Episode #150: The Contact Center Revolution

Customer communication preferences have changed. And the pace of change has only accelerated during the past year. In this CX Network Live webinar, Georgina Wilczek and I talk about how to have meaningful conversations with your customers, and why great customer service must integrate all communication channels.

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PODCAST TRANSCRIPT

Grad
Oh yeah, it’s the summer. And it’s time for summer reruns. Yeah, you thought reruns were gone, didn’t you? They’re back. They are back on the Unified CXM Experience. I’m your host, Grad Conn, CXO or Chief Experience Officer at Sprinklr. And I’m going to do my very first rerun here. I’m very excited about this. On July 13, I had a chance to talk to Georgina Wilczek, who, by the way, has one of the greatest accents I have ever run into. Man. Fantastic voice, I could just listen to her talk all day long. Anyway, Georgina and I had a really interesting conversation, as part of the CX network Contact Centers 2021 event. I talked a lot about where contact centers are going, where customer care is going, of course, talked a lot about Sprinklr, and how the unified platform for customer facing functions is particularly well suited to customer care. Because we can gather all the feedback that people are generating out there, sort it, turned into a profile, allow the company to collaborate productively around it, and then engage and solve the problems that people have. And it’s not always a problem in Customer Care. Sometimes it’s, I want to amplify someone who’s having a joyous experience. Sometimes I want to answer a question that someone may have. And sometimes I’m going to solve an actual problem that may be occurring. So that’s what Georgina and I talked about, we had a great discussion, some new deck visuals. So if you’ve not had a chance to see those yet, you can check that out, we’ll provide a link to the actual video event at the end of this podcast so you can check it out. There’s an awesome video of a bear chasing a bicyclist and I won’t tell you how it ends. But let’s just say the bear looks very satisfied. So no further ado, here we are CX network Contact Centers 2021.

Georgina
Well, welcome Grad, it’s brilliant that you’re able to join us today. And basically, the title of this session is the Contact Center Revolution. So first of all, I’d like to take this opportunity to ask you if you can unpack that a little bit and explain to the audience what we’re going to be covering over these next minutes.

Grad
Okay, great. Thanks. Thanks Georgina. And it’s great to be here. Yeah, so I actually think we’re in the midst of massive, massive revolution in contact centers. And this is not just me saying this. This is what we’re hearing from our customers. And at Sprinklr, we work with the world’s largest corporations, about half the Fortune 1000 works with us and 91 of the top 100 brands. So we’ve got a pretty good sample set. And what they’re saying is that two things have happened. One is that customer expectations have changed, and they were already changing, but the last year and a half of the pandemic has forced even a greater acceleration. And now people really want to interact with companies via messaging and asynchronous types of communication. We’ll talk about that a little bit later. The second thing is that a lot of agents are now at home. And so things like VoIP that weren’t really possible when we had large, concentrated contact centers are now possible. But because agents are at home, the requirement for simplicity in their interface has gone way up. And what we’re hearing is people are looking for a single screen, not multiple linked windows, and that from that single screen, they want the agent to be able to do voice, email, and everything else, that’s actually got some challenges as in the opportunities, the opportunity is that VoIP, which isn’t really possible in multi agent setting suddenly becomes possible in an agent at home setting. The challenge is that agents at home need a much less complex IT setup. And so they’ve got to have a single screen that allows them to communicate across multiple channels. So they’ve got to be able to have email voice, WhatsApp, messaging, DMs on X, formerly Twitter, all that has to be in one single interface and ideally with a single view of the customer on already. And so these two forces are causing a massive rethink and revolution in contact centers. And if you think about it, some of the technology in contact centers is pretty old that some of oldest IT in companies exists in these places. So the revolution is that we’re going to have to do away with the old green screens and some of the old systems and really rethink the way we’re doing everything. So it’s a pretty exciting time. But, you know, you don’t always want to live in interesting times. And this is definitely one of those.

Georgina
From what you’re saying, it’s also the fact that people are now increasingly operating from home, which is helping to drive that revolution. So do you think that’s something which is going to continue now that people talk about getting back to the new normal.

Grad
So I don’t know what new normal really looks like. But I know it’s not necessarily everyone in the office again. And I do think there’s something that companies are saying, “Hmm, it’s an interesting opportunity here to downsize, you know, agents can maybe come in and do some training in the office. But we can actually probably attract people more easily from different places. We don’t have to just get people that live in a certain region to work with us”. So I actually suspect that, particularly in contact centers, this distributed nature of the work is going to continue and accelerate.

