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Meet the Panel
Jim Rudall, General Manager EMEA at Inutit Mailchimp: Welcome everybody to our panel discussion on how customer experience can drive awareness and word of mouth. I'm Jim Rudall. I'm the general manager of Intuit Mailchimp in EMEA, and I'm very excited to welcome our panelists and to be moderating today's conversation. So I'm going to introduce our panelists in a second and allow them to say a few words about themselves.
But first, I think we should very quickly talk about what we're gonna be covering today. So in a highly competitive market, customer experience has become the cornerstone for building brand awareness and fostering positive word of mouth. So this panel is going to explore the strategies, tactics, and practices that businesses can implement to leverage exceptional customer service as a catalyst for organic promotion and customer advocacy.
So we're going to dive into topics like the role of exceptional customer service and creative, positive customer experiences, actionable strategies to constantly deliver superior customer service, effective methods for gathering, using customer feedback and reviews, and also the importance of monitoring and responding to customer feedback to manage brand reputation.
So, with no further ado, I'm going to quickly introduce the panelists. So first we have Amy Vetter, Global Senior Manager, and Catherine Hanys, Head of Customer Insights at Le Shuttle. and finally, last but not least, Chloe Ward, who is the Customer Insights lead for Community Operations EMEA at Uber.
So please welcome the panelists and let's hear from them very briefly about their experiences on customer experience and word of mouth, quickly, Catherine, a couple of seconds on you and your, your expertise here.
Catherine Hanys, Head of Customer Insights at LeShuttle: I'm Head of Customer Insights at Le Shuttle, formerly known as Eurotunnel. That might be how you know us, although we prefer to be known as Le Shuttle these days.
I've been with the business for about five years. I've always worked in travel, in some capacity. And, I joined Eurotunnel originally, sorry, I joined Le Shuttle originally, as, a CRM, CRM transformation packet, and, I've been with the project. And then we moved into research insights really off the back of, off the back of COVID and restructuring. So it sort of became a passion that I landed in a few years ago.
Jim Rudall, General Manager EMEA at Inutit Mailchimp: Thank you Catherine. And we will all remember to stay on brand and use Le Shuttle going forward. Thank you, Chloe, over to you. Tell us about yourself.
Chloe Ward, Customer Insights Lead Community Operations EMEA at Uber: Thanks, Jim. Hi. so I lead the customer insights team here at Uber EMEA. I've been with the business for nearly three years and I come from a background in marketing consumer research. So always been trying to understand what makes customers tick and you know what's a good experience, what's a bad experience, and what we can do to always try and turn bad experiences into good ones.
Today I do that through the context of customer support at Uber. So we look at a lot of customer feedback and a lot of, customer support and, customer interactions and try and understand, you know, what are the problems that our customers are having or what are the challenges that they're facing, whether they be our drivers, riders or on the Uber Eats side of the business, people that are ordering food or delivering.
So looking at all of those different user types and understanding, you know, what's a good customer experience and especially what's a good customer support experience.
Jim Rudall, General Manager EMEA at Inutit Mailchimp: Amazing. Thank you, Chloe. Amy, you've got the most exciting background, by the way, today. Big fan of that. Tell us a little bit about yourself, Amy.
Amy Vetter, Global Sales Manager at DTC: I come from a digital background. So, I've always kind of worked from that side. You don't have a digital background unless you've got customers, right? So I always look at it from that angle and I've worked across a number of brands. so from, you know, selling TVs and mobile phones at Samsung to selling, condoms and feed products at Rekit. and now I'm, I'm in a different industry again.
So it's the different industries, but everybody's got consumers and we all have our own customer experiences and even stepping away from that as a human, you know, we're all customers. Right. And it's I think that's the thing that is the most important is how even in everyday life. How do we operate and how do we talk about different brands to our friends, to our family?
How do we talk about it rather than just looking at it from the flip side of how can a brand actually use it? It's how can you, you look at it both sides.
