track customer satisfaction, which is kind of a qualitative metric depending on how you track it. But the most important thing is people are measuring their own success of experience in shorter loops, figuring out a way that they can decide.
And we actually going in the right direction or not further high-performers are almost twice as likely to track customer lifetime value. Now that metric takes a long time to get on a customer, right? We actually have to figure out what that looks like over time, but what we're seeing is customer or high-performers are willing to track this, not only so that they can see how their experiences are being measured over time, but so that they can use that information to make the experience better.
Earlier on in the process, right. If we know what a high value customer is going to start looking like, and what they're going to want, then you can start moving that information further down the life cycle, back into marketing. And it feels like marketing magic because you're able to dictate what people want.
So thanks for the numbers kid. And t-shirt, it's eight 30. Tell me how in the world people actually do this. Well, let's talk about it because what we're seeing with high-performers and in fact, we'll talk to one today, which is really exciting for me. We see that they do something really specific as a baseline for figuring out how to build a great experience they get in the crowd.
They figure out what the experience is already like for customers and start looking for opportunities to improve. What's already there, making sure what you're already doing is, or is actually working for people is the baseline. And then you can start building great experiences on top of that. So let me give you a few.
Really easy examples. And when I say easy, I mean, it's easy for me to say to you. It's really hard for you to do sometimes because we're really tied up in the emotion of the things that we're building in our marketing and our sales in our support processes. But here's what I want you to think about.
Customers want to feel smart and empowered. We're going to keep talking about this at every touch point. And so besides the product and service that you're using and making sure that that experience is fine, you've got this whole world of touch points that our customers are thinking of as one big experience.
So. For instance, let me talk to the marketers specifically, if you set up an automated marketing program that sends emails to people or retargets them, or sends direct mail, God forbid to their house. I hope you personally are the first person that go through that entire process. I want you to feel what it feels like to get those emails over and over and over again, right.
To get drip after drip, after drip, because what it'll help you do is make sure it actually makes sense. Make sure it doesn't feel overbearing. The thing is you can actually work pretty well off of your gut. If you put yourself through one of the automations that you built and you say, see, it doesn't really feel right, then you're in the right place.
Make a change, connect with people emotionally, by making sure that their experience actually helps them instead of annoys them with sales and renewals processes. For instance, just think deeply about this human to human contact. For instance. There are websites where I know that I will not download a PDF off of their website because what will happen if I give them my phone number?
Yeah, people are laughing already because three minutes later. I will get a phone call from someone who asked me to set up just a quick seven minute phone call sometime this week. First of all, no, I scheduled phone calls with my grandmother because it's really hard to talk on the phone. I especially don't want to talk to some guy that I've never met before about something I honestly don't want.
Cause I just wanted that PDF and I couldn't find it on Google when I tried to go around your gating. Right. So I downloaded it and now you're calling my phone over and over again. Make sure you go through that experience yourself. Feel what it's like to just try to get some information and then get hounded service and support.
We're seeing this more and more actually with the C-suite anonymously filing support tickets, and basically pretending to be dumb, to find out what it feels like to be a customer asking your service department. Weird questions. Right actually calling in and figuring out what does it, what does it really like if you tell people that you work there and you're just testing out the process, they're going to treat you differently.
You want to know what it really feels like to be the customer. You are the first line of defense against bad experiences when you test them for yourself. And when you audit them for yourself, So on top of these places where you can quickly go down and use your own experience as examples of how to connect with your customers and how to find snags and build great experiences.
I want to talk to one person in particular this morning. So I want to bring up Samantha. Samantha is the head of enterprise marketing at Lyft business. Is that good head of marketing at Lyft business. Oh, nice. All right. So give it up for Samantha it's it's early. Let's clap. Awesome morning, everyone.
Samantha. Yeah. So we've had a lot of chance to talk before, so I know that we're repeating questions me and you have already gotten to talk about, but I want to tell all these fine people, all the answers that you have. So let's start with this, right? Lyft's core values are published as be yourself, uplift others and make it happen.
