Secrets to Steller CX
Discover how Doctor Squatch balances its brand voice across different platforms and the challenges of implementing AI tools while maintaining top-notch customer experience. Roma discusses the importance of embedding the brand's voice within the support team and ensuring consistent, natural communication with customers.
(upbeat music)
- My name is Jess Servion,
and I'm super excited to bring you my new podcast,
The Juice With Jess.
This podcast is gonna be about everything
in your customer's journey.
We're talking acquisition, awareness,
making that purchase, retaining that customer,
bringing them back around, and everything in between.
This is gonna be all about delivering dope brand experiences
and talking to some really amazing people
who are in the customer experience space,
marketing space, and everything in between.
(upbeat music)
Welcome back to another episode of The Juice With Me Jess.
This week, I am still in Vegas at Shop Talk,
and if you are tuning in via the YouTube channel,
you will see an IV bag behind me in true Vegas style.
We are doing IV recovery from a suite at the four seasons.
Don't ask, I'm perfectly fine and not hungover.
Anyway, this week I also am super excited
because I have Roma Yumul,
who is the CX manager for Dr. Squatch.
And if you're not a familiar with Dr. Squatch,
Dr. Squatch is a personal skincare brand
that specializes in soaps,
and amongst other hygiene products.
Roma's gonna tell you more about it.
Roma, why don't you introduce yourself?
- Hey guys, I'm Roma.
I'm the CX manager at Dr. Squatch,
which is a men's concentrated,
naturally derived personal care brand.
So we do specialize in bar soaps.
We're going into skincare lotions.
You name it, honestly.
Champoos conditioners, we're really trying to up
the men's personal care game.
As our founder Jack does say on a lot of videos,
I feel like I've had that memorized for a while,
but it's real and that's what we're doing
and I'm really excited to be here.
- Well, I'm super excited to have you on
because well, we've actually had a member
of the Dr. Squatch theme on already.
We talked more about copy,
but this time we get to talk about CX.
And I'm so interested to hear about like,
what the brand voice is like, the audience,
your process, how you're looking at analytics,
all of these things.
And then super fun facts, we'll also dive into Roma,
worked at anthropology as the omni-channel,
on the omni-channel ops team,
which I think is really interesting to even talk about
from like an omni-channel perspective.
But let's not go there just yet.
Let's go here.
Okay, so tell me about Dr. Squatch.
Like I see you guys honestly everywhere,
not just on like D2C,
but I see you at like random Ace hardware.
Yes, even.
It's haunting.
It's a haunting thing to be a part of.
I mean, haunting in a good way.
Like I just feel like our retail team,
our wholesale team is like always double time.
Well, there's just like a huge group of them in our office.
Shout out team, what up.
But they're just, they're really on top of it.
They, we have like very good partnerships with these folks,
like especially at Ace, like,
and our support team actually does help out with them
for their business needs.
And honestly, like I think that
while personal care is a saturated market,
it's just so niche that Dr. Squatch,
like the whole like, the whole purpose,
in the very beginning,
if we're gonna go back way back.
In the very beginning, Jack, our founder,
he, his selling point was that he would sell
these naturally derived soaps at a farmer's market.
And like those farmer's market, you'll go there.
They have like lavender rose,
like all of like the really girly pop sense, totally.
And I love that our customers love coconut castaway,
but like realistically, do we have like a lumberjack
who wants to smell like rose was like his thought process?
He's like, what if we could do this,
but make very like manly sense for it?
And that's just kind of where we landed.
And it resonates with a lot of our customers.
They want to treat themselves with like a high quality
product that you're putting on yourself at the end of the day
after doing all of this like hard labor.
So like for Ace, it's like, it's a good, it's a good sell,
you know?
Like, yeah, if you're like working under someone's car,
like you're going to want to like treat yourself.
Like and I don't think that like, you know,
a guy could really like walk into like lush comfortably,
even though they should.
I think that everyone should be able to do that.
But it was an audience that needed some TLC.
Yeah.
I think that's really interesting
in like just knowing your product market fit, right?
So, you know, Jack just knew this product market fit,
but I think you're absolutely right.