Jim Rudall, General Manager EMEA at Inutit Mailchimp: It's a great point. And it's worth remembering as we go through this discussion that we're all consumers as well as experts in this. So I look forward to hearing a bit more about those perspectives.
How to make buying simple with Amy Vetter from DTC
Jim Rudall, General Manager EMEA at Inutit Mailchimp: So Amy, let's continue with you. In your role, you focused on customer insights, especially in the pre-purchase phase, right? So it'd be good to understand a bit more about how delivering exceptional customer experiences before clicking that buy button helps to build brand awareness and encourage potential customers to talk about your brand.
I guess that's not specific to online. That's also in store as well. So I'd love to hear your thoughts.
Amy Vetter, Global Sales Manager at DTC: Yeah, sure. So there's kind of two, two stories. I'm going to give you one as a customer, me as a customer and one in, in my working life. So, in my working life, how we did this at Samsung is You will, you know, you go on a website and you need that website to be smooth, right?
You need to not be having to do 50 million searches on the site in order to get what you want. When you're talking about phones, pretty much everyone knows what the phone model is, right? Whether it, you know, no matter what the brand is, you know, kind of what your phone models are. That goes out the window when you're looking at TVs, for example.
There's so much jargon and I was at Samsung for three years. I still can't even explain all the jargon to you, but trying to find that is so difficult And we had like peak areas where we knew people were looking But to buy a new TV turns out whenever a football thing happens. So the euros and the world cup and everything people come up with the excuse of they need a new TV to have the full experience Whatever you need to sign the money off, you know as a retailer.
It’s making sure that you are making it as simple for the person, but also on brand. So we had that insight of, we knew that people were going to be looking because there's an event. So the Olympics, the world cup, et cetera. So we then branded around that so we can actually make it really smooth.
We were also looking at how do we make this so that if you're unsure between two different brands, two different TVs and not sizing because sizing, You always start, wanting the cinema size and then it's you work out the budget and you have to drop down, unfortunately. But it's, okay, do you want this one or this one?
Curved versus not curved. And it's how do you explain that in consumer-friendly language so that people will then actually press that buy button? And make it smooth, but also make them go, you understand me, you know that I want to buy this because the next big sporting event is on. So, simple things, even just having the picture on the TV screen, instead of a black picture, have it with the football on, right? And we A/B tested and made sure it was right. We saw such a sales impact with that.
From a customer perspective, me being the customer a few years ago, I was looking to buy a new car. So, obviously, when you do that, I go online because I like to go online and then narrow it down before you go and have a beautiful time in the car show rooms with everybody. So I narrowed it down between two brands, and I will name and shame slightly the two brands. So it was a BMW and a Mercedes. I had a few things that I wanted to be able to do.
So I'm a bit of a boy racer style. I like to go fast, have lots of buttons to press, be comfortable. But I had to be able to park it in a train station car park. And those car parking spaces are tight. So I was, I, those are the things. Looked it all online. Turns up at the BMW showroom. They're like, yeah, fine.
Here you go. Here's the car. A guy comes with me. We go round. He takes me to the actual train station car park that I will need to be able to park in and lets me park it. Hats off to me. I got it in the first time. I did have the camera, but we don't need to talk about that. He goes to the Mercedes and says the same things.
I am still waiting to park that car. Anyway, he didn't let me park it. Even when I came back into the Mercedes showroom, he said, Oh, you can just leave it here and I'll park it. Okay. So there's your pre-paid. I was like, I don't know if I can park it. So obviously I bought the BMW. So little things that if a consumer is giving you signals, take them and run with them because it might not be as big of an expense as a car.
But take them and run with them because we saw that with Samsung, putting the football on the TV screen gets more clicks. If we knew that you were more interested in the Olympics in a particular sport, put that on the screen. It's just those little things, and it really helps.
Jim Rudall, General Manager EMEA at Inutit Mailchimp: It really does. And I can relate to your TV story. The Euros was on this summer. I bought a new TV. And I guess with the BMW versus Mercedes story.
