INBOUND 2015 I&E: Mikkel Svane "The New Era of Customer Relationships"

Hello everybody. It's good to be here. I'm just taking some water. Sorry and thanks for coming. I can't see anyone out there, but I. I hope you can see me and see the slides. This is me and as you just heard, I am the CEO and one of the founders of Zendesk. I gonna start out by giving you a little context about who Zendesk actually is. We are a company with about 1,000 employees. So we're about the same size as HubSpot. We have around 60,000 paid customer accounts worldwide. We went on the New York Stock Exchange, became a public company last year. Also similarly to HubSpot, we have international roots. I am Danish, thus the hard to pronounce name and the broken English here. But that's our roots and that also means that we have a somewhat more international operation. But I moved to the US six years ago and today our headquarters is in San Francisco, where we also have most of our staff. We do customer service software. That means that we build software that makes it very, very easy for organizations of all types to handle all the conversations they have with their customers, all the inbound email, phone calls, the social channels, chat communities, all these different things and have like a consolidated interface for managing all these conversations that has over the years turned more and more into kind of a broader engagement platform where we empower our customers to be proactive in their customer service. But the core of it is very much a customer service platform. We have had the privilege of having worked with some fantastic companies over the years. Of these 60,000 paid customer accounts, we've had the opportunity to work with some of the world's fastest growing companies. Companies like Groupon, companies like Uber, companies like Airbnb, Pinterest, and all these new generation companies that are showing us a new path for how to create a new set of meaningful customer relationship and are using kind of the ongoing customer relationship and the ongoing customer engagement as a platform for that growth. And I'll talk a lot more about that a little later. So we are working with a bunch of these new generation startups and that's a lot of fun. But we also have among our customers, we have a lot of small businesses around the world, a lot of small businesses here in Boston, lot of small businesses everywhere. We work as well for Groupon and Uber as we work for a Korean bike shop that makes these new hipster bikes and sell them all over the world. And we work for any type of business, small mom and pop shops to big Fortune 500 companies. If you joined the Keynote that, that was on just a few minutes ago. You heard that HubSpot was launching this new initiative, this, I think they call it the HubSpot Connect. Correct. And we're one of the first partners to announce an integration with HubSpot Connect. What it allows you to do is that when you have your timeline in your HubSpot CRM product, you can see all the interactions, not only that comes from HubSpot, but all the interactions you had with that customer in your customer support system. So in this example, you can see here that Nancy Vasquez that you're about to call and set up a meeting with, have had a support ticket with you. And she actually gave. She gave a good satisfaction rating. She's very happy about the interaction she just had with your company. And that is just great information to have when you're going to have the sales call or when you're starting a campaign that involves Nancy, because you want to be prepared for that conversation. If, for example, she gave a bad satisfaction rating, you want to dig into that and figure out why is it that she's unhappy before you take up that phone or give her a call. So we're very excited about this new integration with HubSpot. And you can all, if you are a Zendesk or a HubSpot customer or a customer of both, you can go to our website right now and sign up to get into the early beta program. So you go to sendesk.com HubSpot Great. Great. Alrighty. But the topic for my conversation today, or topic for my presentation today is the new era of customer relationships. And I'm going to talk a little bit about some of the larger trends in the society, some of the new economies that really drive this new generation of customer relationships. And I'm going to talk about some of the things you can do as a company to kind of support that new era and support the new consumer and help really embrace that movement in your organization and how you can do that to create a new type of relationship with your customers. And finally, we're gonna do a live demo here on stage, and it's gonna involve an E Commerce side, it's gonna involve Facebook, it's gonna involve phones and browsers and Ethernet connections, and everything can go wrong. But nevertheless, we're gonna try to do it because it's an awesome demo. And it really shows how even small companies can do some amazing things by embracing these new techniques. All right, so let me start out by talking a little bit about some of these new economies as we call it, that drive the new era of customer relationships. We see some trends in the society and some things that we have learned from our customers. We see more and more businesses turning their business model from being a transactional sales model to a much more subscription based model. We all know that we all use services like Netflix or Dropbox or you know, Birchbox or some bark boxes, even like a dog biscuits as a service subscription thing. Also a SanDisk customer by the way. So we see more and more of these businesses that have turned their business model from a transactional sale business model to a subscription based model. Even a company like Sendes, we don't sell software, we sell a subscription to a software HubSpot. They don't sell software, they sell subscriptions to a software. So more and more businesses are turning their attention, are turning their business models from transactional sales models to subscription based models. We also see what we call convenience based business models or convenience based models. I think we've all tried that with services such as Uber, such as Amazon or Airbnb. First, when you sign up with these services, you have, you provide all your information, where you live, your credit card information, all these different things. So whenever you need the service, you can just use it. You don't have to think about the processing or the other mechanics or the transaction actually going on. You need something from Amazon, boom, boom, boom. And you have it the next day. You need an Uber to take you to the airport, boom, you