第 153 集：世界上最偉大的品牌如何進行大規模 1:1 營銷

我以前說過（我可能會再說一遍），但現在是成為營銷人員的最佳時機。 在這次 MarketingProfs 網絡研討會中，我和 Valerie Witt 探討了大眾覆蓋與 1:1 參與度的融合——一種為品牌帶來前所未有的營銷潛力的巨變。 您將聽到領先品牌如何實施大規模 1:1 營銷的示例，並了解您可以採取哪些步驟來複製他們的成功。

在此處觀看網絡研討會：世界上最偉大的品牌如何進行大規模 1:1 營銷

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畢業
是的，我們使用 Jimmy 來推出這些劇集非常合適。 想想他 1969 年在伍德斯托克的標誌性表演“愛之夏”，又是夏天，但今年，夏天重演。 這是正確的。 這是統一 CXM 體驗重播的夏天。 與往常一樣，我是您的主持人 Grad Conn、CXO 或 Sprinklr（紐約證券交易所上市公司股票代碼 CXM）的首席體驗官。 好的。 所以這是另一個重播節目。 今天我們要討論 MarketingProfs 網絡研討會，了解世界上最偉大的品牌如何進行 Mass 1:1。 我真的很喜歡這個。 實際上，這是過去幾週我最喜歡的經歷之一，我和 Valerie Witt 進行了非常精彩的討論，談論了很多品牌的發展方向，世界上最偉大的品牌如何進行一對一營銷，什麼是大眾化的——一對一營銷是，如果你有機會聽過我做過的任何事情，你應該希望現在知道什麼是質量 1:1。 如果你不這樣做，那也沒關係。 因為您現在可以聆聽並聽到有關大規模一對一營銷的所有信息。 這個特定網絡研討會的另一大優點是我還將它構建到了一些示例中。 我正在玩一些關於大規模一對一時刻的想法，並根據人們通常廣播的生活中的時刻來看待營銷。 所以這有時被稱為生命階段營銷。 這其實是一個老名詞，已經有很長一段時間了，我們在 80 年代的寶潔公司談到了生命階段營銷。 所以它並不完全是全新的。 但是生命階段正在以一種前所未有的方式播出。 而且很少有公司，幾乎沒有公司在利用，這讓我大吃一驚。 如果我們能夠訪問我們今天在 80 年代所擁有的生命階段數據，當我為 Cascade 和 Tide 等品牌運行此數據時，我們就會全力以赴。 所以我不知道發生了什麼事，但我想也許人們已經忘記了這個議案。 或者也許他們只是懶惰，我不知道，也許，也許，也許？ 無論如何，享受與 Valerie Witt 的 MarketingProfs 網絡研討會，我會在最後回來清理它。 順便說一句，我將通過這個參考一堆不同的幻燈片。 因此，如果您正在收聽播客，那很好，沒問題。 如果您想查看幻燈片是什麼，稍後再查看，它們位於播客筆記中，並且還發佈在任何有關此的博客文章中。 所以享受吧。

瓦萊麗·維特
好的，各位，你們來這裡是為了了解世界上最偉大的品牌如何進行大規模的一對一營銷。 研究生，把它拿走。

畢業
謝謝你。 非常感謝。 好的，所以我今天要做的就是做一個一般性的演示，我會花大約 45 分鐘的時間來做這個。 如果我提前幾分鐘結束，我想那沒關係。 因為通常，這會產生相當多的問題。 所以我會盡量在最後留出盡可能多的時間來回答問題。 但我確實想提出一些概念，尤其是圍繞心態。 我認為這種心態是我們要改變的最具挑戰性的事情之一。 作為營銷人員，我們一直都面臨著一些新的思維方式問題，而讓我們的頭腦圍繞這些東西真的很棘手。 因此，當我帶我們踏上一段營銷之旅時，我將深入探討並係好安全帶。 我有三個我想了解的現代真理。 因此，我們在 Sprinklr 擁有的世界觀具有這三個現代真理。 這些現代真理中的第一個是，我們正在向廣泛和全球範圍內的新營銷範式過渡。 這叫做對話式營銷； 你可能聽說過這個詞。 它也被稱為批量一對一，您可能並不熟悉。 在接下來的一段時間裡，我將談論很多關於質量一對一的話題。 這麼快的歷史課； 我不會在這里花太多時間，但讓我們回到時光機回到 19 世紀。 那時，人們與客戶進行了非常親密的一對一對話。 每個人都認識每個人，品牌與客戶的溝通是雙向的； 太棒了。