So, how do you feel like these values translate into creating an actual world-class customer experience? Yeah. Well, first of all, when I think of values, right, values are what we see internally within a company. But then it's also, when we think about who our brand is and how we bring our brand to life. I always view that as a, it's really our values coming to life.
So it's the way you get to see us. And so for me, when I think of our values and particularly be yourself as one that has always resonated with me, You know, it tells you to let your guard down to ultimately be comfortable expressing how you feel and enables us to create more diverse opinions. And actually when I first started at Lyft, I had this impression or stereotype of what it meant to be a leader and I was acting in a certain way.
And finally, my boss actually called me aside and he said, You need to listen to our values. You need to focus on them and not be nervous to speak your mind and share what you believe in. And it actually was about the customer experience. And I had some very specific views on the way we were handling something.
And he said, just be yourself, feel comfortable talking and saying what you mean. And that really allowed me not only to be a better leader. But a better innovator and then ultimately create better experiences for all of our customers. Awesome. So you mentioned in there that you had some specific perspectives on the customer experience.
So obviously being a leader like this means you've got to experiment with new ideas. So how do you go about experimenting like that at Lyft business? Yeah. So one of our products at Lyft business as a solution that we have for employers. That really helps them manage transportation for their employees.
So how many people in the room here are traveling for business? Okay. So a lot of out-of-towners here. How many people chose a ride share? Nice. Okay. I won't ask you to choose between Lyft and Uber. I'll just assume. And so how many people here know what business profile is? Cool. So one of the things programs that my team launched about a year and a half ago is called business rewards.
Business rewards is, was initially the first loyalty program in rideshare and it gives you $5 and personal credits for every five business rides you take. If you're not in it, if you just type in the promo code biz rewards, opt in, you'll get into it. And so, you know, one of the things that we looked at was what is going to drive our riders.
What do our, what do business travelers actually want? It's no surprise. And many of you I'm sure love your airline and hotel loyalty programs love your points, business travelers. So knowing our audience, business travelers love loyalty. And so that really got us to add this loyalty program in. But it wasn't that easy.
And I initially went to Logan Green, our CEO with this idea for the program. And I was like, okay, I'm just going to test this with 10% of our population, any little looked at me. And he was like, why would you only do this for 10%? Right. We talked about values before, make it happen is one of our values. He said, if you want to make an impact, you can't do it just to 10%.
Let's roll this out to 50%. Let's actually test it. And as long as you set this up as a true test and we can get measurable outcomes from it and we can get the data and we can get the learnings, go for it and make it happen. That's awesome. So in that vein, right? So you're, you're experimenting, you're figuring out how to make things happen.
Obviously you've got leadership support to help you kind of lean into ideas and maybe really put the test to it. How do you ensure that your marketing continues to be relevant over time, especially to these organizations, right. So it's about constantly pulse checking your audience and understanding who they are, what they are specifically where they are on the technology adoption curve for us.
So my team markets to corporate travel managers, procurement leads. Healthcare executives. We have a whole healthcare solution as well, and then business travelers. And so we need to understand number one, what their pain points are, what's going to actually resonate with them. So how can we help them?
I loved your example earlier about, you know, salespeople giving you a call nonstop. The other thing I'd add to that is a lot of salespeople immediately contact you. And it's like, do you want to meet with me to talk about this product? I'm like, How has this product on it impact me my pain points right now, what I need, what I'm dealing with at this moment in my time.
And so for us, from a marketing perspective, that's incredibly important is really diving into the pain points and then you have to figure out what you're trying, what your goals are. Are you driving awareness, consideration decision? On the healthcare side. As an example, we're really focused on driving thought leadership and developing a category.
Not many people know about non-emergency medical transportation and the role that rideshare plays in getting underserved population. So mostly Medicaid and many meds care members to their medical appointments. And we're really trying to develop that category. Drive awareness exists on the corporate travel side.
For example. We're much more focused on helping travel managers understand why to come to Lyft. And why did you ride share versus car rental? And so we're using a different strategy, different tactics to get there. That's awesome. So as you know I've been holding this in while we're talking too, because I think I freaked out when we first started talking about this in person.