take the Uber, you don't have to think about paying for it or anything. All that stuff is happening in the background. And it's truly like the convenience of using these services that makes you come back to them over and over again. Amazon, I think, is a fantastic example of this because not only do they allow us through their prime subscription to really go to their website or to their app, order anything and get it at least within two days. But it also gives us access to their whole movie catalog, their music catalog and a lot of other services. So we have these convenience based business models and we have the subscription based business models. And what is similar for those models is that they all rely on, they all rely on the lifetime, the long term, the lifetime value of the relationship, the lifetime value of that customer relationship. So it's not about how much can I sell you right now, it's about how can I keep selling to you day after day for the rest of your life. And that kind of model that redefines how we think about our customer relationships. Because then it's not only about how happy can I make you right now? Are you happy with the stuff I just sold you? It's about how do I ensure that you have a consistent quality experience throughout the interactions you have with me. Whether that be a sales interaction or marketing interaction or customer service interactions, I need a consistent quality in all my interactions with you. And customer service really becomes, and customer engagement really becomes a platform for ensuring that consistent experience in the relationship. When we talk about the shift from the transactional to the subscription and convenience based economy, we compare it a little bit to flowers. You know, it's great to go to a shop and get a nice bouquet for your bouquet for your living room, but we also know that it only lasts for a week. By investing in your garden, by investing in seeing your flowers come back year after year, you have a much more long term experience. And that is truly the difference, that is truly the new thing that we are seeing in the shift from the transactional models to the subscription convenience based models that they mean a shift from the short term relationship, the episodical relationships to the lifetime relationship you have with your customers. Customers. So we have the subscription convenience economy really changing the landscape of customer relationships. But we also have a new consumer like customers. Today we people today, we have access to so much information. Like we have the whole Internet of information. If we have a problem with our camera or computer or whatever, the first thing we do is we go to Google and, and we try to find relevant information that can solve our problem or finding like minded people that have the same issue as we or have the same product as we do. Like when we make buying decisions, we go out and read all these reviews, we go out and talk to people through these communities that have already tried that product that we're looking into. So we are much more informed as a consumer before we even reach out to the company for buying their products or their services. We also have a much larger voice. We can now not only reach our families and friends and all these things like we can reach our colleagues, we can reach our entire company, we can reach the entire world through the strength and through the Internet and through social media. So we really, we have these tremendously informed consumers that have these new channels for their voice and a truly amplified, informed voice. And that leads to what we call the promoter economy where you can turn your customers into your fans, into your evangelists and basically have them help you sell your products. Because as with so many things in life here, as with so many things that we use today, we don't start to use them because we see an ad for it. We start to use them because somebody told us that this was a great product and this was a great service. I'm pretty sure that most of you guys here have used Uber at some point. No, you're probably all regular Uber customers know, can I see some hands? Yes, you are. Thank you for that. And I'm also pretty sure that none of you guys started using Uber because you saw an ad for it. You've started using Uber because somebody told you that this was a fantastic experience and that's how a lot of new business models are based. That is not because it's not the advertising reach that will define the success of those businesses. It's the ability to turn their early customers into their promoters, into their fans, into their evangelists. There is, of course, a negative aspect of the informed customer with the louder voice today. I think we all know these stories about how some angry customers can really use the power of the social media and the Internet to turn all that wrath and the wrath of all their fellow friends on Twitter into a scandal for the brand. This is an example from a few years ago where somebody had a bad experience with British Airways. British Airways didn't know what to do with a complaint on Twitter. I think this is fantastic. This is only two years ago. And they basically told him that their Twitter feed was only open between 9 and 5. This is amazing. This is just such a good example of being completely disconnected with how people are communicating today. Anyways. But this disgruntled customer actually used the advertising network of Twitter to promote his own tweet and he just started a big campaign that truly hurt the British Airway brand and had them rethink completely both their social media strategy, but also how to deal with complaints like this. Zendesk as a company, we've also seen our share of kind of potential negative activity on social channels to hurt us. I am wrote a book called Startup Land. It came out December last year and describes how we build Zendesk and the fun. It was like just going from free guys to a public company with thousand employees and the whole experience of moving from Europe to us and being part of the Silicon Valley culture and so on. So it's a lot of fun stories. It's on Amazon, it's only $10 or something like 12, I think, and you should read it. But I also describe a story from our early days, From I think 2010 or 2010, I think, where we as the growth hackers, we were. We were looking at our Funnel data. We were looking at our conversion rates. We were looking at how our customers were picking plans depending on how they came in through the funnel, and all these different things, like, things that you do every single day. You look at your conversion rates and your funnel and think