But like think about it like soap brands,
like when we were growing up our dads using like Irish springs
and like all these like strong smelling scents,
but like not really, but then like most women would use like
the like really pretty sense from like maybe Landcoal.
And where's the variety?
Yeah.
Where's the fun?
And we want to bring that fun back.
Yeah.
Yeah.
Well, I think you guys definitely do bring a lot of fun back.
Like let's be real.
Like Dr. Squatch is the, well, my assumption
just from like outside looking in is what is it?
A Sasquatch, right?
Yes.
Like that is your, that is the low, what's on the logo is
a Sasquatch.
And I think that's like, so Dr. Squatch is right.
But like what I get from that is very like lumberjack
and very like manly, right?
Like, but in a fun way.
It is so fun.
And also one of my biggest questions is like,
is our set and I've never asked anyone in our company
this question.
So like you're hearing it here first.
It's like, is our Sasquatch a doctor?
Like he does like surgery or is he, does he have a PhD?
Or is he who knows?
Exactly.
Formulating.
I think that the aloe version.
Yeah.
(laughing)
You know?
That's him.
Yeah.
All of them.
Yeah.
I think that's awesome.
And I think it's awesome to really know your brand voice.
I'm really interested.
Like so I know we like dive really into this,
but you have so many retail locations.
So that like in turn turns you into an omni-channel, right?
Brand, right?
How does the support team support all of like the wholesale
like outs, all of the other retailers?
Like what type of inquiries are you getting from that?
I mean, at the end of the day in CX,
it's always gonna be like Whizmo.
Even if you're dealing with another business,
they need to know where their inventory is.
And for us, it's really just a matter of not even like
what the retailer is or like who we're dealing with.
Just understanding where to find like all of your sources
of information, whether or not it's in the same place,
it probably won't be like for like wholesale inquiries.
We'll have to go on different platforms to see it.
But at the end of the day, when they're like all,
when all of these different people are inquiring about stuff,
the support team really just has to be equipped
with that information.
And I think you can really tell the difference in CX
with the support team that just doesn't know
and you keep getting passed on to different people.
Yeah.
And where it's really centralized, where it's like,
we have very solid communication with our partners
and like we can give them that information relatively quickly.
Yeah.
What channels are you guys in?
Like email, do you do SMS?
Yes.
So we do email chat, SMS, social media comments and DMs.
What else do we do?
We do like Amazon inquiries.
Like basically like if you're dealing with a marketplace
like retailer, like we'll have their inquiries coming in
from like Amazon, Walmart, those places.
Wow.
You're like literally everywhere.
It's like it's everything everywhere,
once but Dr. Squatch.
How did the company come up with that though?
Like, so I know like if I'm looking at like a brand
that's scaling, right?
Yeah.
I see a brand that's out there and they're like scaling,
they're like brand new, they're thinking like,
okay, well, I want to support my customer
and email and social channels.
But like, do they add channels onto it?
Or was it like a free for all?
Like...
No, we added channels onto it.
And it was like a gradual kind of like working up to it
where I know that our teams are like very like not segmented
but very like specific.
People are doing very specific things at Dr. Squatch.
I stay in as much of a lane as I can
and see I see work with everyone.
But I do know that when we were expanding
'cause I did join in that sweet spot where like we're just
we're just growing like it's like post,
super, like first, super bowl ad,
like post like first Star Wars launch
and we're like super growing and I'm like,
hey, I'm in the thick of it.
What's up?
(laughs)
But when we thought about adding on new channels,
it was more so like a, okay, well,
we reached this milestone.
Where do we want to grow?
And the marketing team wants to grow on socials.
So our support team's obviously going to want to
like accommodate for that.
So then, you know, like meta marketplace came along
and like we wanted to support that.
But like really our attraction comes from like our community
engagement as well.
Like we're a very well engaged brand.
I think like even with our partners, like our support team,
like with our platforms, we're so engaged
with our like platforms that we use.
We help those companies that we advise them on things.
But also what I love about Dr. Squatch is that we're so
engaged with our customers.
Yeah.
Like, and if they're like, we want you here
and we get enough of those inquiries, I'll be like,
hey guys, I'm gonna raise a flag.
They want us on Amazon.
And like whether or not, 'cause that wasn't me.