然後大眾傳播出現了。 大眾傳播開啟了營銷的廣播時代，廣播營銷非常驚人。 在那段時間裡，我們創建了一些偉大的品牌，電視、廣播、電影院等所有東西讓我們能夠很快接觸到數百萬人。 這是有代價的。 如果你讀過 20 世紀早期的作家，比如克勞德·霍普金斯或阿爾伯特·拉斯克，他們會談論新廣播媒體中失去親密感、失去聯繫、失去人性。 如果你真的閱讀了很多早期的平面廣告，那麼朱利安·劉易斯·沃特金斯 (Julian Lewis Watkins) 的一本很棒的書被稱為世界上最偉大的 100 個廣告。 這是從 1800 年代後期到 1950 年代的一堆平面廣告。 如果您閱讀其中一些早期的廣告，它們會異常親密，異常親密且非常個人化。 他們試圖做的是他們試圖與人們建立聯繫並試圖保持這種聯繫和親密關係。 但隨後電視出現並成為方興未艾。 比爾·伯恩巴赫（Bill Bernbach）和 1960 年代的創意革命隨之而來。 然後我們只是在看圖片和非常簡單的品牌傳播方式。 同樣，不一定是壞事，但失去了親密感。 現在在某種程度上，我爸爸是個瘋子，他在 70 年代的麥迪遜大道工作。 並與喬治·格里賓、Wunderman 先生等行業巨頭以及諸如此類的人建立了聯繫並與之共事； 事實上，這非常了不起，但我總是嫉妒他。 我總覺得他得到了所有的美好時光，有時也許太多美好的時光。 但他得到了所有的美好時光，當它變得無聊時，我有點走進營銷。

但隨後 21 世紀出現了。 實際上，我認為這是從事營銷的最佳時機，我告訴所有人。 我認為，如果您是市場營銷專業的學生，並且熱愛市場營銷，那麼這是從事該行業的絕佳時機，因為一對一的回歸，我們現在了解人們並且我們了解他們的興趣。 而且我們仍然有大眾——41億人在社交平台上。 這是一對一的組合，質量是質量 1:1。 我不會把這個詞歸功於這個詞，它實際上是由寶潔公司的首席品牌官 Mark Pritchard 創造的。 在我職業生涯的前九年，我實際上在那里工作。 寶潔也是 Sprinklr 的一個偉大客戶，他們做了一些令人驚奇的事情來從大規模爆炸中轉移，正如 Mark 所說的那樣以質量一對一的精度，看到他們這樣做是非常令人興奮的，以及一些世界上最大的公司正在轉移對這種方法。 我也會討論一些例子。

所以讓我來看看六個不同的大規模一對一不作為的例子。 這些都是大品牌，也是世界上一些最偉大的品牌。 我將使用的第一個例子是麥當勞。 因此，麥當勞多年來一直使用焦點小組作為確定新菜單項目的一種方式，他們會在商店中對其進行測試。 他們在焦點小組中遇到的挑戰是人們，你知道，我從不喜歡焦點小組，我總是開玩笑地說他們是一種付錢讓人們對你撒謊的方式。 焦點小組變得越來越複雜，因為人們用食物來標記自己。 所以他們會坐在其他人面前，他們會說，“麥當勞應該賣更多的沙拉和更健康的替代品”以及所有其他類型的東西。 所以他們會盡職盡責地嘗試一下，沒有人會買它。 所以他們說，“我們為什麼不採取不同的方法”，他們成為了 Sprinklr 的客戶，他們說，“當人們公開表達對麥當勞的愛或渴望時，他們真正要求的是什麼？” 事實證明，人們真的很想在一天中的不同時間吃麥當勞的早餐。 現在是下午，我真的很想吃煎餅。 超級掛了，我現在在午夜真的需要一個雞蛋麥鬆餅，或者我真的很想今天午餐和我的巨無霸一起吃薯餅。 所以他們用它來確定他們要銷售哪些商品，並推出了全天早餐。 但是他們做了什麼，這是彌撒 1:1 的一個很好的例子，他們啟動它的方式是他們回到那些說，我下午想要煎餅的人那裡，我們回到五年前，因此，您對 Sprinklr 的現代網絡有一種運行的五年視圖。 所以有時就像從 2018 年 11 月開始，他們會說，“嘿，Grad，在 2018 年 11 月，你說你想要煎餅。 好吧，現在我們有了它們”。 這讓人們大吃一驚，部分原因是他們被傾聽，部分原因是他們得到了回應，部分原因是他們實際上已經完成了他們所要求的事情。 所以每個人，就像腦袋爆炸一樣，開始談論它，轉發它，它成為 Twitter 上的熱門話題，被傾向於關注它的主流媒體所吸引。 然後它的發布就從那裡爆發出來，並為麥當勞帶來了數十億美元的收入。 這是大規模一對一廣告和營銷的絕佳例子。

護理是另一個領域，您考慮一下，您的客戶是呼叫您的護理熱線的人，您對未來客戶的最佳潛在客戶是您的現有客戶。 戴爾非常了解這一點。 他們有大量提及，比如數千萬次提及，因此他們實際上使用 Sprinklr 主動預測和解決問題，他們發現您實際上可以看到問題，例如風扇噪音或屏幕閃爍或類似的東西。 它們將開始出現在社交平台、討論組和 Reddit 以及類似的地方，在博客、評論網站中，它們將在返回開始前兩到三週開始出現，在人們開始打電話給主要客戶服務線。 因此，他們實際上可以提前解決這些問題，並在他們喜歡的現代渠道上為人們伸出援手並解決問題。 因此，他們看到了客戶群的改善，並且顯然成本降低了，因為他們是在異步渠道中進行的。

迪士尼實際上在推出時做了一些很酷的事情。 再說一次，你可能會爭辯說這不是一對一的，但他們製作了 115,000 個不同版本的廣告，以便向人們展示，無論他們是誰，有什麼樣的興趣，總有適合他們的東西Disney Plus 頻道，他們在一年內實現了五年訂閱目標。 大多數人都看到了結果。 迪士尼 Plus 真的很成功，但他們之所以使用這個，是因為電話可能是一對一的。 但是，誰完成了 115,000 件不同的創意。 現在我們在 Sprinklr 上經常看到這種情況。 通常是 10 到 20,000 個，我們讓客戶在大約 100 天的時間內完成了多達 800 萬個廣告單元，而一位客戶則做了 800 萬個不同的創意廣告單元。 這也是一次非常成功的活動。