How to use world of mouth to generate buzz with Chole Ward from Uber
So Chloe, with that in mind, as a consumer, I know that at Uber word of mouth played a huge role in the spread of the growth. So could you give us any insight into how Uber specifically leverage word of mouth to get that organic buzz going? Any insights there?
Chloe Ward, Customer Insights Lead Community Operations EMEA at Uber: As you say, I mean, word of mouth played a huge role in generating first-time customers. Ir was a pretty hot topic to talk about when Uber launched onto the scene and it just gave us a product that was so convenient and so accessible.
It sort of felt like magic, really. I remember ordering my first ride and it's showing up and just being like, yeah, I can't believe this works. So if you're signing up as a consumer, it was really easy. You simply downloaded the app, you set up your user account and you were ready to go. And then things like discounts that were offered to first-time users, given by a referral from a friend, helped to kind of fuel some of that growth. If you were a driver, all you really needed was a car and a license. And then you were, you were, able to pretty much sign-up and get on the road, and that really opened the door to flexible work.
So what Uber did, I guess, was to harness the power of technology and build a peer-to-peer platform. It gave us an on-demand convenience. That model was brand new to the transport sector and it leveraged tech. It was convenient and it worked. So naturally people were pretty excited to talk about it.
So how does a company or, how does a company leverage that conversation and that excitement that people are talking about? Well Uber, they launched a referral program in the early days. This was a way to generate growth on both sides of the marketplace. So amongst both our drivers and our riders, and to this day, we still have pretty active referral programs, that play a critical role in generating new growth and generating new users.
Whether you're a customer and you're ordering food or you're booking a ride today, you can refer friends or family, and that will help you gain a discount or a deal on your next order. I see everyone nodding. Maybe you've accepted. But for our earners, so that’s our drivers and our career partners, they can also refer people to sign-up and when they sign-up and then they start taking trips, for example, maybe they take five trips and there is a financial incentive for the referrer.
We also have a mentor program. So we have an earner to earn a mentor program where we have new drivers who are linked up to a more experienced driver via in app chat. And then that experienced driver can give them tips and trips on how to navigate the platform and really provide guidance for those who are starting out with us.
And so, in that sense, we kind of leverage the positive experience of customers or use in our current user base to, incentivize them to talk about Uber and promote it to attract new users.
Jim Rudall, General Manager EMEA at Inutit Mailchimp: Got it. it's so interesting because I very clearly remember 15 odd years ago, something like that, spilling out of a restaurant or a pub and going, I can't get a taxi anywhere and someone coming up to me and going, you should try Uber, here's a referral code.
I love the idea of promoting, let's call it entrepreneurship by giving people this amazing access to be effectively being self-employed right through the driver referral scheme. It's incredible.
How to improve the customer journey with Catherine Hanys from Le Shuttle
So Catherine, as somebody who oversees customer insight at Le Shuttle, you've likely seen how pre-purchase interactions can make or break the customer journey. Can you share some specific ways in which the shuttle enhances the pre-purchase experience to, to foster trust and create a positive buzz around the brand?
Catherine Hanys, Head of Customer Insights at LeShuttle: I think what's, what's really important, particularly for first-time customers, and especially with travel brands is that you're setting the expectation correctly.
What you want to do is create an interaction that truly reflects your brand. You know, it's not about a marketing buzz or selling something that isn't true, but hopefully, nobody would do that, you know, overselling. The worst thing that you can really do, particularly in travel, although it applies to all industries, would be to oversell and under-deliver.
So from, from my own experience, my background prior to working at the shuttle, I originally worked at JNC, which for those of us who are very old, they used to do club 18 to 30s holidays. Then I moved to Saga holidays at the other end of the spectrum. So over 50s, and now I work at Eurotunnel Le Shuttle.
Now, the difference in pre-purchase experience that those groups of people want is very significant. So with Saga, what we're talking about is that customers want to know how well looked after they're going to be. You know, the youngest person that goes on a Saga holiday is 50, which is not old. However, they're going up to 90, 100.