But whether or not that comes from like somebody internally,
they'll detect what our customers want
and they'll move towards it.
And we won't want to like do a free for all grab
'cause like we'll want to like work on it,
make the base of it, make sure that's good
and then move on.
Right, very methodical.
Yeah.
And like are you utilizing like analytics and like data?
I mean, you said that like you, if you see enough people
on a channel, like you'll be like,
hey, we need to like add this to our channel.
Yes.
I would, so I guess my question to you is like,
what types of analytics are you looking at?
Are you looking at like ticket volume?
Are you looking at like negative or positive feedback
that you're getting on these places?
Like what's your decision making process of like,
no, we need to be in this channel?
I think that when it comes to any decision,
we look at ticket volume first.
And then we'll want to look at whether or not
it's negative or positive sentiment on that ticket
and really analyze what our customers are saying,
what their CSAT scores are for those tickets
to want to drive change in that direction.
I think that for a second,
there was a rocky ground with fulfillment stuff like
and CTD for a doctor's watch.
So then there was like a lot of complaints at the time
where they're like, I could just like get something
on Amazon like in like two seconds.
And then we were like, well, that could happen.
But when it comes to ticket volume,
I think that we have a really good ticket tagging system
where we can identify what drove a customer
to even come to support in the first place.
So we have like a system that's drivers and solutions
and they're categorized mostly by teams at doctor's watch.
So like we'll have like Wismo is its own category
'cause like we always want to know like
whether our customers are still out here
like not being able to find their orders at all.
And then we'll have things like product launch.
Like so that'll be like if a product just got launched by us,
we'll want to know whether or not they're making,
you know, just like random questions,
random inquiries about the product,
like whether or not they're giving positive
or negative feedback about a partnership.
But like those drivers really do help us
get to the right direction with our customers
because like we'll be able to see like, you know,
the solutions they do matter because like we'll want to analyze
what the support team did and whether that led to a better score,
especially if they started off the interaction kind of fiery.
But I think that realistically having that feedback loop
of like having a very clear or identifying a very clear intention
from the customer is super important
in driving business decisions across doctor's watch.
And I think for a while, we were all just like,
what's this like new tagging system going to do?
But now it's something that, you know,
our internal stakeholders like really look at.
And I really appreciate it when they do
because I love to nerd out about it.
- I know, I know.
I think it's really interesting like as CX people,
like a lot of times you go in,
you're supporting the tickets and you're doing the things.
But if you don't have data behind it
or if you don't create that feedback loop behind it,
you're not going to be able to get your point across.
- Yes.
- And I think like a hot tip, right?
I'm a brand new CX team.
I'm just coming out into the market.
Make sure you're tagging your conversations,
even if it's the lowest amount of tags.
But you need to know what is happening in your channels
to be able to make decisions for the business
based off of your customer's feedback.
- Exactly.
And I think that some channels have more weight
than others, like of course, like email and chat.
Those people are on the website.
They want to buy something right then and there.
And of course, like, you know, like emails
from other platforms like Amazon,
they're there and they want to buy something
like we will put more weight onto that
than like a bunch of people spamming Facebook hate comments.
That's still important for us to understand
like why they're spamming hate comments.
But like with someone who's like,
I have this thing in my car,
I'm having so much difficulty.
I'm about to dip, bro.
Like that makes a difference.
It makes a difference for everybody in the brand.
And I think that like honestly, like I love a good vibe
but like a vibe with a number really hits different.
- Oh, yeah.
- Oh, that's a good one.
- It does.
I do.
- And I am like, the queen of just vibing out.
I'll just be like, yeah, that sounds good.
But like honestly, when someone's like,
I got this percentage right here.
And honestly, like 70% of our customers
absolutely hate the vibe right now.
They're gonna be like, ooh, yeah, that's a lot.
And we'll be like 70% by the way is like 50,000 inquiries.
And they're like, oh my God.
Yeah, that's like serious.
Like when you have that number, it really just sets in.
- Yeah.
- Yeah.
- Vibe on numbers.
- Exactly.
And I was never a woman in STEM.
I was a comm major.
So it's just like, I do love nerding out on the numbers.
- Yeah.