Georgina
So AI can obviously be very useful. And that’s great. There’s a lot of scare mongering in the background about AI, being the robots are taking over and you can tell the difference between what is AI and what is a real person. Is that something that you’re beginning to close the gap on now? What would your advice to contact center professionals be, who may be looking to integrate more AI into the systems that they’re using than they have currently?

Grad
Well, personally, I salute our robot overlords. And welcome there, just in case they’re listening. No, I think I think AI is widely misinterpreted. And I actually blame Hollywood for that. In the 1970s there were a lot of films like Westworld would be a good example, the original Yul Brynner version, where robots are just coming into existence, right? And people in Hollywood immediately extrapolated the robots to “you know, aha they’re going to replace human beings and we’re not going to be able to tell them apart”. Well, in fact, what robots actually did is they started building cars, and they paint cars. And if you look at the way robots are very prevalent in our society, right now, I’ve got a robot vacuum cleaner, for Gosh sake. I hope if it’s listening, it better to be working right now. But they’re not really replacing humans, they’ve become quite helpful. But we’re in no danger of being replaced by robots. Okay, so now it’s AI. AI is the next big scare. The fact is that there’s nothing in AI that’s going to replace a human, it’s an aid to humans. I’ll give you a couple quick examples. So, when I was at Microsoft, I was Chief Marketing Officer for Microsoft US for many years. And we were one of Sprinklr’s early customers, we had a quite a challenge in doing keyword searches on all these different modern channels. And we were listening to about 125 million mentions a year, so we had a reasonable volume. And if you think about the type of products that Microsoft has, we would use product names that were pretty common words, like Surface, Windows, Office, and my favorite, of course, Word. It was really hard to be able to separate those, then there’s some products and it’s super easy like Kleenex and stuff like that. But those were really hard. So we turned to Sprinklr. And we said, you know, we need to be able to tell the difference between someone who’s saying, I need to clean the windows on my office, which we were picking up, and I need to clean Office off my Windows, the first one had nothing to do with us, the second one had everything to do with us. And then we would definitely want to talk to that person. And so Sprinklr was the early AI and they all started working on that and became incredibly helpful. So the first function of AI is to sort, and the sorting function is extremely helpful. And what we find is, as we started pushing AI into our customer experience centers in different places where people were doing a lot of this response, we would be able to double the productivity of community managers almost instantaneously, because they were spending so much time just simply sorting through messages. Now, again, that’s not replacing anybody that’s actually making people more effective, because I have not yet run into a company where they’re saying, I’m easily getting back to everybody who wants to talk to me across every modern channel, in every review site, and every forum, nobody’s got 100% coverage. And so you’ve got to get your team to be able to cover more. The second thing is that AI can be super helpful, especially with newer agents and helping agents leverage each other’s expertise. And so one of the things that we do is that we look at the answers that are well responded to by customers. And we essentially surface those to everybody in the agent community for that company. So we’re using the AI to help the best responses from the best agents be available and visible to all agents. And so all agents can leverage that. And what we find is there’s a virtuous cycle of “Yeah, that is a good response. Believe it would be better if I added this …”, and then that becomes a slightly better response. And so over time, you sort of ratchet up the hill. I would say that the other thing that people talk about is not AI, but it’s bots and bots will use AI to have conversations and as long as you identify it as a bot, bots can be super helpful. So like, if I just want to know the park times at Walt Disney World, I don’t really need to talk to an agent, I just need someone to tell me what the park times are. And I might have some queries about when the fireworks will be, and which Park is open later and that kind of stuff. And a bot can easily handle that. And as long as it’s telling me that it’s a bot, I’m totally fine with it. It’s super responsive and I can get to it quickly. My favorite example, and this will blow your mind, I think you’ll like this. So, on Xbox, there’s a sort of a protocol when people call in. And people will call in on Xbox and they’ll say they have a problem with the product; they’ve got disk isn’t ejecting, or the controllers aren’t connecting, or the screen is blank, that kind of stuff. And the agents were trained for many years to ask this simple question as the first question. And the simple question was, see if you can guess it, actually, what do you think the agents are trained to ask us? The first simple question,

Georgina
Have you tried turning it off and back on again?

Grad
Very, very close, but it’s actually the half of that. Have you turned it on?

Georgina
Oh, wow.