They want to know how often the rep's going to be at the hotel. They want to know where the local hospital is. They want to know, you know, all of those really comforting, kind of looking after, caretaking sort of pieces of information are important for a Saga holiday maker. At Le Shuttle, if we started providing that kind of information, it might off the bat seem like we were very helpful.
We've been really setting ourselves up for failure. And actually we've been in a position where we've made this sort of mistake before. So, for example, during COVID, when all of the restrictions were changing, the travel restrictions changed all of the time, we went well beyond what we ought to have been doing as a transport provider to tell customers or potential customers what they needed to go do to go to France. At the time, it began to feel as though we were a spokesperson for the French government and that really set us up for failure because then customers expect that if the French government advice changed overnight, customers expected us to know and we didn't always.
So it's really about, you know, setting the right expectations for the customer of what you're going to give them. So now what we focus on very much is inspiration. The fact is that we sell one thing, we sell a train ticket from France to England or England to France that's it. You know, there's not so much that you can realistically do with that whilst staying within the realms of what's reasonable.
So it's really just about creating excitement and we do that by, for example, when at the beginning of the French motorsports season, we had Jenson Button's car in the terminal building. We just had the Paralympic flame go through the tunnel.
You know, it's things like that that create buzz around brand without overextending what the customer should expect you to provide for them.
Jim Rudall, General Manager EMEA at Inutit Mailchimp: Yeah, I think that's probably true of any brand. Any brand, which is delivering a service or a product, right? It's how do you make sure you're inspiring without over-promising so that you ultimately end up disappointed because you can't meet the expectations.
How to provide exceptional online and offline support with Chole Ward from Uber
Jim Rudall, General Manager EMEA at Inutit Mailchimp: Thanks, Catherine, changing gears a little bit, I'm going back to you, Chloe, going into the, the realm of post-purchase, and loyalty and advocacy. So, you come from a customer support background. It'd be good to, to talk about exceptional support experiences, which lead to positive word of mouth.
So we've bought something as a consumer, something happens and the brand needs to deliver on an expectation thereafter.
Chloe Ward, Customer Insights Lead Community Operations EMEA at Uber: Sure. I think it's important to set the scene here that when customers contact support, it's generally because something hasn't gone as planned, right?
And they're unhappy with the outcome or they're facing a block up somewhere along the funnel and therefore the support interaction presents an opportunity to turn something that's inherently negative into something positive. And look, good support can drive positive word of mouth. You might. ell a friend or a colleague that, oh, I, you know, had my issue resolved really quickly and the agent understood, but it's really only outstanding support that really drives advocacy, from, from what I've seen. So, customers who feel like you really heard them and that you really showed up, and sort of went above and beyond are the ones who.
How do we use those kind of support moments to drive advocacy within uber? I think our green light hubs are a great example of this. These are our brick and mortar supports support facilities where we support drivers. So, one of the biggest challenges or a new driver, especially here in Europe and in the UK, where there are a lot of regulatory requirements for drivers to meet is simply getting up and running on the platform.
Depending on the market or the city that a driver is in, the onboarding process can take over six months. So our green lights are specialized to help, help drivers get up and running on the platform, and overcome the various challenges that they might have in the onboarding process. So, that might be from actually purchasing or renting a vehicle to start with, or getting their private high license, making sure their insurance is in order, even to supporting on medical examinations in some cities.
The green lights provide in-person support to help drivers start earning with Uber and we see that drivers who are supported by the Greenlights tend to be the ones that recommend Uber more and more to new drivers. As of more recently, actually, the Greenlight hubs are supporting drivers to get up and running with electric vehicles or convert their current vehicle to an EV.
And this is in line, of course, with Uber's commitment to sustainability, but also importantly, ensures drivers can stay on the road in cities where regulators are cracking down on emissions and enforcing low or zero emissions zones. So, in, in several of our green light hubs, we have specialized account managers who support drivers through their EV journey.