- And it's just, oh man, there's something about it
that just is like, you get that, like you get your report
and you see all those percentages and graphs.
- It's like a mic drop.
- I know.
- 'Cause it's never, well, it's gonna be controversial.
It's never really a CX problem.
You know, we're here to help.
We're here to help.
So when like we're bringing something to another team
and like brother, you gotta hop on it.
And they're like, you know, like maybe not.
And it comes back in the future.
We're like, the receipts are here.
- Yeah.
- And we're not the ones who are driving this.
I'm sorry bestie, but you gotta fix it.
Our customers are really just like, I'm about to dip
out of this party real soon.
And we're like, no, it goes to like 2 AM.
- Oh my God.
- It's like 11.
What are you doing?
- Yeah, absolutely.
- Man, okay, I have so many more questions.
Like, and I wanna know though, because like,
doctors watching, just even like talking to you,
it is a vibe.
Like it is a vibe, right?
Like I can tell the brand has a vibe.
And so, and I can tell you as like a CX manager,
like have the vibe.
So I'm curious as the manager and like the leader of a team,
how do you set the team up for success
in terms of like the brand voice?
Like how are you training the team on the brand voice?
And then also, this is a loaded question,
but like do you have different CX personas?
- Oh, absolutely.
We can get to that at the end,
'cause I love that question.
But in terms of like setting a team up for success,
we work with an external partner for customer support.
And I do have a CX associate who reports to me
on Dr. Squat, shout out Chelsea, love ya.
But to set them up with the brand voice
and like make, ensure that they're really leading
every single interaction with a good vibe
is so, so important, 'cause when I stepped in,
and like in general, like the service
and like the outside contracted service industry
is so formal.
Like so like hello, sir, how are you?
Like how's it going?
And I understand because that's how, you know,
bigger brands want it.
Like you know, your cell phone service is gonna want someone
to answer an email like hello, sir or madam.
I'm so sorry this happened to you.
And we did have our team at some point.
They were still fun with it,
but they were still very formal when I stepped in.
And I wanted them to really step into the brand voice
because our customers will straight up just reach out
and be like, I love your ads.
I bought, you know, back when Cedar Citrus was a thing.
I bought a bar of Cedar Citrus, you know,
if we're talking current,
I bought a bar of coconut cast away and I love it.
And like if you are stuck in that like,
thank you very much, I hope you have a good day.
It's like not very fun.
- Boring.
- Right? - Yeah.
- So like the way that I train them is really just like,
one, I'm just cookie as is.
- Like I'm just gonna be honest.
- This is so cute. - I'm built like this.
But I think at the same time,
it was like not shying away from my own personality.
And I think that if we're gonna draw
from like my experience at Anthro,
I was a customer like front facing and back office person
leading a big team already.
So stepping into this role was already very like
sort of natural for me.
Cause I'm training front facing people again,
but in a different way.
And I think that it's really important to have the hype,
to have the forgiveness, but also to also understand
like intrinsically what your brand is going for.
So the tone shift between Anthro to Dr. Squatch
could seem like a lot for some people.
It's like, I mean, I probably look like
the prime Anthro customer, very Dain Tickerly,
who looks like she's about to like pick corn in a field
and make an apple pie.
- If you're viewing in checkout from us, Alfred.
- It is very Anthro, not a pie, but you know.
- It's like very cook-head, you know.
- You are, girl.
- Exactly.
And we have like a very like different set of customers.
At Anthro, it's a women's based brand.
But like I think that as long as you understand
who your customer is and give yourself kind of like
the leeway to really research like who you're working with.
- Yes.
- It comes naturally like training your team to do
that comes naturally.
- Yes.
- So, Anthro, it's like, yes, I do have a different customer
persona and I think my customer persona will always be
my old Anthro persona where I pick up the phone and I go,
hi, this is Anthro.
This is where I'm at, so nice to talk to you.
Can I help you out with anything specific today?
My voice immediately changes.
And at Dr. Squatch, I can't answer a phone like,
hey, guy, what's up?
Like, that's not me.
I'm gonna answer the phone with the same thing,
but I'm gonna understand the exact same like things
that I'll need to say to speak to our customer
where I'll be like, I hope you have a Squatch Tastic Day.