我最喜歡的例子之一是一家名為 Rustoleum 的非常古老的公司。 他們製造油漆，實際上他們製造了金門大橋所用的油漆。 所以那個來回移動的小籃子。 一旦它到達橋的一端，他們就會重新粉刷這座橋，它不斷地來回走動。 所以 Rustoleum，這就是他們所做的。 現在他們有很多非常有趣的塗料，比如浴缸和瓷磚塗料或閃光塗料和閃光塗料以及各種人們通常甚至 a) 不知道它們存在或 b) 期望它們存在的東西。 所以他們所做的就是他們會去，說用閃光漆，他們會去 Pinterest 板，找到喜歡閃光的人，說有閃光漆。 他們以這種方式出售了很多閃光塗料。 或者他們會看到那些正在談論裝修或買新房子的人，如果你想改變瓷磚的顏色而不把它撕掉，他們會說有浴缸和瓷磚油漆。 他們以這種方式出售了很多浴缸和瓷磚塗料。 事實上，他們為 60 多種不同的產品這樣做。 對於他們來說，能夠基本上一對一地與需要他們產品的人進行交流，這對他們來說是一個不可思議的舉動。 顯然他們不能在電視上做到這一點，他們可以在大眾媒體上做到這一點。

西門子，一家非常有趣的公司，一家大型德國企業集團，他們每個月都會產生數千條內容，擁有數十萬種資產和許多不同的工作流程。 他們想要做的是他們想要真正提高他們發布的創意的質量並降低成本。 他們發現他們正在生產大量無法測量和不協調的內容，而且他們不知道如何充分利用它。 所以他們所做的就是將一切都集中到 Sprinklr 中。 然後他們所做的就是使用它來獲取最有效的東西並在全球範圍內擴展它。 它非常成功。

最後，我想談談戴森，即如何在平台上交付產品，有一個新事物叫做對話式商務。 在 Messenger 中，您實際上可以有一個流程，您可以直接在流程中購買產品，然後您有一個代理連接到它。 並且代理可以同時處理多個買家，並且還使用機器人來調解一些交易。 現在您擁有在線的便利和零售店的高品質，這是一個很好的組合。 我們在整個客戶群中都看到了巨大的轉變。 所以這只是一堆不同的質量 1:1 的例子。 我認為對話商務對我來說可能是它的終極表達，因為它不僅僅是大眾 1:1 的廣告，而且實際上是大眾 1:1 的銷售。

所以第二個事實是，真正的客戶檔案需要包括交易和體驗數據。 我會談談我的意思。 我想說，我們中的許多人或我們中的大多數人在 CRM 系統中在 Salesforce 等優秀產品中擁有相當不錯的事務數據庫。 微軟已經有了 Dynamics，而且還有很多東西。 這是結構化數據。 它通常是被請求的，它可能是調查數據，但它通常是被請求的並且非常結構化，並且在所有這些 CRM 系統的關係數據庫系統中工作。 但是現在有一個全新的信息世界，我們稱之為體驗數據。 而且這種體驗數據是非結構化的。 這是不請自來的。 它有很多不同的類型。 它可以是表情符號，可以是視頻，可以是名稱，可以是圖像，有很多東西。 很難將其放入關係數據庫中。 您需要將這兩件事放在一起，我們喜歡描述它的一種方式是事務數據有點像您的池。 它是溫度控制的，你知道鹽度是多少，你知道它很乾淨，很漂亮。 然後經驗數據就像海洋，也很酷，但是你需要不同的工具來處理它，你永遠無法真正完全控制它。 因此，這些東西一起創造了一個 360 度的客戶檔案。 許多人將 Sprinklr 用作 CDP，他們在其中看到 XM 配置文件，其中集成了兩種類型的數據。 這是我們的好朋友 Beth Jackson，他是 Twitter 的副總裁。 她談到社交是一種允許品牌建立一對一關係的方式，你會看到一對一這個詞不斷出現。 Bev 多年來一直是這個領域的領導者。