They enable test drives. we have EV sales and suppliers on site so they can go through that process. I think importantly, we also have ambassadors, EV ambassadors who will come into the green lights and host information sessions with potential new drivers to raise awareness and to share some of their key learnings.
In London earlier this year, we had one of our EV ambassadors painted up on a billboard, larger than life to promote EV conversion. That relationship with that driver was fostered through the green light hub. And so, for me, that's, that's an example of how outstanding support in the mode matter can really jump, you know, how can, how can organizations do this more and more?
Now, I'm not suggesting that every company goes and sets up a brick and mortar store and offers in-person support because that's unrealistic, but I think by understanding your users and understanding the specific use cases where you need specialized support, you can deliver that high-quality support in the moments that matter.
And for the moments that matter less than, you know, leverage tech to deliver support, and then you can sort of maintain that sufficiency in your support operations by targeting those specific moments.
Jim Rudall, General Manager EMEA at Inutit Mailchimp: Thanks, Chloe. I love the idea of a brand which is universally regarded as digital - Uber is considered an app - providing bricks-and-mortar facilities to support drivers. I think that's a great, a great initiative.
How to use empathy to improve support experiences with Amy Vetter from DTC
Jim Rudall, General Manager EMEA at Inutit Mailchimp: Amy, I know you feel passionately about post purchase experience, so it'd be good to get your perspectives on what you've seen and learned in this area.
Amy Vetter, Global Sales Manager at DTC: I think there's a few things that I've seen across different companies and industries, but there's the same themes that always kind of show through.
Everywhere I've worked, there's always been like a book of acronyms when you are internal in a company and they never cross-over. And I've actually got Excel spreadsheets from every company that I've worked at because you're always in meetings in the first kind of six months going, what the hell is like this person talking about?
Cause they use acronym upon acronym. Sometimes that's bled through in customer support as well with the agents, because people are so used to talking internal language that actually the consumer is the same as a new hire. I don't know what that means. II've had experiences where I've been trying to return something and they've used phrase and I'm going, I'm sorry, what?
They, I just wanna put it in a box and send it back to you. , you know, something's wrong with it. Like, I don't understand what you're asking here. So I think that kind of understanding, you know, it being in a local language, especially if you're dealing on a global level. But in a consumer language, friendly. They only come to you when they've had a bad time. So it's how do you turn that and make it as seamless as possible? And talking about the tech there, you know, from Chloe, literally yesterday, I have I've got a bit of an iced tea obsession. I get it. Delivered on subscription from Amazon. Never had a problem doing this for about a year.
I do get through a lot of iced tea. The wrong one turned up. Lemon and lime instead of peach. Now, it's Amazon. Everyone knows the Amazon experience. It's Beautiful. I had a panic on for about two seconds because it wouldn't let me start a return because it's a perishable good.
However, then you go in. I had a whole two minute, literally two minute conversation with a beautiful robot. I got a refund because I could have either had a resend or refund. I have a refund. I'll give the lemon one a go. It's been a year. Probably should give it a go. But that experience is now what others expect as well.
That Amazon experience of seamless refunds, seamless journey. And that's hard for anybody else to replicate because it's expensive. And the technology that's required is really tough. So I think consumers are now coming in with an expectation up here and retailers are struggling to reach that because we can't all do that.
But using empathy, really looking at what the consumer is saying and understanding, I think is the real importance here and using their language and not belittling them or making them feel like they've done something wrong.
How to leverage feedback for business outcomes with Amy Vetter from DTC
Jim Rudall, General Manager EMEA at Inutit Mailchimp: Yeah. And that's a really good segway into this discussion about feedback. So how you leverage, customer feedback to improve customer experience. So Amy, I'll just stick with you, actually, if that's all right. it'd be good to understand how you in your role now, or historically have effectively gathered and used feedback to enhance the customer experience. Tell us a bit about that.