You know, you're gonna have to like roll with the punches.
- Yeah.
- And I think to get your brand voice to that point,
we did work with Scott, who does copy for us.
Love you, Scott.
- Scott, just copy.
(laughing)
- But we did work with Scott and our former community manager,
Johnny, to like really refine that voice
because like we're drawing from what they're saying online
and taking it back into our support team.
So it's like, yeah, I love being a Squatcher.
It's like, I'm just gonna steal that
and put it in our email, and you're gonna love us for it.
And I think that it's good because our support team
were like relatively young keeps.
They're like 18, 19 year olds, which again,
I think Anthro equipped me for that
'cause I was really young when I was working at Anthro.
And then when I became everybody's manager,
I was working with young people.
It's just really getting that across them.
It's like, yo, if you're at a store
and you're not vibing with someone,
would you buy from that store?
And they're like, no, I'm like, exactly.
So when I'm training them, I'm like, you gotta nail the vibe.
But it can't be a natural.
What if you're stiff and you're like,
watch Tastic Day.
That's not natural.
And they're not speaking to anyone on the phone,
but you could definitely tell when it's like,
it goes from like formal to casual to formal.
- Three-hundred and they're not.
Yeah, totally.
- Yeah, totally.
But like all in all, it's like, it's kind of a half answer,
but it's just like, I think that
brand voice comes top down.
- Yep.
- And especially in a support team,
you have to champion that voice.
- Yeah.
- And if you're like, not willing to,
it's not gonna come across to your customer.
- Yeah.
- Yeah.
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(upbeat music)
Switching gears slightly, but staying on the same subject,
like how do you think about personalization in CX
at ACT Doctor Squatch?
I know we're talking about like, okay, personalization
in the sense of like having a great Squatch-tastic day, right?
But like individually for those customers,
how are you thinking about personalization?
Are you like, bro?
- Yeah.
- Bro.
- Well, I think that again, it like came with training.
But our support team has a really good pulse
on like how long our customer has been with us,
how much they know.
We have really specific Shopify tags to denote
like who someone is.
Are they like a VIP customer?
Like did they make X amount of purchases?
They get auto-tag.
Are they a scrub club member?
Like they're also going to be tagged in Shopify.
So our support team will see them
and just be like, okay, well,
now that this customer is reaching out to this,
they've spent X amount of money.
They've had this many interactions with us.
And they look at the history too.
It's just like, sometimes you got history with someone.
It's just like, like, oh my God, love you.
- I know.
- And you can really just, and you know,
there's a lot of people involved,
but if you've worked with this person before,
or if this specific support agent
has worked with a customer repeat,
they'll usually get assigned that person's ticket.
- Yeah.
- Yeah.
- 'Cause then it's like it builds rapport.
It's like, I love you, Louis.
It's like, Louis is like, I love you too, Bobby.
- And we all have-- - That's awesome.
- Yeah.
- I like, I, 'cause I think at times you,
like when you have a support team
and you have so many tickets, you know, all these things,
you don't really think about like the personalization
of that sense of like having an individual customer support agent
working with an individual customer, right?
That they're constantly getting.
So I think that that's a really unique and good idea
that I wanna implement into like my teams that I manage.
- It comes, and it also comes from that answer of background.
It's like, we had women come into the store
and I told you I'm like, back office and customer facing.
We had women coming into the store,
they'd walk in, take their sunglasses off,
you're like, where's Roma?
I need Roma right now.
And it's like, I think that our customers,
even if it's like, you know, an online interaction,
there's no, not really a face of the name,
depending on what platform you're using,
but there's not really a face of the name.
But if you keep getting the same person,
you're like, oh my God, I'm so tight with this person.
- Yeah.
- And they just hit it out of the park every time I reach out.
You're gonna have like more attachment to the brand.
And also it makes it special,
'cause then you're not being like passed around
to like 7,000 people.
- Yeah.
- Yeah.
- Like knowing someone, it's like you're almost like,
you have an in.
- How big is your team?
Like including the outsourced team and internal?
- Around like right now, like 75,
it could sometimes go to like 170 low key.
- Yeah.
I mean, it depends on holidays, what's happening.
Wow, that's crazy.