about, okay, how can I really optimize this? So what we did is that we made this pricing plan configuration change, and we thought that was an amazing idea. We thought we did it at the same time as we launched a boatload of new features, and we thought it was a fantastic idea. And we thought that our customers would embrace this. Oh, suddenly they got much more value for the money, or they paid a little more and got much more capabilities and, and all these different things. And we, like, we really thought we were incredibly smart. But what happened was like, the next morning, right after we launched this, we woke up to, like, being all over social media and on the front page of TechCrunch, and our customers were revolting against us because even though we thought we had this great plan for how to put pricing together and so on, what our customers heard, of course, was, oh, we are raising prices. They didn't read the fine print. They didn't, you know, spend a lot, invest a lot of time in understanding all the smartness of our creative plan here. They just heard, oh, we're raising prices. So we, we were incapable of dealing with this negative, this negative campaign that we saw on Twitter. And it was a very tough time for our company. I think we were only like 50 people or something like that. But that was the first time we ever saw kind of our customers, our own users that were so loyal and were so happy about us. We suddenly saw them revolting against us and hating us. And it was a very tough time for our company to figure out how to deal with it. Of course, we ended up having to retract the prices and. And I had to go out on a blog post and say, everybody, oh, we're really sorry. Like, we really, really messed this up. We took your trust for granted and we didn't, you know, we. We realized that we couldn't just take our customers trust for granted. And I think for senders, this was a big learning experience for us. Having your customers turn against you like that is something that really educates you, gives you some humility, and also really is a good lesson in that you never own your customer. Your customers are not yours. It is like any other relationship. You have to get up every single morning and earn the trust of your partner, slash customer, slash other relationship. Every single day. It is an effort to earn the trust of your customers. We also. So one of the things we did was that we put together all these. We took a lot of these comments we had from tweets and et cetera, and we made T shirts with them. Yeah. But I think we still wear them today. We still wear them with some kind of pride. And it's not to mock the situation. It's simply a good reminder to ourselves that, you know, if you don't live up to the, the trust you have with your customers, this can happen so easily. And it's a good reminder. And that is one of the examples of the, one of the potential negative examples of the promoter economy, or the detractor economy, if you will, that really hurt us. And we suffered from it for many years. But there are positive sides to the promoter economy. And that's the most interesting thing here. This is my two oldest daughters. It's Ella and Erna. And they're sitting in the two rear facing child seats that comes built into the Tesla Model S. I don't know how many have tried driving the Tesla Model S, the electrical car from Tesla. That's a few of you. You all know we share this little secret that that is like a flying space machine from the future. It is just amazing. It's the most amazing car. And I am probably the biggest fanboy of Tesla. I ordered my Model S two years before they started production and I counted every day until I got the car and it's been fantastic. It's really an amazing car. There's so many things about driving that that makes me feel like a little kid. And then it's like it has room for my entire family. Like we can be seven people in this car and it still drives like a sports car. It's a big computer on wheels. You get over the air updates like you know it from your phone. So suddenly you come out in the morning, it has a 3G connection, it's always on the Internet. And you come out in the morning and it's been updated with new software and suddenly your car can do new things. It's amazing. So all of us who are in the Tesla company know what an amazing machine it is, and we use that to share our excitement about the car. This is a picture I tweeted. This is a more recent tweet. I was on a trip to Beijing earlier this year and I saw my first Tesla there. And what do I have? I have something like 10,000 followers on Twitter. And I tweeted to all. And I saw my first Tesla and none of this makes sense. Like, why would I point out a car in a country like it? Like, there's absolutely no value from that tweet. Nevertheless, I was so excited about it that I share all my excitement from Tesla and it impacts my followers. It impacts everybody I talk to. It impacts you guys. You guys. You all want to go out and try a Tesla now? No. Is that great? Of course. Say yes. Yes. I'm looking at you. Come on. Yeah, you won't. These are some other tweets that have been promoted or retweeted by Tesla. And it's really good example of, like, that, like, turning your customers into promoters, help amplifying their voice, how it creates new business for Tesla and really becomes a sales and marketing model for it. It really becomes a customer acquisition model for them. So we talk about the intersection of these two economies, we talk about the intersection of the subscription and convenience economy, and we talk about the promoter economy. And these kind of these economies, these new business models, these new way of thinking about our customers, really create a new era of customer relationships that is tied really, really well into the whole concept of inbound. That the voice that the customer is now in charge. It's now up to the customer to decide how they want to be, not only have a conversation with your company, but how they want to be sold to and how they want to be marketed to. So switching from that, I want to talk a little bit about some of the things that you can do as a company to really support this shift in customer models, in customer relationships. And we talk about three things here. We talk about how you can design the customer experience, the support experience, the customer service experience into your overall product and service experience. It talks about how you can. We talk about how you can empower your people to think differently about your customer relationships. And finally, we talk about how you should focus on being effortless, frictionless, rather than trying to delight your customers. Let