Amy Vetter, Global Sales Manager at DTC: Yeah. So, we've done it. In three different companies that I've worked at. So the current one is we've actually done a whole website redesign based on data and AB testing. So instead of it being like designer opinion, number one, and like, we just do it and that's how you go. We've actually taken the consumer behavior, their behavior online and redesigned our website based on what they preferred.
The data is clear - we get more clicks if we have the button here versus there and that worked beautifully. I've done it the complete other way, which is where I've had in person, you know, customer experience in UX with them in several different markets across Europe, because Europe is a big place. There's many cultural differences. You can't throw up one site and expect it to work for everybody. So at Samsung, we went to every single market and we got people in a room. We didn't tell them we were from Samsung and we just said, we gave them scenarios and watched what they did.
We could then take that because you become blind to your own brand, right? I can go on my site and go, well, that works. I don't know what the problem is. Why can't the consumer find this? That's because I know where it is. Right. The consumer's coming on and going, I don't know where, how to find whatever. So having that meant that we could totally change the consumer journey and make it so much easier for them to find and get the information that they want.
And then we did this again at Reckitt looking at how do we get people In the middle of COVID, information they want on Dettol, right? Because let's be honest, everybody was, it was toilet paper and Dettol and you know, it was crazy. It was how do people get that information and how do we make sure that it's displayed obviously appropriately, but in a way that comforts people.
So, we asked them on the site using a quick survey, have you found what you're looking for? Yes or no? And then give us the information. We could then digest that. Yes, it's man hours, because you then have to read all of the text, but those things are worth putting the effort into. And now we've got, you know, AI and everything who can do all of that for us.
We didn’t have that back in the day when I first started all of this stuff. It was like read every line and, you know, work it out. But it means that the consumer then gets the end result. We've seen so many more, you know, like engagement rates increase, our click through rates increase, our revenue increases. Those things are worth it for the consumer for sure.
How to find breaking points in the customer journey with Catherine Hanys from Le Shuttle
Jim Rudall, General Manager EMEA at Inutit Mailchimp: I think that's the key, isn't it? Realizing that this will take time and effort. My granny used to say measure twice and cut once. That's the time up front. Let's fast-forward a little bit into customer feedback and brand reputation. Catherine, I know you've got some thoughts on how the shuttle handles this.
Catherine Hanys, Head of Customer Insights at LeShuttle: Okay. So I think that, in terms of feedback, as Amy said, it's really important to collect it. We take this hugely seriously at the shuttle. Every customer who travels receives a feedback survey the day after they've traveled. It's a big survey, you know, and we get an incredible response.
You know, considering to be honest, it's not incentivized, people get it every time they travel and we really get a very high response rate, but this covers everything. And what's interesting for me is that one of the things that we are talking about today is word-of-mouth recognition.
And a big factor for us is NPS. I think most people know what NPS is, but very briefly in case anyone doesn't, Net Promoter Score. You ask, would you recommend this to a friend? Anyone who says 10 is considered a promoter. Anyone who says 0 to 6 is considered a detractor. This is a really important metric for us across the business.
And we found out something very interesting recently doing some analysis, which is that people who score a 0 to 10 on that question would you recommend it to a friend? Zero. That group are the most likely to rebook with us. So of course, we looked into a lot more detail as to what causes that. I mean, you know, I think there's an element of criticizing things that you're familiar with. It's a little bit like I'll tell my husband off the things that I probably wouldn't tell somebody else off for, you know, but the customers who are going to keep coming back, they might score as badly if they have a bad experience. So obviously off the back of this, we'll do a lot more kind of in depth research.
And actually the biggest predictor of whether somebody will come back and whether they will recommend us to a friend is not whether they say they'll recommend us to a friend, it's how they rate their overall experience. So that's a completely separate question. And when the NPS falls for us tends to be related very strongly to delays.
So we thought if we, if we, if we obliterate delays, everyone will recommend us. That's not the case. It's how we handle delays. What the actual key predictor of whether someone will recommend us to a friend, the way that we describe it now is how stressed they feel by the time they drive off the train at the other side.