So I want to talk about especially one specific creative experiment that Lyft has done. So I'm from Atlanta and Lyft has done something really specific and cool in Atlanta. They created an exclusive recording studio in Atlanta for Lyft. Drivers who are basically moonlighting as musicians.
And they've done lots of other really interesting programs that show not only are they able to think about the customer experience, then experiment with it, then make sure it's relevant over time, but obviously have the freedom to think really creatively about to your point, like meeting people in that moment.
In time. So can you tell me a little bit about how Lyft goes about doing these creative experiments? Like how did, how did we get here? How did these decisions get made to make it sound too simple, but it's about knowing your audience. Right? So we want to be part of the communities in which we're in. We have local teams in every single community, in every single city that we operate in and we want to be part of that community.
And so. We understand who our drivers are. We know what their needs are. And in Atlanta, Atlanta has a rich, rich music history. It's one of the reasons why we're here. We have a music background and theme for today's presentation. He's from Atlanta in case he did not know that. And so we, you know, we know we pulled our drivers, you talked to them, right.
Our audience, our people. And if we don't talk to them, if we don't go out there, whether it's. Quantitative and polling them or interviews qualitative, understand what their needs are. We realize that a lot of our drivers are also musicians, and this is something that would be interesting and exciting for them in a way to create a better experience for them overall.
But I think, you know, when I think about being part of a community, it goes so much more beyond that. And it's about one showing that we can be diverse and that we can really be. Part of that community. Another thing that I was really proud of at Lyft when I first joined I actually, I was at another company where we were going through holiday cards.
I'm sure that's something on everyone's mind right now. Right? The, the holiday email that we send to our customers, how does that look? What is it? And I was at a previous company and the holiday email was Christmas themed. I'm not Christian. I asked why is it Christmas theme? Oh, well, the majority of the population, this will resonate with them.
I'm like, yeah, but it doesn't resonate with me. I lost that battle at a previous company fast forward a few years later and I met Lyft. I didn't even need to ask. Right. So I saw the, the versions for the Christmas card, the holiday card. And. It had, it was all winter themed. And I remember saying like, wow, that's really cool.
What, what was the decision to do that? They're like, we want our holiday card to fit in for everyone and to fit into any unity that we're in so that it resonates with everyone versus with one group of the population. And so that really makes me proud of really trying to get in and be part of that community in which we operate in.
That's awesome. So you spoke earlier about an experiment that impacts the individual writers with some of the credits. And then we've talked here about your drivers, right? So Lyft is in a unique position where you've got riders and drivers and then organizations. So you work with organizations a lot through Lyft business.
So how do you identify their needs and build marketing and products to suit them. So I'm going to say it again. We listened to our customers. So one example of that in healthcare. So I talked a little about healthcare earlier. We, you know, one of the things you find is like your, your customers are doing more interesting things with your product than you would ever find out on yourself.
Right? They're the innovators they're figuring it out for their ourselves. And so we noticed probably about four or five years ago, we noticed something really weird happening on our platform. So there were a lot of rides that were all being requested from one destination, from one location, but the origin for the ride and the destination for the ride were totally different.
So we looked into it. We wanted to see what was going on here. And no, it was not fraud. It was actually a call center that had been set up where you had people that were dispatching rides using multiple Lyft apps on different cell phones for Medicare, Medicaid patients to get them to, and from their medical appointments.
And so. We saw this happening. We didn't ignore it. Right. We went in, we talked to them, we understood. How are you using it? Understand the better needs, what the pain points are that they're dealing with with transportation. And ultimately that's how our product Lyft concierge got built. Lyft concierge is a platform.
A mobile desktop allows you to request a ride for another person and pay for it by a third party. We're constantly now innovating on that prod pro on that product. We've actually reverse engineered it. So we actually no longer even need a cell phone to get a Lyft ride through this product. So we will call if somebody can request a ride, we will then call a landline phone and you'll get all the information for your ride.