所以最後一件事，最後一個現代事實是客戶的期望已經改變。 對於本次電話會議的任何人來說，這都不會令人驚訝。 但值得一提的是已經發生的一些變化，只是為了放大它的幅度。 所以第一件事是，正如我所說，地球上有 41 億社交用戶，在 47 億互聯網用戶中佔相當大的比例，順便說一句，這非常令人興奮，就像我們正在接近讓每個人都上網。 只是，我們必須讓最後的 20 億人在線，但這確實是驚人的進步。 這就是我們今天生活的世界。 他們越來越喜歡使用現代頻道。 這是來自 Mary Meeker 套牌，如果您關注 Mary Meeker，這是幾年前的，如果您不關注 Mary Meeker，您應該關注 Mary Meeker。 她所做的真的很棒。 這張圖表，試著看一下右下角，你可以看到老一輩的人其實很喜歡同步連接到品牌，他們喜歡手機。 所以，太好了。 所以我們仍然使用很多電話服務，尤其是在客戶服務部門。 但是看看幾代人變得更年輕。 我的意思是，即使 X 一代在這裡也不是懶惰的人，尤其是 Z 一代和 Y 一代，他們對社交和聊天和網絡有強烈的偏好。 而這些都是異步通信類型。 現在，這是兩年前的事了，過去幾年發生的一些事情無疑加速了這一進程。 由於我們整天都在打 Zoom 電話，因此很難說“我得去給客戶服務部門打一個小時”。 做不到，我將需要異步進行。 因此，隨著人們遷移到我們所說的現代渠道，這變得比以往任何時候都更加重要。 你想想看，他們在這些頻道上，每天有數十億次對話，每天在這個星球上發送 650 億條消息，這太不可思議了。 你必須聽它。 我至少會說，所有品牌都應該聽取與他們交談或使用@提及或主題標籤的人的意見。 許多品牌仍然沒有。 但我想說大多數品牌都知道他們應該這樣做。 我們還建議您也應該真正傾聽那些在談論您而不@提及您的人。 因為實際上，客戶越來越習慣於公司良好的收聽協議。 所以他們實際上不再把@符號放在前面了。 所以你必須捕捉一切，你必須傾聽廣泛的客戶。 當你開始傾聽你的競爭對手時，真正有趣的是人們對他們的評價，最後，真正有趣的是傾聽這個類別。 因此，例如，聽到有人直接對你說，@Nike，很高興找到每個在談論耐克的人。 了解阿迪達斯和了解其他品牌真的很有趣。 但是男孩，談論馬拉松不是很好嗎？ 是人們在談論體育運動，如果您要進行真正的大規模一對一營銷，那麼這就是您想要參與的對話。

因此，當今世界的一件事是，我們從人們那裡獲得了身份和興趣，這些身份和興趣被轉化為知道我們了解他們這些事情的客戶。 所以客戶有一套東西，我不會在這裡逐一介紹，因為你可以閱讀它們，但他們有點希望你找到它們並解決他們的問題，你應該個性化，嘿，你，作為一家公司，你需要在這件事上贏得我的青睞。 而且我確實覺得很多時候我們的運作方式非常像電影《第五十次約會》。 這是幾年前的事了，但在電影中，德魯·巴里摩爾和亞當·桑德勒出現了德魯·巴里摩爾的一種特殊類型的腦損傷，這意味著她患有健忘症。 所以每天早上醒來的時候，她根本不記得發生了什麼。 她已經完全失憶了。 所以亞當桑德勒正在和她談戀愛，他每天都對她有更多的了解，但每一天都像是新的第一次約會。 這就像營銷的運作方式有時就像你去一家公司，你可能在這家公司花費了數百或數千甚至數百萬美元。 而他們，他們不知道。 他們不認識你； 在他們對每個人都一視同仁之前，他們不知道你對他們做了什麼。 這對客戶來說變得越來越不可接受和沮喪，因為他們知道您實際上擁有這些數據，只是您還沒有弄清楚如何訪問它或如何使用它。 所以不要陷入第一次約會的問題。 我不知道這個人是誰。 但我想說的是品牌體驗，你與利益相關者一起登陸的是品牌。 所以無論你認為你的品牌是什麼，你希望你的品牌是什麼，你有什麼品牌特徵，戰略和所有類似的東西，這都很棒； 你應該有那個； 沒關係。 你登陸的體驗就是你的品牌。 坦率地說，你獲得的體驗會被其他人談論。 正如您在上一張幻燈片中看到的那樣，95% 的人會談論糟糕的體驗。 因此，如果您獲得糟糕的體驗，那將成為您的品牌。

好吧，現在，總是還有一個。 所以還有一件事。 所以我知道幻燈片上有三個現代真理。 但是我還有一件事，那就是統一的想法，所以統一比集成好。 讓我用更深奧的術語談一談這個問題。 因此，一般而言，在大多數市場的大多數類別中，它們從一組集成或同類最佳應用程序開始。 即使你想到 iPhone，iPhone 本質上就是我在這裡構建的故事。 在 iPhone 出現之前，我們都有記事本，我們有日曆，我們有數百種 iPhone 可以做的事情，都放在單獨的口袋裡，放在桌子的不同部分等等。iPhone 基本上將所有這些東西統一到一個單一平台，這種演變總是發生在任何類別中。 所以我想說我們已經看到它發生在醫療保健領域，Epic 醫療保健基本上已經佔領了這個市場。 幾年前，他們在某種程度上提出了一種統一的方法，最終開始變得有意義，因為醫院支付方式正在發生變化，結果變得非常重要。 因此，Epic 可以通過一個統一的平台展示出卓越的成果，然後我們就開始了。 它發生在多個不同的類別中，Martech 也開始發生這種情況。 當我們查看我們構建的這些 Martech 堆棧時，在某些情況下人們因其堆棧的複雜性而獲獎，我認為 Stackies 是我見過的最搞笑的東西。 它不起作用，延遲太高，太複雜，太貴，很難管理這麼多供應商，所以人們正在轉向統一的方法。 我們在 Sprinklr，一個統一的 CXM 平台。 所以我們是這場運動的一部分，統一有很多優勢，這又是普遍優勢。 但是您只有一個客戶資料； 對於網絡釣魚和任何類型的黑客攻擊，您的攻擊面要少得多； 你可以降低升級的風險，因為如果你有一個集成的堆棧，一次升級和一個應用程序就可以把整個事情搞砸； 人們這樣做還有很多其他原因。 所以這是我們相信的另一種真理，對我們很重要。