So they might be half an hour late, but if they could navigate their way through the car park easily, they didn't get lost. They didn't get pulled into board of boards. They didn't have their car searched. All of that obliterates a 30 minute, an hour delay. So those are the things that we now work on, and specifically, it's the ease and efficiency of getting round the terminal.
So driving through Passport Control, through, round the car park, which occasionally looks a little bit like a slalom course depending on how much work's going on, and onto the train. When they park their car on the train, are they stressed or are they happy? That's what causes them to recommend us to a friend. So that's what we really focus on - efficiency in the customer journey.
Jim Rudall, General Manager EMEA at Inutit Mailchimp: That's incredible. And interestingly, that type of feedback covers all the areas like the, let's call it the pre journey, the journey, the post experience. So you're having to think about what that customer is experiencing. Not just in the travel itself, but in the buildup and the, once they roll off the train as well, it's really interesting.
Customer feedback and brand reputation with Amy Vetter from DTC
Jim Rudall, General Manager EMEA at Inutit Mailchimp: In the interest of time, Amy, I'm going to, I'm going to limit you to like a minute if that's all right, just to get your thoughts on customer feedback and brand reputation.
Amy Vetter, Global Sales Manager at DTC: So it's super important. We did it a lot and there's two things that we have done at different places. So one being, we actually we changed our marketing depending on what the feedback was on phone launchers so we could Understand social listening immediately as you know, it's still being presented on stage and pivot our marketing around that and that's vital. The other side is social trends come in and you have to be able to deal with that.
And we had a big social trend about lube being a great way on your face for moisturizing. So it's a case of do we want to be associated with that? But at the same time running with it, right? Because that's, that's a great, great marketing, but also they understand what the consumer is actually doing and how do we make that something that we can then utilize as a business, but also within the realms of, you know, understanding what is going on in the marketplace.
The panel’s final thoughts on building exceptional CX
Jim Rudall, General Manager EMEA at Inutit Mailchimp: Thanks, Amy. I think every DTC brand or even non-DTC brand out there lies awake at night worrying about the next social media bomb that's going to hit but also excited about the opportunity to leverage the channel. Right. So. We've covered a lot of ground today.
We've covered pre-purchase, customer experience, post-purchase. We've talked about gathering customer feedback, utilizing it to protect or enhance your brand, as well as dealing with post-purchase support. Before we wrap up, I think it'd be great for, for everybody here to share one final tip for businesses looking to leverage Customer experience to drive right amount. So Chloe, I'm going to start with you. Be good to get your thoughts, your final message to the audience.
Chloe Ward, Customer Insights Lead Community Operations EMEA at Uber: Thanks, Jim. Yeah, I think as I alluded to earlier, it's about really understanding your users and their needs and motivations. What are the specific moments that matter to them most and making sure that the support you provide in those moments meets their needs? You don't need to deliver high-quality support when it's a really light touch point, but you need to be there for your customers when they need you most.
Jim Rudall, General Manager EMEA at Inutit Mailchimp: Got it. Thank you, Chloe. Catherine, your final comment?
Catherine Hanys, Head of Customer Insights at LeShuttle: Well, I would say two things really. First of all, do your housekeeping, respond to customers, don't ignore them, get the basics right. That's super important. And if you're not going to, at least set the expectation. So if it's an anonymous survey, tell them you can't respond. If you need a response, contact them another way. And then secondly, find out what genuinely drives people to come back to your business, because As I said a minute ago, it might not be what you think it is. And work on that ruthlessly. Get everyone behind it. Don't stop talking about it until people are listening.
Jim Rudall, General Manager EMEA at Inutit Mailchimp: Amy, your final comment?
Amy Vetter, Global Sales Manager at DTC: Don't be afraid to ask the consumer what you need the answers to. But when you've got those answers, do something about it. Don't ask for feedback and then don't do anything with it. Take that feedback and action it because that's when you'll see the biggest changes in an organization.