Grad
Have you turned it on? And, and a percentage of the time people would say, “Oh, sorry. Okay”. What percentage of the time do you think people would say, “Ooh, I should have turned it on”? Guess.

Georgina
Oh, gracious. I would think probably higher than I would like to think. I don’t know, let’s go, say 10%.

Grad
That’s a pretty good guess. It’s 30% of the time.

Georgina
Wow, three, zero?

Grad
Yes, I know. And so it is one of those things where everybody is losing in that scenario, because the agent is like, a third of their day is spent telling people to turn their Xbox on, very unrewarding work. And for the customer, they’ve maybe waited, who knows how long. Sometimes it can be a long time, right? May wait a half an hour to be told to turn the thing on. So you call in now, a bot immediately intercepts you. And he goes, before we try to connect you with an agent, could you please check to make sure your Xbox is on? “Geez, never mind”, and then they hang up. And then the agent is happier because they’re not getting these silly, ridiculous questions from people and the customer is happier because they instantaneously get a helpful tip that helps them solve their problem and get gaming as quickly as they can. So that, for me, is an example where this stuff is just super helpful. I’ve yet to see any scenario where AI has taken any jobs away. All I’m seeing, especially in our field, is it making agents happier, making them more productive and getting more coverage. And ultimately, companies have got to get to a program where they’re getting to 100% coverage. One of the only companies I’ve seen on the planet who’s committed to 100% coverage is L’Oréal. L’Oréal is saying “we will respond to 100% of the comments made about us anywhere”, they’ve got to work to do to get there obviously, but it’s a beautifully ambitious goal. And they’re really increasing the number of seats that, they have Sprinklr for this, but they have 1000s of seats and their idea is to turn their whole company into a response mechanism to all the consumers that are out there. But in order to do that, they’re going to have to use AI and lots of other tools, because at some point, they won’t have enough employees to do everything the old-fashioned way. And so that’s how all this stuff helps.

Georgina
It’s phenomenal. The scale that you can get to using this kind of method. So that’s great. Just going back to the graph that you’re showing as well at the moment on the screen about how the younger generations are turning towards messaging. I mean, if we have a look there, I think messaging is the one key factor that everybody is beginning to, to kind of hone in on. You’ve always got your mobile with you, haven’t you? So it’s a very easy mechanism by which to get in touch with the contact center and start the ball rolling. And, and from what you’re saying then, your recommendation would be that not to artificially move, or try to migrate and inquire across from whichever channel they come in on. So if they come to you on messaging, you want to keep them on messaging to try to get their entire query resolved, if you possibly can do, without flipping them elsewhere. Is that how you’re thinking about it?

Grad
That is exactly how I’m thinking about it. If someone walks into your store, you don’t tell them to go to the next store, right? You don’t force people into an interaction that’s uncomfortable for them. They’ve approached you a certain way you should…  you don’t have to. You can do whatever you want to do. You can go tell him to send a carrier pigeon. By the way, I actually once did a carrier pigeon campaign. This is an aside. I was trying to get senior executives to respond to a program and so I sent carrier pigeons and said if you want to see this presentation, put this note in their leg and then send it back to us. 70% of the carrier pigeons were returned. And I can only assume the other 30% were like you know, what do you think happened. I don’t know …  dinner? I don’t know what happened to them. 70% came back. Anyway, you could say that. You can say anything you want as an organization, there’s no rule. But if you’re really going to be customer centric, don’t you want to do the thing on the place the customers in? Don’t you want to be where your customers are? And I would say that, you know, when people sort of challenge me on this and say, “Well, we want to do it this way, we want to do it that way”. My response is always the same, which is, “That’s completely your prerogative, you can do whatever you want, I think that’s fine. You can do whatever you want. But be aware of the fact that somebody else, very likely a competitor, won’t do that”. And when they become more responsive to people in the places that the people are, people will prefer to work with them. I mean, this is a simple example. But I had a car dealership, I have a Ford Mustang, which is great car, but it needs to go in for maintenance on a regular basis, potentially, because of the way I drive it. possibility, I’ll entertain that.