me start first with talking about how you design service into the experience. One of the big problems with customer service is that often it's completely disconnected from. From your actual products or services. I think we all tried that. We buy this new fancy product and everything about the whole process, just so slick and easy. And then we have an issue and we try to get in touch with them, and then suddenly we end up in this hellhole of a customer service experience that is completely disconnected. It's a completely separate destination from where we buy and get marketed to. Like, it's a completely Separate experience. We all tried going through these IVR trees, these touch tone trees, where, or where, you know, these speech recognition trees where you have to say the problems. And for like, for foreigners like me, it's completely impossible to use these systems. And we all get, and we all get frustrated because it takes forever and we don't really have time to hang on the phone. We, we all get incredibly frustrated. So just by exposing us to a frustrating experience, it drags down the whole brand perception. It drags down the whole brand loyalty that we had. It drags down the whole experience. We see also in the world of mobile, we see that more and more. I think we all tried this. Like you have a product, you use a service or whatever and, and then you have to get in touch with them or you have to fill out a form and then the form is not optimized for mobile so you can have the best product experience in the world when suddenly you end up in something where you can't fill out the freaking form because it's optimized for mobile. That's the minute you get frustrated, you get angry and it just drags down the whole relationship you have with that brand and the loyalty you have towards that brand. We see a new generation of companies thinking very, very differently about embedding the customer experience into the product, into the service. I'm going to talk about two of them here. One is called Gree. It's a gaming company. They have one of these games they call Crime City. And for gamers or for gaming companies, it's really important that you don't lose your customers if there's an issue or a question. You don't want them to leave the game, you want them to stay in the game and you want them to interact with the game while they get a solution to their problem or ask their question. So Gri is a good example of somebody who has taken the Zendesk technologies and embedded. This is an example of you go into the game, into the actual menu of the game and you get access to the help sections. You can get, you can search it, you can get articles served to you directly in the game. And if one of these articles, if they don't solve your problem, you can then contact support, support can chat back to you, and it all happens within the context of the game. So it's a really good example. And gaming companies are great example of companies that really think about embedding the whole customer service experience into the product. Another great example is Uber. We talked a little bit about Uber before and it's really, Uber is really a forward looking company in this, in this sense. If one of the things about Uber that I think you all know is that you cannot finalize a ride and take another ride without rating the ride you just went through. So every ride you've ever done or ever taken with Uber, you have given that a rating. Actually, it happens the other way too. So the passenger, the driver is also rating you as passenger. And this leads to a built in quality control around both drivers and passengers that really ensures a unique quality experience, a consistent quality experience for Uber as a company. Even though they are now in thousands and thousands of cities, they have a very consistent experience between how they do it in Beijing, how they do it in Boston or how they do it in Europe. So if you incendis or if you in the Uber app gives a low star rating, one of the things they do is that they all automatically, they trigger workflow that, that starts a customer service process. So if you give a two star rating, workflow in that customer service department will start to figure out what actually happened on that ride. They will get the metrics on the ride, they will get the telemetry from the car, they will reach out to the driver and they will reach out to the passenger to figure out, well, how come this was a bad experience. And that kind of discipline about ensuring quality and having the back end processes and, and the backend systems to ensure that for every interaction you can guarantee some kind of quality control. It's just amazing for ensuring a good consistent customer experience and really something that provides a great platform for a consistent customer experience with Uber. So a great example of how you embed the overall customer service, customer service elements into the product experience. Second element is something you really need to think about, you really need to think about in kind of supporting this new era of customer relationship is to empower the people that are actually talking to your customers. Everybody in your organization that has some kind of interaction with your customers, you need to empower them and you need to give them the opportunity to do what's right for the customer. I think we all tried these situations where we call somebody and we know they're following a script, we know exactly what they can do to help us, but they can't go outside of their script to help us solve a problem or solve our issue. This is not only important for kind of giving a great customer experience, this is also important for building that relationship. Like if you nobody wants to create a relationship with a company, we want to create a relationship with the people in the company. But if the people in the company can't relate to us as people, but has to relate to us as characters in a script, we never create that relationship with the company. And we all feel it's robots. Like, we know when we've been yelling at the AT&T agent for five minutes, and they end by saying how much they enjoy the conversation, we know they are lying through their teeth. And, like, empowering your customers, or sorry, empowering your people to not only do what's right for the customer, but to actually have a personality that your customers can relate to is so incredibly important for this new era of customer relationships. You know, like kids today, new generations, they're not communicating via email like they are communicating via emojis and animated GIFs and Snapchats and all these new different formats. We need to empower our staff to