現在，這一切是如何運作的？ 這是一個有趣的小構建集。 因此，如果您考慮大眾一對一，我已經談了很多，給出了一些例子，並且談了很多關於必須聽到人們在說什麼然後做點什麼。 因此，您確實需要將所有內容集成到一個平台中，以便您既可以聆聽也可以做出反應。 我將其分為五個步驟。 所以我認為第一步是真正的收集，你必須從盡可能多的地方收集，在 Sprinklr 的例子中，我們從 4 億個不同的數據源中提取數據。 我們可以將您在公司內部擁有的內部數據與來自社交平台、消息傳遞平台、博客、評論網站、論壇以及現在所有電視或廣播、所有報紙和所有雜誌的所有外部數據相結合。 所以一切都在那裡。 因為那是很多東西，所以你需要能夠對其進行排序。 所以我們已經構建了一個非常複雜的人工智能平台大約八九年了。 這使我們能夠以一種您可以對其做出反應並及時管理的方式對內容進行分類和識別。 這導致了我們談到的這個配置文件——360 度配置文件。 該配置文件允許您進行協作，而協作是關鍵。 因為如果您看到大多數營銷組織或大多數組織通常會發生什麼，那麼筒倉就是體驗中斷的地方。 正是群體之間的破裂讓客戶失望了。 因此，如果您有一個單一的個人資料，公司中的每個人都可以看到該客戶發生的事情，然後他們可以做出適當的反應並以客戶感覺他們被認識和被看到的方式行事。 最後，您需要能夠參與和銷售。 我們在我們的平台上構建了各種不同的工具和應用程序，允許人們參與社交銷售、社交媒體管理或關懷或影響者和宣傳營銷，以及所有類似的東西； 這些都是你需要能夠做的各種不同的事情。

但實際上，歸根結底，您要構建的是一個系統，您必須從洞察力到行動。 所以這些是端到端的五個步驟。 你必須能夠知道人們在說什麼，理解它，以一種你可以對它做出反應的方式來理解它，圍繞它進行協作，然後做人們想做的事情能夠與他們交談。 因此，這是一種思考統一 CXM 系統如何實現大規模一對一的好方法。 所以我在這裡玩得很開心。 所以我將進入我所說的大規模一對一時刻。 我在這匹愛好馬上已經有一段時間了。 我有點困惑為什麼更多的人不這樣做； 有一堆很棒。 但這似乎是營銷人員可以做的最明顯的事情。 而且這種做法太少見了。 因此，我將深入探討並向您展示我的意思。

所以時刻，所以人類廣播他們想要慶祝的生活時刻，並且他們想要與他們有共同經歷的其他人聯繫。 如果你想一想我們生活的這個網絡世界以及它是如何運作的，那真是太神奇了。 如果你還記得我的三柱形圖，我在其中談到了 19 世紀、20 世紀和 21 世紀，那麼 21 世紀的有趣之處在於人們現在不僅與品牌相連，而且還相互聯繫。 當你與另一個人建立聯繫時，你想告訴他們發生在你身上的事情。 所以在我們生活的這個網絡世界中，它的核心，以及正在發生的關鍵對話，都是圍繞生活時刻的對話，它們可能是小時刻，你知道，今天吃了冰淇淋。 它們可能是重要的時刻，我今天畢業了，但它們是重要的時刻。 Forrester 對他們所謂的生命階段和生命週期營銷進行了很好的研究。 他們有這種很好的曲線思考方式。 這是從數據的角度來看的強度圖，在 y 軸上，然後是在 x 軸上的客戶親密度。 所以大眾營銷，毫不奇怪，低親密度，低數據強度，並不是說大眾營銷不好。 不是判斷圖。 但這就是它的坐姿。 你需要大眾營銷，但你還需要做其他事情。 因此，許多人現在都在做事件觸發營銷、營銷自動化，而 Marketo 等工具的普及推動了這一點。 所以，我認為，越來越普遍。 它基於您在網站或其他類似事物上採取的行動。 所以事件觸發越來越普遍； 生命階段營銷並不像我認為的那樣普遍。 這就是我所說的那些時刻。 當事情發生時，為什麼不和那個人一起慶祝，為什麼不和他們談談。

非常罕見的是生命週期營銷，一旦有人進入您的特許經營權，您就會觀察他們發生的事情，他們生活中發生的很多事情，並且能夠隨著他們的生活變化向他們推薦新產品。 保險就是一個很好的例子。 所以如果你是一家保險公司，你就有一個客戶，現在，當我的生活發生變化時，我必須打電話給我的保險公司來改變事情。 會不會很神奇？ 不會是別的吧？ 而不是我必須打電話給他們，他們打電話給我說，“嘿，Grad，我看到你剛剛訂婚了。 你需要一些新的保險嗎？”或“祝賀你的婚禮”。 在不久的將來，這對我來說都是真實的事情。 “祝新婚快樂”。 以下是現在如何考慮您的保險組合，或者“嘿，我們看到您剛買了一輛新車。 這就是您可以通過我們的汽車保險費省錢的方式。” 他們沒有理由現在不能對現有客戶進行此操作。 但是因為他們沒有建立那些 CXM 配置文件，所以他們沒有解決它。 這就是 Forrester 中的模型。