- And I know them.
Like I visit their office, like near shore,
and they constantly say this to me.
They're like, I'm kind of like, wow, thank you.
But they're like, you're our sickest client, bro.
And I'm like, why?
Like I don't understand.
They're like, 'cause other companies aren't as tight with us.
Like in this world of like offshore support,
you know, our client isn't really interested
in getting to know us.
But then you're just like, what up, bro?
Well, how's soccer going?
Like, yeah.
You build that relationship,
and it's almost like you have an internal team.
- Yeah.
- I think it's important regardless of whether or not
they're internal that like, you know what's going on,
you care about their wellbeing,
like, and that'll probably encourage them to be like,
yeah, maybe I should put like three more seconds of effort
into this interaction.
- Well, you're exactly right.
Like, so a lot of teams are made up in various different ways.
Like it's internal or it's outsourced.
And either way, the culture of a CX team
is so important.
Whether the, like it's third party or internal,
like bringing people into the fold
is the only way you're gonna be able to deliver
a dope brand experience and a dope brand voice.
- Yes.
- Okay?
And that not applies, like my hot take is like,
it's not just CX teams.
Like I know people who like freelance marketing, right?
If you are going to be freelancing or having it,
or having any sort of third party outside of your company,
you have to bring those people into the fold.
And it's not just about like, okay,
like I'm gonna give you this SOP, like no,
build a relationship with them.
- Yes.
- Build a relationship of like showing them
what your brand experience is like,
'cause then you're gonna get better work out of them.
- Yes, you are.
And honestly, like when we have a new SOP,
I just take the time to walk them through it.
'Cause you know, you can give them an SOP
and be like, do this and they will do it.
But like there'll be like, fucks and like little like things
to sort out that you won't even know about
'cause it won't make it up to you.
But as long as you like have that open communication
with them and you're like, do you have any questions?
Is this unclear at all?
- Yeah.
- You just nip it in the bud.
- Yeah.
- It's just much more efficient that way.
And also like way more humanistic.
Like you always want to be like a tangible
and accessible person to these people.
There are no CX overlords.
That's like so played out.
(laughing)
That's a weird as out.
- CX overlords.
- Yeah.
- That's sure it's gonna be hilarious.
Okay, I wanna just dive into like retention a little bit.
The whole other side of CX, right?
How does Dr. Squatch think about retention?
I know obviously you have a subscription program,
all of these things and like you have these really
like dope brand experience that you're developing out.
But like what other tactics are you guys
utilizing to build loyalty?
- I think it's like it just also boils down to
and it's hard to be an every woman, you know?
You know your whole support team,
you know all your customers,
but really just being in the trenches
with your support team.
It's just like, yeah, I know Peter reached out
7,000 times last year about this rash
that he's developed and like maybe he should try
a different set, it doesn't seem like it's like no.
Yeah.
- The aloes not working for you.
- Exactly.
And I think retention is all about like again,
knowing your customer.
Like really, really knowing your customer.
Like sometimes almost on a two personal level,
we get photos in our inbox that we probably shouldn't get.
But like we know them, we know when we see them.
But I think that when we think about retention as a CX team,
it's just about alleviating all those pain points.
If we have somebody like yelling about the same issue
over and over again, and now they have like a mob of people
with like flames and like torches,
we're gonna be like, we gotta act on this ASAP.
It is a huge pain point.
And this is what people are saying about it.
And we do use people's messages and show those as examples
to people who want to understand further in our company.
And I think for us, like in terms of personalization,
you know, our support team is very versed and trained
in understanding again, like those customers,
they look at their profiles, they look at the tags
and also their purchase history.
We want them to encourage our customers to try new things
and really like not sell it to them,
but like even just like if we notice that the scent profile
you go for on our website is all citrus,
we're gonna be like, maybe you should give great fruit IPA
a shot.
- Just once.
- Like I've just like you've done summer citrus
and all of your subscriptions for the past two years.
Buddy, we want you to try something new.
And if it doesn't work out, that's fine.
But like we just want, we wanna push the balance
for you a little bit.
- Yeah.
- Yeah.
- So on your subscription programs, like are you suggesting
that to them like in the program itself
or is it a personal email?