communicate with our customers using these things. This is just an example from a Zendesk support ticket. And one of the things that we've done in Zendesk is that you can embed these animated GIFs directly in your support conversation. And what it does is that it shows that we can speak to our customers. You can talk to your customers at eye level. It doesn't have to be a scripted conversation. Like, you can give your customer. You can give your staff the freedom to communicate with the customers in a way that makes sense for that customers and in a way that that customer can relate to. I think we all know this other example. This is Netflix. This is a chat conversation they've had with one of their customers. And, like, when the chat agent, when he saw the request coming in for chat from this customer, he could actually. He could already. He could. Right away, he could see that this was a Star Trek fan. So he turned the conversation into a Star Trek conversation. And you can read some of it here. And, like, what this, of course, did was that this created a. This created an impression on that customer, you know, and of course, he got his problem solved and everything. But, like, he realized that this. I'm talking to actual people here, Netflix. I'm not just talking to this monolith. I'm not just talking to this faceless company. I'm talking to actual people in the company. And. And that provides a platform for having an actual relationship between the customer and the organization here. Of course, this was also great for pr. It went completely viral, this conversation, and it really showed the strength and the capability and the possibility and everything that suddenly is possible when you empower your staff. To truly connect and truly have a conversation with your customers and do what's right for them. Finally, I want to talk a little bit about being effortless and remove friction in your customer service processes or in all your customer interactions. Instead of trying to go out and delight your customers. We're all talking about, oh, we want to delight our customers. And we all know these example of companies that went all the way to delighting their customers. And we read about them all the time. This is a story from a Delta flight that got called on the tarmac somewhere in some airport, and they couldn't get back to the gate, they couldn't fly, and these guys were sitting there for hours. So the pilot, he called the local pizza company and had 50 pizzas delivered to the plane so they could have pizza. And it's like, it's one of, oh, what a delightful experience. There's somebody who went the extra mile and really did. It's a fantastic service experience. But the thing is, of course, that, like, these people are trapped on the tarmac in a small plane that now smells like pizza. You know, this is not delighting your customers. This is a great gimmick. And I think people in the plane thought it was fun. But of course, none of these guys, none of these people want to sit in an airplane having pizza. All these guys, they want to get home to their families. So having that pizza doesn't make these customers more loyal to that airline. Whatever Delta does, people still going to hate them if they don't get them home to their families in time, which, you know, their product, their service is all about. There's another example of this. This is from a family who took a vacation to a Ritz Carlton resort somewhere in Florida. They had a young child with them or a toddler, and the toddler forgot her or his giraffe, Joshy the giraffe. So the dad called the Ritz Carlton and said, oh, my God, have you seen our giraffe? And they're like, oh, my God. Yeah, yeah, we found it in the room. We're going to send it to you. He was happy. But then they also put together this little photo book with all the experiences that Joshi the giraffe had at the Ritz Carlton while the family was home. Like, it went to the spa, it was out driving it, met these other friends, and they sent that little photo book together with Josh Giraffe so the parents could sit down with the toddler and have a great story to share. And of course, that's a great story. But this Is not a customer service strategy. Like stories like that doesn't make the customer more loyal to your product or your service. Going the extra mile trying to delight your customer doesn't make the customers more loyal. What make customers loyal is that we live up to what we promise. And this is not something that I'm just saying this is some research that came from this company called the Corporate Executive Board Company. It's terrible name. Nevertheless, they made thousands and thousands of interviews and studies about what is our relationships with the brands, with the products, with the services that we're using. And we all have this perception that if we really go that extra mile, if we really try to delight our customers in high five and wow and cheerleading all these different things, we are going to have these customers that are incredibly loyal. But the truth is the opposite. There's not a big difference in loyalty if you meet the expectations versus exceeding the expectations. So it's not about wowing, it's not about delighting. It's about removing friction. It's about making your products, your service, effortless. Because ultimately that is what we want. I don't necessarily want a great relationship with HubSpot. I just want the shit to work so I can get my business done. That's the reality of it. And this is based on interviews, thousands and thousands of interviews where they found out that 96% of high effort customers that had high effort, that had friction full experiences, reported being disloyal. Whereas only 9% of customers with low friction or low effort experiences actually reporting disloyal. And this is just for a lot of people. This is very surprising data. But it's a good reminder to all of us that we should focus on making our services, our products easier and we should not focus on making them more delightful. We should not focus on going that extra mile. We should just focus on all the issues, removing all the little points in our experience with our customers. That creates friction. That creates effort. All right, so we are talking about empowering your staff. We are talking about removing friction and effort from the customer service experience or from the overall product and service experience. And we are talking about building the service element directly into your products. We're now going to give a live demo of a company that I think have done tremendously to do this. And I'm going to invite on stage here send director of platform Maxime Pardes. Hello, Maxime.