我想我會注意到的一件事是，有許多人生道路。 有時人們會試圖解決這個問題，並用人口統計數據來偽裝一下。 但要非常小心。 總體而言，人口統計數據可能是正確的，但在個人層面上不可避免地是錯誤的。 這有點像如果你看一個蟻群，你通常可以預測整個蟻群的運動，但不可能預測單個螞蟻的動作。 問題是，我們需要知道一隻螞蟻的行為才能賣給某人。 所以我會用我自己作為例子。 沒有任何人口統計數據表明我是在不久的將來成為新婚夫婦的人。 但我會，所以順便說一句，基於這個事實，我得到了零營銷，當我宣布訂婚時，零營銷，這太瘋狂了。 我的生活中正在發生各種變化，這與任何成為新婚夫婦的人所發生的變化非常相似。 因此，營銷人員需要更加深思熟慮地關注人們正在播放的內容，人們所說的內容，而不是試圖關注總體水平的人口統計數據，這在很大程度上是一種大眾營銷類型的思維。 我會給你舉幾個例子，因為有時人們會問，“嗯，人們真的會談論這些東西嗎？” 是的，他們有。 就在上週，這些人還在談論房地產，買房有困難——600,000 條生活更新。 也許這個星球上的每個人本週都沒有進行生活更新，但很多人都在進行。 我想說，作為營銷人員，先獲得前 600,000 人，然後你就可以開始照顧其餘的人了。

我會給你一些例子。 這是給汽車的。 So this last week, people more than 14,000 times said they're actually buying a car, I mean, very deliberately, I am buying a car. Not I did buy, I am buying. It is shocking how little marketing is going against these people. Like there's nothing. Even the car companies who are actually in the business of selling cars, don't say anything, but certainly you'd want to see more loan and insurance and all that kind of stuff. And here's an example what that could look like. So here's an actual post. This is someone named Koda from June 19, so recently, he was thinking about buying a car, and I'm going to do something and what you could do is you could respond to them. And here's a sample response from Capital One, “Hey, we're here for you Koda”. And of course, that's the Uber station wagon from Vacation, the ultimate fam wagon. But there's no reason Capital One can't do this kind of thing and sort of market against that. Let's talk about new jobs and promotions that generally generates all sorts of things, new houses, you know, new cars, jewelry, rewards, etc. People like to treat themselves well; 30,000 mentions of new jobs in the last week. And then relocating is another one, people are moving and going different places, almost 30,000 mentions of relocating as well, here's a couple who are changing their life around a little bit, moving to a new city, Nationwide could welcome them to the neighborhood. Why not get out there and connect with them, they're actually talking about it.

There's a lot of talk about babies, it's amazing actually, it's like 10x, our very first category on babies, nearly 150,000 mentions in the last week, and of course, that creates all sorts of interesting buying and selling opportunities. And so, here's an example, this is actually kind of cool. This is using the Image Search Inside Sprinklr. Because you'll notice, there's not really a lot of mention of baby in here. So we're picking up the emoji and we're picking up the image. Because it's sort of nuanced that this is actually an announcement. But then, you know, why couldn't a real estate firm say, “Hey, you're probably going to need another room”. So these are all examples of where moments can be marketed against and scaled against.

I'll end with some examples from my own past. And so this is from Microsoft, obviously, Xbox and Office. And what we did with these is we actually took these, and these are responses to comments that people actually made. And a couple things I'll just point out here. One is, you'll notice that the handle is built right into the ad. So you know, Jesse@bels4, that's built right into the ad. The second thing is that you can see their responses, they don't make a ton of sense, because you don't see the original post, so they are responding in line to something someone said. And the third thing, and this is the thing that's most surprising to people. These are really pictures of the people. They're posterized. But the gentleman with the beard, for example, would recognize himself in that picture, he'd be like, “Oh my God, that's me”. 這些是人。 That's the person's dinosaur suit. This is the couple. These are the people getting married, these are actually the people from their profile photos that are having these conversations with Xbox and Office. And what is amazing is when you do something like this, when we did thousands and hundreds of thousands of these, when you do something like this it changes people's emotional connection to the brand. And I actually think what's going on, I've thought about this a lot over the years because it was shocking to me how positively, we never had a negative comment, how positively people reacted.

I think that there's this concept of a digital good, if you're familiar with Line in Japan, they do a great job on this. These are essentially a type of digital good, because it's creative about you, and it recognizes you and celebrates you. And so there's value in this digital good that's created for the potential customer prospect. So what that does is it creates a sense of reciprocity between the target and the brand, which is, you've given me something of value without me asking for it. 哇。 I'm going to reciprocate with affection or love or gratitude, 98 1/2% of the time retweet it because these get retweeted. And what's super cool is that, as we mostly know, organic has essentially dried up as a channel, your followers are unimportant so you can really get to your followers anymore without paid. But this is an interesting hack on that because you essentially get organic amplification. And some of these have gone to generate millions, and in one case, 63 million views for Microsoft. So really, really, really interesting tactic. Not enough people are doing this. And I've shown you a bunch of different examples. But we are moving to a world where this will be what everyone does one day. And so I think the brands that get there first will drive some element of competitive advantage. It does require changes in your systems, you got to think differently about content, you got to think differently about your agencies, how you brief stuff, you got to think differently about conversations, I'm going to end with one story about conversations I think will be potentially hair raising, but I love this story. And it just makes you operate in a completely different fashion. You know, at Microsoft, we had to organize ourselves into customer experience centers, and kind of pot it up and make sure that people were sharing and moving quickly. And you do have to take some risks, I think this is the part where maybe people get a little uncomfortable, but it's in that discomfort that you may find innovation, because we got very used to, over the course of the broadcast era, we got very used to being offensive to no one, I guess is probably the way to put it and sort of, but not potentially, that compelling to anybody but definitely not offensive to anyone.