That way we can also send you a text message, letting you know your rides on your way again. You don't need to have a smartphone. It can be SMS texting as well. And so constantly just trying to understand the needs of our audience and developing products for them. Thank you so much. That that story blew my mind the first time I heard it, but then I was really excited to talk with you, Samantha in this presentation in front of everybody, because these were just like, we had to pick examples right out of the bag.
And Lyft is such a great example of a company that knows how to listen to its customers, to build these experiences, even when your customers take multiple different shapes. So thank you so much. Thanks everybody. Give it up for Samantha. Really appreciate it.
So let's dig into what Samantha just talked about. Over and over again, because this is the key having consistent. And as much as you can unbiased conversation with your customers to find out what experience they're actually wanting from you so that you can provide it. The most important thing is that you're having more conversations with individual people more often when I say less focus groups and surveys, I mean that people tend to use these as a crutch because it's scary to sit in front of another human being and ask them questions, especially when the answers.
Might be negative feedback towards you, but this is what you need. If you have one takeaway today, read this very digestible and very well-written book by Erika hall called just enough research. It will help you understand how to have great conversations with your customers and learn more from them without biasing them from the start.
If you're already talking to customers, try as much as you can to build a community. Salesforce does a good job at this, with the trailblazer community in the sense that not only can we talk to customers, but customers can talk to one another and we can see some of those conversations as well and learn how to help people.
The most important thing. And having more of these conversations is that you actually talk with everyone, not just your happy customers, but people who used to be your happy customers, people who are not your customers yet. People who really, really, really hate your company and would rather die than be your customer.
You should definitely talk to them. It will hurt. And not everything they say might be valid because it's emotionally charged. But the ideas that you want to hear from other people, what's the experience of being my customer. One great example of this is a company called Intercom through doing frequent research and having conversations.
They discovered that when people came to them for a support solution, they had this one really common story. The, the small companies had this one similar moment across multiple interviews. They found this where a small company was just using like a shared inbox for a support solution. Right. There may be only a handful of people.
They would just handle the emails as they came and then something happens. Something always happens. The dam broke. And all of a sudden there were way too many support emails for a shared inbox. It was a disaster and the companies, once they got out from that whole crawled back up and started looking for a solution Intercom through having conversations, found out that this was happening and began to target people directly.
Using landing page, copy narratives and everything else to speak directly to those people and saying, we know what you just went through. We can help. Right? That's real marketing relevance. And they found this directly through interviews. Now another place where you can learn a lot is in places you might not expect.
So Jimmy Hendrix was a left-handed guitarist, right? Some people know that and those of us would be music dorks, and that's fine. For everyone else, Jimi Hendrix played left-handed but he did something really unique left-handed and right-handed guitars are made differently. Okay. Guitars are very specific to the angle that you play in them on, in the side that you use, Jimi Hendrix used a right-handed guitar and restrung it to be left-handed most people look at that and think, I don't know, is he just like showing off, maybe he couldn't afford a left-handed guitar will like.
He became Jimmy Hendricks. So obviously eventually he could afford a left-handed guitar and he never did. Here's the thing. He didn't want one because by restringing a right-handed guitar, he got, first of all, knobs and controls in a different place on the guitar. Secondly, the tension of the guitar neck was totally different.
So the strings themselves had a different tension and a different sound than anyone else playing guitar. He did this on purpose and it helped him to create a sound that no one else had. So, if you look at this and you think he's just being weird or stupid or whatever, then you're going to miss the opportunity to see from people.
When they're doing things on purpose, they can teach you something. And so oftentimes your ability to create a great experience can be unearthed through looking for unusual patterns in a couple of places. First of all, think about your existing, for instance, sales and support processes. How are customers going around you?
How are they not doing the things you're asking? Let me give you an example. I have a cable internet company that I hate. They're terrible. I won't say them by name, but at least 50% of you immediately thought of the right company. It's terrible. Yep. See, so here's what I do. Anytime I have a support question.
What I don't do is go through their normal support channels because I get treated like an idiot. I'm a nerd I've already unplugged the router. And plugged it back in, please tell me what's going on. Okay. Instead, what I started figuring out is actually I get a really helpful support person. If I publicly tweet something vaguely negative directly to the company.