Hi, Miko.

Bonjour.

Bonjour.

Who is going to try to create a setup here so that we can see a fantastic set up that One of our customers, Everlane, Everlane is a provider of. What do you call that? Premium teas and different types of clothing.

Correct.

And sell that online. It's a lot of fantastic quality. And one of the things that they've done is that they are. They are working with us and with Facebook to ensure that. That they can move the commerce interactions and the post sales interactions from their website from email over to Facebook Messenger. So we are here on the website.

Would you like to place an order, Miko?

I would like to buy some stuff. This is one of the things I'm best at.

So Miko probably has a stack of T shirts in his office because every time he demos this, he ends up ordering something. So he probably just has.

I have, I have a lot of T shirts, so I would like to get one of. I don't want this actually. I want the V neck, if I can. This is the V neck. Doesn't matter. And I'm an xl, so I'm going to add that to my bag. Continue to check out. Yes. And as you can see here, I've already logged in through the Facebook Connect system. So you have the website here on the left and on the right you have my iPhone where I have my messenger. It's right here. Sorry, should I take it up? Thank you. No. Okay, thank you. So if we place the order now, the website will see. Please wait. Wonderful things are happening. Hopefully there's a connection. And it says thank you for your order. We hope you enjoy. And what's happening next is that I am getting a notification in my Messenger.