And the result of that is this sort of tapioca-like, I'm not anti-tapioca or anything, but just tapioca-like, approach to marketing doesn't have a lot of impact and doesn't work very well in conversation marketing, and it'd be like going to a party and meeting somebody and say, “Hey, how you doing?” They're like, “I'm fine”. Okay, you know, it's just like, I'm really not going to spend a lot of time with this person, because there's nothing there. They're not willing to say anything or do anything in an interesting way. So there's one more Xbox example, I'll just do this verbally, because it's not really anything to show. So Xbox got a user complaining. And the user was complaining that the first-person shooter that they were part of, they'd lost their squad, so that the friends that they'd been playing with had disappeared and so they didn't have a squad anymore. And it's very hard to play these first-person shooter games, without a squad – Call of Duty was the game. And so he was sort of complaining that was kind of hard to find a new squad in Xbox. And he was kind of complaining in a slightly edgy way. But gamers are a bit like that, and Xbox uses that. So Xbox responded super helpfully and gave him some suggestions on what he could do. And his response was very negative, and kind of, sort of slammed Xbox, and it was a really unpleasant response, like a really unpleasant response, and inappropriate and not called for, because Xbox was just trying to be helpful and it's a person that's doing these things. You don't need to talk to people that way. Anyway, so that's what he did. And so Xbox had a choice. They could a) not respond at all. It's legit, and then just gets pushed to the bottom of the pile, b) respond helpfully again, which like, nothing wrong with that, and I think there's a legitimate case to be made there. Or c) what they did do. And what they did do is they said, “Ah, now we see why you don't have any friends”. I just love that so much. It got on Reddit. Thousands of people weighed in on this. Not everybody thought it was great. Most people did, but not everybody. And it was a little bit polarizing and bit negative for some folks, but it created a strength in the brand-voice, and it created conversation. And it created amplification. It was a brave and wonderful moment and they've gone on to do a lot more stuff like that, and they've got a great voice on the brand now. So that is it for the formal presentation. We have lots of time for questions. 所以我要感謝你。 I do have lots of ways to be connected to so I'm the only Grad Conn in the world. So I'm easy to find, I do do a daily podcast, which somehow, I fit into the day, called the Unified CXM Experience. A lot of fun, we talk about different things. Woe befall the company that gives me a bad experience because they end up being featured. Right now I'm going downtown on Rooms to Go, they get featured on the podcast liberally. But feel free to DM me on Twitter or kind of come at me any other way you'd like. Happy to talk to you, particularly love connecting on LinkedIn. And, and you can also read my blog, where I talk about a lot of these things as well. And that's it for, for today in the formal presentation, let's head back to questions.

Valerie Witt
Fantastic Grad, thank you so much for that presentation. Lots of fun information there. Everyone in the audience, now is the time to ask the question that you've got on your mind, you do that by pressing that Q&A button down in the bottom of your screen. So let's go ahead and just jump right in, Grad. So to kick us off, in many ways, we're going back to the one-to-one approach of marketing, like you talked about in the beginning here. But at scale. So why are so many brands and CMOs struggling with something that should be kind of familiar?