But this dealership, would only call me when I brought it in for service, and when you’re taking it in for service, they’re always finding new things. But they would only call me on the phone. And it’s almost impossible for me to answer calls, I’m on something like this, or I’m in some sort of meeting all day long, I can handle a text. And I can authorize things and stuff like that. But I can’t just pick up the phone randomly. I’m in meetings. And so days would go by of me not being able to intercept these things and get the car done. And I said to them, “could you please text me” and they said, “we don’t have that capability”. So I found a dealership that did, and I switched dealerships because the communication preference is becoming a part of the way people live their lives. And if you, as a business, don’t want to honor that, again, that dealership … that’s their prerogative not to use text, but they missed out on thousands of dollars of service for my Mustang that they would have had otherwise, because they were too stubborn to put texting. I wasn’t asking for anything super bizarre, like carrier pigeons. I was saying, texting. And so, those sort of examples to me are emblematic of businesses having to make a Copernican shift in terms of how they will look at the world. So you know who Copernicus was, right? He invented the idea or created the idea that the earth was not the center of the universe, the sun was the center of the solar system. And so, Copernicus’ invention, was, he challenged the long-held belief that the earth was the center of the universe. And, you know, observationally if you stand in the field, for a few days, I encourage you to try this sometime, you and I could do it together maybe some time, it does appear that the earth is the center, right? Like you stand on the field, it doesn’t seem to be moving, it’s flat, and then the sun comes up over there, and it goes down over there, and sun comes up over there the next day and goes down over there the next day, seems fine, right? Like that sort of seems like the sun’s going around in the circle around a flat plate. But when you obviously try to do the calculations and try to understand the movement of the stars, and you try to calculate when Easter is going to occur, and equinoxes, and retrograde motion of Mars and all that kind of stuff, none of it makes sense in that heliocentric universe. And so basically Copernicus said, maybe the sun is the center of the universe, and we’re going around it. So that Copernican shift is, I think, the same thing that companies need to do, which is, most people sit in this universe where their products and their world is the center of their universe. And that’s all the way they think about it. And they think these are the channels I want to use; this is the way I want to be. But you know, what if you think about it as your customer is the center of the universe, and you need to orbit around the customer’s preferences, and the customer’s desires and the customer’s needs, you operate in a very different way suddenly, and you stop thinking about what you like, and start thinking about what your customers need. CEOs and others, in a survey with Forrester of more than 300 companies, 83%, are saying this is super high priority. But everyone is, “we’re not where we need to be”. And so that’s why I think the revolution is happening. And I would suggest that contact centers are the pointy end of the sphere, to make this revolution in customer experience happen, because it’s your customers who are calling contact centers, it’s your best customers often because they care enough to call and your highest priority prospects for the next sale are calling your contact centers. And too often people think about contact centers in this sort of separated version of the world. I would suggest the contact centers are your most important marketing tool. And so optimizing the performance of the contact center is the most important thing you can do as a business.

Georgina
Yeah, that’s excellent advice. I mean, a lot of people have been inquiring and particularly with connection to this event is they’re all getting going now. We’re coming out of the back of the pandemic, a lot of people have made perhaps rush decisions in order to keep the contact center going over this last year while we’ve had such extraordinary circumstances and people have been accessing from home, and perhaps they’ve moved some elements already up into the cloud and digital, but they’re not sure that what they’ve picked is exactly right for them going forward in the long term. And if they have to now get backing from top management to change the way in which their contact center is functioning, what would your top recommendations be then, in terms of what they need to be focusing on?

Grad
Well, I would say they should buy Sprinklr. Okay, I’ll expand on that a little bit. So a powerful presentation to top management, I think, would have three components in it. One would be going back to my original comments sort of half an hour ago, I think you’ve got to update management on the fact that your customers are in new channels. And I would do a listening survey first, to show management where mentions of your products are occurring across forums and blogs, and all the social platforms and all the messaging platforms. That I think is very helpful because management generally will understand the concept of being where your customers are. The second thing is, I think you need to have a pretty frank discussion about where your talent is going to come from. The one thing that’s kind of interesting outcome of the pandemic is that it feels like people have disappeared, I don’t know what happened. But people are having a really hard time hiring. And I don’t know if people dropped out or there’s been this dislocation that has caused a major labor shortage. So the competition for talent is going to be really high, particularly in contact centers. And there’s always traditionally been a lot of turnover, and it’s been hard to find great people. So you’re going to need to be an amazing experience for the agent. You want to have that agent in a seamless environment where it’s easy to use, you want to be able to offer perks and benefits, like being able to work from home, and you want to be able to help them do ultimately what I think all great contact center agents want, which is they want to be able to help customers, they want to be put in a situation where when someone calls and they’re frustrated, they can resolve the issue, I think it is an innate human need to want to help other people. And in particular, people go into this industry, they really like that. And if you can make that easier for them to do, they will, they will love that job, and they’ll stay in that job. So number one, management needs to know that customers have changed where they are. Number two, they need to know we’re in a massive talent competition, and we need to over deliver there. And then number three, and this is where you know, it’s a little bit more strategic, is that I think you need to quantify the impact of customer experience on the revenue of the business. And then make the linkage I made a few minutes ago, which is, there are many studies now showing that a one- or two-point improvement in customer experience can deliver hundreds of millions of dollars in value to the bottom line of company. It’s a really good study by Forrester on this actually. So go to management and say we want to take our customer experience score up by three points. And we believe that will deliver a new bottom line total of 300 million. And our most strategic investment to do that is the contact center. To do that well in the contact center, we have to have great technology that makes agents love working there so that they can make customers happier on the channels on which they prefer to be on. I think that’s a reasonably compelling argument. I used to work at Procter and Gamble in the early part of my career, and you always make a recommendation based on, is it on strategy, that’s your CX point, is it proven, that talks to where the customers are, and then is it cost effective, and that talks to agent retention, and talent competition.