So while Miko is opening that notification, I'm going to log into Zopim, which is the Zendesk live chat product, and I'll log into Zopim right now. And what I'm going to be able to do is see that Miko is. Well, as soon as he starts engaging with me, sees that he's online and so I'm going to be able to engage with him directly from our Zendesk Zopim live chat product and chat with you from Facebook Messenger.

And as you can see here in my messenger stream, I now have this notification that just came in that they're saying they're working. Whoops. They're working on my latest order and we will let you know when it ships the premium V Black and it's an Excel. So Maxime has now taken over the chat conversation from the Everlane guys so they are not disturbed by my many messages. And I just want to say thank you and that Comes up here on Maxim's screen and whenever he replies back to me through the sender's chat interface, he says I'm very welcome. And it also comes up here in my messenger. And as you can see, Maxim has my Facebook information already in the sender's chat product. Do I have any questions about my order? Yes, I do.

And as you can see, the information comes in Facebook messenger as Everlane, not as a specific agent. So you're talking with the brand. And on top of that, you didn't have to install anything in your Messenger. Correct. It's just the standard messenger application that any of us probably have here in the room.

So first and foremost, I would like to ask, I am traveling right now, can I change my delivery address, question mark?

And so within zopim, I also have access to shortcuts, so I can easily kind of type the words, the character slash. And then I've got all sorts of macros and automated answers that I can use as I would use in a regular live chat conversation with my customers on the website. But instead of Facebook Messenger. So I'll say, give me a moment, I'll check on that for you.

Thank you.

And let's assume I already have your address and I'll just change it.

Can you. No, can you send it to what is the Boston Conference Center? Boston Conf. Fun Conference Conference center instead? You should see me use Siri with my accent. It's a mess.

And then obviously I would actually go in the back end and update the order, but that's a little bit outside of the demo script.

Also, I would actually like two. Very demanding, yes, but the cool thing is that the connection here is established. They know exactly who I am. They have all my. Through the Facebook connect, they know exactly who I am. They know it's me. They have ordered this. So if I ask for these things, if I ask for another one, if I ask to change the address, delivery address, they don't have to verify it. They know, no, stay here. They know exactly who I am. So I can make all these purchase decisions, these change order decisions right in the Facebook messenger interface. And for me as a consumer, this is just super convenience. They build the whole service experience into a channel that I'm already using. They build the whole product experience when these things leave. And I can see I have another. I have another. Ta da. This was from the other day. My item should arrive on Thursday, September 10th, and they gave me the FedEx delivery information. I have all that information in a stream that is super familiar for me and something that I use every single day. They always made it frictionless, and they empowered all the agents to do exactly what is easiest and best for me. So a fantastic. A fantastic element. And Everlane is not this big conglomerate. It's a small startup. And they are really embracing all these new channels to create a new set of relationships with their customers. So thank you, Maxim. Thank you very much.

You're welcome.

And you can turn it back to my presentation now. Ta da. All right, so a great example of how you think about making the customer service experience frictionless. How turn it to a format that is well known for me, embedded into a format that is recognizable for me, and how you empower. We have more chats coming in. I'm gonna turn the sound off now. I'm not, because I'm gonna show video. All these different elements that makes. That really creates the platform for new Arrow relationships. And we have talked about the subscription convenience economy, the promoter economy, how that's really changing, how it's really changing how we should think about our customers. And we thought about. We talked about some of these elements that you can do as a company to drive that change and support that new era in your organizations. And I'm going to end this presentation with a video that I think very much showcases how we should think about our customers going forward.

Has your relationship seen any hard times?

Yeah, I think every business goes through hard times with their customers. When we first met, his customer service was just off. I didn't think I had the time or the resources for it. I would call, she would call. I was not very good at listening in those days. I was very overwhelmed. So I started complaining. I told my bridge club, my sister lorraine, and my 41,000 Twitter followers. That hurt very public. So what happened? Well, that's when I got Zendesk for my customer service.

That made it a real relationship.

Zendesk helped me become the business I always wanted to be. I like it when he gives me the business. Alrighty, with that, we're over time here. Remember to follow me on Twitter. Very important. Have a great rest of the day and see you for cocktails later. It.