And then I started noticing that works every single time. Guess how I started support tickets. Now, all of them, negative public tweets. I'm going around you. If you want to create a great experience, you would be able to notice that's all trackable stuff. It's all tied back to my account. They should be able to see this.
If they wanted to create a great experience, they would change the experience. Look for ways customers are doing things you don't expect because they might be teaching you something about how to give them a better experience. This also applies to basic website analytics. If you're seeing click flow that look unusual or often described as wrong, or what are they doing or random, if that starts happening on a regular basis.
People are trying to tell you something, look for the things that stick out, but are patterns and use them as opportunities to figure out how you can create a better experience and get more feedback out of it. Ultimately, the shortcut for everything, when you're creating a great experience is making customers feel.
Awesome. That's what creates the experience that leads to advocacy. Advocates are just people who feel awesome. Every time they have an interaction with your brand. That's it? When you keep it going, they love telling other people about it because it makes them feel awesome to tell other people about it.
The only way that you can actually make people feel awesome on a regular basis is to empower your employees. To create these shareable moments, advocates share because they feel smart and capable. So you have to think about designing your touch points to really recognize and generate those moments. So, as an example, from what I was just talking about with cable internet, I would really hope that eventually they would just write down in the note.
Knows how to unplug and plug in modem. That way I don't have to answer it every time they don't, but they could. Right. Because it doesn't make me feel awesome when I call in and they ask me dumb questions. What makes me feel awesome is when I send this tweet, actually I hate negative tweets. What makes me feel awesome is the followup conversation.
Stuff gets done in like two minutes because I started it the right way. Your idea is to help customers achieve their goals. The idea is to make the touch points really valuable every time. Think about all the places customers interact with you and optimize for value that you can give them. We talked about how experiences for customers track not only across channel.
But across different departments, high-performers are way more likely to be very satisfied with their collaboration across different departments. This gives us kind of a correlation to figure out high-performers are making these experiences happen because they are collaborating and figuring out how to build these great experiences.
Not trying to command other departments with what to do. High-performers are leveraging feedback. This is really critical. If you want to empower your employees. First of all, we see that in one really interesting study, it was pretty easy for choice hotels to map their actual revenue, to the amount of feedback coming in and being acted upon by the individual hotel.
And that's interesting enough, but to be honest with you, I don't care that much about helping you raise your revenue because I'd rather you treat human beings like human beings for its own sake. Here's another reason to do it. People will actually stick around if they have the opportunity to get feedback.
90% of employees are satisfied at work when their teams review feedback, at least once a month, here's, what's embedded in that set. They have to be in a situation at work where they can actually take that feedback in and do something about it without the judgment that comes along with it. If every time negative feedback is surfaced, their boss gets mad at them.
They are not empowered to create great touch points. You have to give people the opportunity to do something great. One case study I really love about collaboration is Clearbit. They saw these really huge conversion rates off a freemium welcome email through basic collaboration and these conversion rates just for the record.
Okay. This is the first email that somebody gets after. They give their email address for a freemium product. And their paid product is like thousands of dollars. That's a huge conversion rate of the first email that basically implies I'm not ready to spend money at all. Here's what they did. They went across departments and collaborate in, found their key personas, sales, marketing developers.
Then they talked to support and they said, what are the most frequently asked questions of great customers? They took each of those FAQ's for each persona, and then they moved them up into the welcome email. That's it. They were able to make a smart guests when somebody signs up for the service about whether they were in one of these three personas, took that guest put in the FAQ and that what made people convert?
Why? Because it feels like marketing magic because it's relevant. You're actually answering questions that I didn't even know that I had yet. And you're doing it because you're collaborating across different departments. To figure out what does it mean to make a valuable customer? What do valuable customers want in the future and how can I bring those forward more and more?
No, pretty much everybody I think is familiar with Woodstock happening in 1969. But I want to tell you something really specific about what Jimmy Hendricks did to encourage you. Because the, the space between where you are and where high-performers are, or creating these world-class customer experiences, having advocates is one step in front of the other.