- It's like a, it's, if we're having an interaction
with the CX team and they notice that you're a subscriber,
they're gonna do that work.
They're gonna dig into their subscription
and really like offer that opportunity
to do some one-to-one shopping with them.
And I think that that's the way that I want our team
to think about personalization.
- Totally.
And here's the other thing.
That also like turns your CX team into a revenue building.
- Yes.
- Right?
It's not just about servicing on them.
It's actually like the pro activity
of like servicing this information about the customer,
all these things like he's going to help,
he's gonna help your team actually be salespeople in a way.
- Yes.
- Right?
- Yes.
- And it's like, 'cause at the end of the day,
like everybody looks at a CX team and they're like,
"Oh, do you generate revenue for me?"
- Yeah.
- Yeah.
- Look at us.
So I think that's really like awesome
that you're like already thinking through those things
and like you're thinking about how to like
be revenue generating on your team.
- Yeah.
And I just think that there is so much value
in a CX team in general.
I think that yes, you want someone like kind of at the door,
especially if it's like an issue,
you wanna resolve the issue as soon as possible.
But it's like creating that lasting impact
with your customer is going to bring them back in.
And I think again, it's just something that comes
from the perspective of me working
in that position at Anthro.
We were always so customer centric.
And like, yes, if an interaction is lasting me
like an hour and 30, I do know that that customer
is gonna come back looking for me specifically,
but even if they don't look for me or if they don't find me,
they're gonna like still be helped out by like great people.
- Yeah, and they're gonna have a dope experience, right?
- Exactly.
And they're gonna be like the brand experience.
- And right, and you're looking at, you know,
and you can also look at this in that perspective,
where like you're working at one of many locations,
we're working in a brand of, you know,
like many varieties online.
What's stopping that person from going elsewhere?
The entire interaction you have with them.
That's what's stopping it.
Like where they're not just to help out
and just be available, but we're there
to turn that frown upside down.
(laughing)
- I say that all the time, turn that frown upside down.
- I love it.
Okay, so we're talking so much about like personalization
and like delivering this dope experience,
but I'm actually really curious,
'cause I talk about this a lot with other like CX leaders.
How are you incorporating AI into your tech stack?
Like are you even doing that?
- No.
- Ooh, spicy.
But like we, it's on the right now.
- Which I don't assume to actually.
- We want to, right?
But like I think that the time,
at the time when we were really exploring it,
we were looking at, oh my God,
looking at it at a deflection standpoint.
- Yes.
- How many people can we deflect?
How much money can we save?
And like I think that there are operational tactics
that you can implement for your support team
to make that happen, you know,
without having that AI tool.
And I really don't think you should be asking like
what AI could, isn't this like a JFK quote?
Like but you shouldn't be asking what AI could do for you.
But like how could you could best
- What can you?
- utilize it for your business.
And I think for us, while we're like no longer kind of
in like the extreme, like we need to deflect everything space,
it's just like, okay, how could it help us drive our goals
of having like this elite customer experience?
Like how could we use AI to like really like start
to segment like, you know, sentiment for customers?
Like are they happy in their interactions?
How do we rate that?
Like we don't have a rating scale.
We just literally read the tickets
and vibe it out right now.
It's like seems upset and it's like 7,000 customers.
They seem a little bit angry, but like,
how do we score that?
And I do think an AI tool can help you with that.
I think it could help deflect if that's your goal.
But you really have to ask yourself like, okay, cool.
We know our business need, but how could we as a CX team
work towards that need, but not sacrifice
the quality of our customer experience?
- Right. - Yes.
- Right. Well, I think, I think some people,
like I think about it in from a deflection standpoint.
- Yeah.
- But I, but it again, it all depends on audience, right?
- Yes.
- So like I'm thinking about it from a deflection standpoint.
So if I'm looking at like a creator led branch, right?
Like I know because I come from that space that like,
I'm gonna get a lot of inquiries about that person
being a fan of that individual selling the product, right?
So those are tickets like, I still want them
to have a dope experience, but I want them,
I kind of want them to be deflected, right?
Like when I worked at Beast Bowls, like the,
I love Mr. Beast, like those are sick.