Georgina
These are really good tips for anyone who’s looking to change things up over the next year. So thank you very much for that. So messaging is exploding, you were saying. And, in short, it would seem as though when I looked at this grid, the thing I was really struck by is that North America and Europe are catching up with Asia Pacific who has already been messaging, presumably for quite some time. They got into the habit of it now. But we’re really seeing this taking off, aren’t we?

Grad
Yeah, and APAC has always been a bit ahead because they sort of skipped over some of the infrastructure that was built in North America, but you know, it’s messaging is going to is becoming a dominant form because it can be done asynchronously. It was so funny because like I’ve been saying asynchronous and synchronous communication for a really long time. And I know I’m like a sort of, I think slightly nerdy and slightly geeky, my girlfriend would say very nerdy and incredibly geeky. But whatever, wherever we want to land on that spectrum, it’s always been sort of like people kind of looked at me, weirdly, what’s been interesting with the pandemic, is this concept of asynchronous communication has become part of the education lingo. And so my nine-year-old niece, the other day said, “Oh, yeah, I’m doing an async class tonight”. And I said, “Really, did you say async?” And she goes, “Yeah”, I said, “You meaning like, you’re not talking to your teacher live, you’re just doing it on your own?” “Yeah”, and they’re calling it async all over the place. So I think that people are starting to kind of cotton on to this idea of, there are two types of communication, one I’m connected to you live like I am right now with you, or I’m having communication with you iteratively over a potentially very long period of time. And that move to iterative asynchronous communication is a very fundamental shift in the way that humans operate. And companies have to adjust to that.

Georgina
Yeah. So looking at the next slide, as well, just, if you want to talk us through this one – Customers are connected and impatient.

Grad
Yeah. So for me, one of the things that is challenging, I guess, is that we have a tendency to not take seriously some of this stuff. And one of my favorite stats is that 95% of people will share a bad experience. And one thing I always try to tell people is remember that everyone’s networked now, so when they’re sharing a bad experience, maybe they shared a bad experience in the 1970s, they would do it over a backyard fence. And it would be no big deal. When they share that experience now, they’re sharing on a massive global network that can reach everybody. So try not to deliver bad experiences anymore. People are reading reviews, they’re looking at that, I mean, people read reviews for everything. Even when I’m buying paper towels, I read the reviews, because I want to make sure that the quantity that they mentioned is the way it’s been shipped. And sometimes people will say it’s 12, they don’t mean 12 they mean a gross. I’ve got a garage full of paper towels now, so it’s like you have to sort of be thoughtful about this. And so I think the other stat, which I always like to just point people towards is that 75% one, the top right-hand corner, which is this. Companies are still like, “Hey, you got to come to me where I want you”. But what’s happening is customers are posting where they are, like they’re posting things on X, formerly Twitter, or they’re posting things wherever. And they expect a reply to those posts within five minutes. How many companies are literally getting back to people within five minutes from a random post on X, formerly Twitter? It’s rare. It’s not zero, like there are definitely customers who are doing this, but it is not the common motion. But that is the expectation. And there’s a really good Harvard Business Review study showing that when you actually do do that, you generate not only greater loyalty, but a higher willingness to pay more money for the product. People want to work with companies that will respond to them and be responsive on the channels that they operate on. Because that’s a higher level of service and connection. And then that product is worth more in that context. In fact, even in the first hour, you’re still going to get a bump. But after an hour, essentially getting back to people is still important, but after an hour, you’ve lost that edge of ‘we’ll pay more for this product’ because they’re so responsive.