It feels like an iconic moment to your competitor, maybe, but it's one foot in front of the other. See nowadays, we talk about Jimmy Hendrix playing the star Spangled banner at Woodstock as if it was this iconic classic moment that made total sense to everybody at the time. But I want you to pay attention to some things.
First of all, that was not the first time he ever played that he had played it 30 times in recorded sessions alone. Before that he had been doing this for a while. So this wasn't actually the debut that most of us think that it is. Secondly, look at this crowd. Do you see how half of it's missing? That's because this actually happened on a Monday morning at like 10:00 AM, because Woodstock was pushed back by like 12 hours for technical difficulties.
Jimmy was essentially playing a business meeting on Monday morning to the people who were willing to stick around outside of Woodstock on another night. So he's already playing to half the crowd. He had already been playing this for at least 30 times prior to this. And on top of it, he was getting death threats for playing this song.
It took a lot of moments, one after another, after another of making this point to create this story that we all know of and talk about now where he was able to have this protest moment at Woodstock as if it was easy as if it was serendipitous. It wasn't he put in the work to make it happen. How do you start?
How do you go from where you are to the moment where everything feels like you're in the right place, where you're giving a great world-class customer experience. Well, as we talked about with Samantha, we you've got to be able to experiment. And so you experiment on, like, we've talked about maximizing the value of each touch point.
It's really simple. Okay. Find a measure that you think will indicate your success. That could be feedback scores. That could be reviews. That could be MPS then. And here's the key. Document what people cannot do during customer touchpoints. Let people feel free to figure out how to create a valuable customer touch point when they're in touch with the customer, by telling them what they can't do.
You give them the space to be creative and figure out how to make a moment valuable without being afraid, then measure it, review it, iterate on it and do it again. This is what people are doing. If it feels simple, that's because it is, but it's not easy. It takes risk and vulnerability to make this happen.
But let me give you an example of something simple, turning into something huge Mira, collect the debt collection agency. Not necessarily the most beloved industry. They experimented with one thing being nice. Whoa. In fact, their slogan is ridiculously nice collections, which is a little on the nose, but I appreciate the commitment to the experiment.
They have an NPS score. That's higher than like Harley Davidson. Okay. The NPS score of people who owe a debt collection company money, they have a client retention rate of over 99% over the last five years. So obviously they're actually performing in the way that they need to perform and get this. It works so much that 60% of their staff are people who previously owed them money.
That means they're making a great experience and they did it by experimenting with something small, be nice, and then gave people the ability to create a valuable touchpoint. How can we be kind to you? Because you're probably in a tough spot, owing people, money, everybody else is yelling at you. How can we help you get this debt paid?
And how can we respect you as a human being? Like we've said, great experiences, make people feel understood and empowered. So we've talked about auditing your own experiences and interviewing customers. Research tells you what this feeling of being a powered looks like in person, your data and your experimentation, finding unusual pads around things, figuring out how to experiment tells you what this feeling sounds like.
It helps you to know if you're connecting with people in the way that they want to be connected with. And the collaboration helps you understand how to. Scale that feeling that value across all of those touch points. And that's what generates the advocates, right? This is what we've talked about.
Advocates are just people who feel awesome every time they get in touch with you. I want to leave you with a story that can happen if you start implementing this well, it can't happen literally, but it can happen in theory. So in 1966, Cream, the band cream who had Eric Clapton in, it was kind of the biggest band in the world.
Their manager would bring people on to jam with them on stage. He decided to bring Jimmy Hendrix, which was kind of a dumb idea, but he did it anyway. He brought Jimmy Hendrix on stage. Jimmy Hendricks played a song called killing floor. He was so good that Eric Clapton, the only other guitarist in the band walked off stage and was rumored to be found backstage yelling at his manager saying you did not tell me he was that good before we agreed to play together.
This is the type of experience you can create. This is the type of competition I want to see you in with your competitors, actually beating people on experiences because they underestimated your ability to serve your customer and create advocates better than anyone else in the world. Thank you so much.