I want you to have a sick experience,
but at the same time, like I really need my team
to concentrate on like the human experience
that like the customers need, right?
- Yes.
- So like I think about it from like deflection,
but I absolutely agree with you that I think we haven't even
scratched the surface of like sentiment analysis
and any sort of like data points, right?
Like I think there's tools out there
that are definitely doing it, but now it's like,
we don't need to constantly think about it
from a deflection standpoint.
We need to think about it of like,
how do you analyze thousands upon thousands of tickets
to understand a feedback loop, a sentiment loop
to then drive that into the rest of the company?
- Yes.
And I think that even from, again, it's like,
it depends on like who your audience is and our,
when we, so the T, it's not really T.
The T is that we tried to implement an AI tool.
And I think all of it is definitely how well
you could train that AI.
- Yeah.
- Then we realized during that period,
how complex our interactions were,
because we were drawing from so many channels.
Like there's only so many things.
You can keyword, there's only so many things that like,
you can predict from our customers.
Like 'cause someone could say, I love Dr. Squatch,
but in the same breath, be like,
my niece used it and got the worst reaction.
And we're like, oh, and what if like you're working,
you know, with like one of those tools?
- Yeah.
- And it routes that first part of that interaction.
Like our customers will send us seven paragraph essays.
And I'm like convinced that all of them
are like English majors because they're also like,
smart.
- Okay, the pros is giving.
(laughing)
One of them will make it up to me.
I'm like, all right.
Like we know who is an English double major.
But yeah, like it gets to be very complex
when you're looking for an AI tool,
but you don't even know what you want.
- Yeah.
- Yeah.
Right now we're just kind of like,
okay, let's figure that out guys.
But I think in terms of, I mean, what brand was it
and feel free to like, I would be so funny
if there's like a bleep when I say this.
I think it was American Airlines
where their generative AI tool made a policy.
Was it Ford?
I for, it was like a.
- Okay, go ahead.
- I love, I'm anticipating they're being like bleeps
when we're saying those things that'd be hilarious.
But anyway, yeah, their generative AI made up like a policy
that they had to just like adhere to
because it was just told to the customer.
And I think that that is probably great customer experience
that they even like honored it.
But like, yeah.
- Yeah.
- I think like Ford, there was something like a story
about Ford did something crazy
where it's like somebody messed with the AI
and sold them a vehicle for a dollar.
- Yeah.
- Yeah.
And you will have to think about how much time you can put in
as a team to train that.
What like repercussions you're ready for in terms of like,
what if a generative AI tool like told a customer
that our soaps contained like this thing
or like 100% natural, that's, that would be wild.
Like, because we'd be like, okay, we have testing.
And like it's 98 to 100% naturally derived.
But like, we'd hear police sirens, I get swatted.
Like I'd be like screeching in the background.
- Yeah.
- Yeah, you can't have it hallucinating on your clients
about like your consumer package.
- But I do trust the process when it comes to AI.
I think it's so new and everybody's hopping in on it.
I think that something that we do really well
is learn from everyone else.
Like everyone at Dr. Squat, we kick you with everybody.
We're like, what are you guys doing?
How's it going?
- Yeah.
- And then we make that decision based off of our needs,
based off of how it helped someone we know really well.
It's all about rapport.
- Yeah.
- Yeah.
- Absolutely.
- Well, we've come to the end of the road.
Like I told you, it goes by so quick.
- This is what I feel like five minutes.
I love yapping.
- I do.
- I love yapping with Roma.
- Yes.
- Roma, tell the crowd where they can find you
'cause I think you have really valuable insights
and I want people to talk to you more about this.
- You can find me on LinkedIn.
I think it's backslash Roma Aumol.
And otherwise, yeah, that's really to say.
- At Dr. Squatch.
- Oh, at Dr. Squatch.
If you email the support team
and you mentioned my name, they might freak out
and then send it to me.
So you can do that.
- I'll put at least Turlinked in in the show notes.
- Yes.
I appreciate you coming on.
- Thank you for having me.
- So nice seeing you in Vegas.
- I know.
- And to everybody out there, we'll see you next week.
- Hey, wow.
You made it to the end of the episode.
That means that you like me and I like you,
which also means you should subscribe to this show.
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