Georgina
That’s incredibly high expectations, isn’t it, and something really for us all to be aware of. Certainly higher than traditionally, when we maybe used to be on the phone forever to try to get through. I mean, it’s great that people ….

Grad
Is it? Really? If you walked into Harrods. And you went to ….  just stay with me for a second. You walked into Harrods, what would you tend to buy at Harrods? Or Selfridges?. Let’s go to Selfridges. You go to Selfridges. And you go to the watch counter. Okay. How long do you think it would be appropriate for you to stand at the watch counter waiting?

Georgina
Yeah, I get your point.

Grad
How would you react if you had to stand at the watch counter for five minutes before a salesperson came and helped you? It’d be weird, right? That’s all it is. And the fact that people do think that this is, “Oh boy, a lot of expectations”. No they don’t. We’ve trained people to walk into a store and be served immediately. So why can’t they be served on anywhere else immediately. That’s just the expectation. And the other thing is, remember that expectations are set in other industries. So when you use Uber, how long do you expect to wait for an Uber? Well, how long they tell you. They’ll be here in three minutes, they’ll be here in seven minutes, they’ll be here in 10 minutes, or whatever it is. And you’re like, I’m totally cool with that because I know how long it’s going to take. And they show you exactly where your little car is as it’s coming along. Well, that now is the new standard for all industries. You don’t think of it as just ride hailing, you think of it as, well, that’s how I want to know where my pizza is. And that’s how I want to know where my hairdryer is. And that’s how I want to know where my jewelry is like, why can’t everyone tell me how long it’s going to be? And why isn’t everyone getting back to me right away? So we have revised, radically revised, consumer expectations in enough categories now that those are now the expectations everywhere.

Georgina
Fantastic. We are very nearly out of time. However, there is a question that I’d like you to try to address if you can before we go.

Grad
I hope it’s a zinger. I hope it’s a really tough one.

Georgina
Well, it says you haven’t mentioned CRM, where does CRM continue to fit in the approach to supporting our agents to help customers?

Grad
Well, this is a super interesting question. It’s a great question, by the way, and the answer’s 42.

Georgina
The answer is 42?

Grad
You don’t get that? No, you don’t get that.

Georgina
I get that. Yeah.

Grad
Okay. All right. Well, maybe we can be friends. Okay, so the actual answer. So there’re actually two systems that people need these days. There’s the traditional CRM system, which contains the transactional data from your customers and it’s a relational database. There are many excellent CRM systems out there like Salesforce, Microsoft Dynamics, NetSuite, a whole bunch of them out there. That doesn’t go away. CRM has to be there. But what we’re finding is that the really interesting data is the experience data. These are the things that people are saying about you online. And they’re saying and remember in lots of different ways. They’re using emojis, they’re using memes, they’re using pictures, they’re using videos, it’s not stuff that neatly fits into a relational database in a CRM system. So what companies are doing is they’re building a CXM database, customer experience management database, CXM database. It’s CXM plus CRM that is the new CDP. Some people are calling it CXDP. But there’s a sort of new CDP, which takes the transactional data and the experience data, puts it as a single 360-degree profile. And now as an agent, I can not only know what you purchase, but I can also know what you said about the company or what reactions you had or what things you did on the website and all that kind of stuff. It’s that combination of experience and transactions. It’s critical, and it’s an excellent question.

Georgina
It’s fantastic. Thank you very much. A great answer as well, in a fairly swift amount of time that we have left but much appreciated, Grad, and thank you, the audience. I hope that you found Grad’s tips useful, and it is interesting to hear about all the changes that we’re all dealing with in the contact center. There’re so many different factors which are making everybody move towards digital and towards all these different types and ways in which they can get in touch. So, definitely something that we will have to be paying a lot more attention to moving forwards but that’s fantastic. Thank you so much for all of the slides that you put together as well, Grad. Much appreciated.

Grad
And that’s a wrap, CX Network Contact Centers 2021. I want to thank Georgina Wilczek. She was an amazing host and amazing interviewer. We had a lot of fun together. And I also say the prep times and the prep before the session was great as well. She was really easy to work with and it just was a joy from beginning to end. And that is all for today. So for the Unified CXM Experience, I am Grad Conn, CXO or Chief Experience Officer at Sprinklr, New York Stock Exchange listed company, ticker symbol CXM, and I will see you … next time.