畢業
Well, I don't think it is familiar. And this is like, as I was trying to set this up at the beginning, this is a, this is a huge mindset shift unless you're like twenty, and there aren't that many CMOs that are twenty, you've been trained as a broadcast marketer. And you've lived in a broadcast world for a long time. To shift your mindset from broadcast to conversation is extremely difficult. And I'll give you a little story on the way I think about it, I find it quite helpful. So, my favorite communicators are comedians. I love the way comedians communicate. Now, if you think about what comedians do, it's quite different from what brands do. So the interesting thing about comedians, is that all comedians have the same creative brief, or at least the same benefit statement. So if you think about what the benefit for a comedian would be, it'd be you know, typically, the way you write a benefit statement is to convince the audience that blank, right? That Tide cleans the tough stains, so a comedian would be to convince the audience, right? Anyone guess? 想一想。 To convince the audience that I am funny. Every comedian has exact same benefit line. Now the reason why and their brand character are often quite different. But their benefit statement is identical. Now, if a marketer took that creative brief, and attempted to execute it, the marketer would look at that and say, “Ah, convince the audience that I am funny and they would walk onto the stage and they would say, “Okay, I know that repetition works. So I'm just going to start saying it, man”. “I am funny. 我很搞笑。 我很搞笑。 我很搞笑。 I am funny”. And probably seven times, I think, before people remember a message, right? 我很搞笑。 我很搞笑。 I'm at seven now. And I know that I got to get the reach going. So I know that multimedia works. So I'm going to hand out some pamphlets and maybe have a testimonial from someone in the audience. Yes, Grad's really funny and people will leave that performance, and someone will say, “Hey, how was how was the comedy act? And they'll be like, “Well, you know, I mean, he said he was funny”. Like, they got the message. But they don't believe it. They don't believe the fact that he said he was funny, but he wasn't so funny. What does a comedian actually do? A comedian goes onstage, and the comedian sends out a stimulus. So she'll tell a joke. As you hear the joke, you react to it. Not always, but often you'll laugh. And while you're laughing, sometimes laughing very hard, but while you're laughing, you think to yourself, you conclude, “Wow, she's really funny”. And when you are asked later on, someone says, “How was the act?” “She was hilarious. I couldn't stop laughing”. But the funny thing is that people say like, what were the jokes? People always say, “Well, what was she talking about? What are the jokes?” And you know, you can never remember, right? Like, I don't know, it was like, it was like a mother-in-law, an octopus. But you can't like kind of put it together, right? And so what you do is you say, “She was just hilarious”. You remember how you felt, and you remember the conclusion that you drew from it. So this shift for brands is really hard because brands have gotten really comfortable just telling people stuff. “I'm just going to tell you what to think about me”. Conversational marketing and what we're talking about right here requires I send a stimulus that may or may not work. Not everybody thinks every comedian is equally funny. And even comedians who are very famous and very funny and very successful, not everybody thinks they're funny. And so you're going to have some people that aren't going to respond to the stimulus correctly. But you've got to find that stimulus that gets that conversation going. That is really hard. That is really hard. And so I'm not surprised that CMOs are struggling with this. But you know, we've got to figure it out.

Valerie Witt
極好的。 So, Grad, we have several questions here, from the audience about how these principles apply to B2B marketing, where they're present, can you draw on some examples you might be able to share?

畢業
Yeah, so actually, my job at Microsoft, I was CMO for Microsoft US. That's a B2B arm. So it's basically mostly commercial, a $30 billion commercial business. And so I was using this stuff in that business. And of course, at Sprinklr I do all this every day. And, of course, Sprinklr's 100% B2B. There are two things about B2B, one is a little bit jokey and a little bit snarky, but I got to make the comment. The other one is a little bit of an observation about what you're really selling in B2B. So people kind of get wrapped up in their shoelaces on this B2B B2C thing. And the thing that's kind of cool about B2B is you're still selling to human beings. Like, the same human being who is buying an Xbox, is also buying a CRM system, or is also buying a CDP, or is also buying a CXM system. The same person. They buy paper towels, and they buy software. This idea that somehow, they're completely different people and we need to talk to them like they're robots is really bizarre to me. The thing about B2B is that all B2B products, all B2B products are selling the same thing. And they very rarely are the marketer sophisticated enough to understand what they're really selling. They all think they're selling their product, and they all talk about their features. Most B2C marketers have moved past that a long time ago. But they've regressed to just speeds and feeds and features. But that's actually not what they're selling. But what every B2B marketer is selling is, they could be a nail manufacturer, they could be a B2B SaaS, like Sprinklr, or they could be you know, bulldozers, whatever it is, they're all selling the same thing. Do you have any idea what that'd be? They're selling career success. When you make a decision to work with a vendor, you're betting your career, there are two curves, right? How can I advance my career? And what are the chances of me getting fired by making this decision? And the fact that B2B companies miss that emotional connection and miss the ability to get someone to think, “Wow, I'd love to do business with these people, because I think they're going to help me be more successful” means that they're not thinking about the problem the right way. And that is perfect for conversational marketing, perfect for connected stuff, perfect for what we're doing in the world we're talking about – the networked world. I mean, it's the best for B2B.

Valerie Witt
Do you see the life stage concept also applying?

畢業
Absolutely, you know, if you think about when someone is talking about changing jobs, you know, often they'll be moving to a new job. And very rarely is someone hired and told, “Don't change anything”. Especially these days, it's like, get in here and rip this thing down and build a new one. And so it's a great opportunity to go in there and so you can actually do really, really precise account-based marketing and go after everyone who's changing jobs that's within the target audience you're going after. So you're selling to marketers, for example, you can go after all of them, talk to all of them, be connected to them in a way that they look at you as a friend and somebody who's supporting them. One thing we do at Sprinklr when anyone in our circle of buying committees gets promoted, we congratulate them and we send them a little piece of creative just like I showed you in Xbox showing them moving to the new company and usually it's like a bobble head version of them you know, sort of there was one person she was moving to Lyft you know, we put her in a Lyft car, driving her over to Lyft. People love that kind of stuff. They frame it, they make it their profile photo, they retweet it, they send it to their friends. The next time we have a conversation with that person, what kind of conversation is it? It's a great conversation. Our sellers often comment – they'll sit down in a room and it's a warm room because they're like that's really cool what you guys did, that was really awesome, and we're not selling when we do these things. We're often just being human beings. Just talking to people, being nice, joking around, sort of celebrating their wins, being part of their lives. And then when it comes time to buy something, it's like, you know, we're here to support you. We're here to make this happen, and it's a very different way of thinking about selling.

Valerie Witt
驚人的。 So Denise is asking about your Microsoft Xbox example with the posterized social media images, exactly how did you do that? Like how, how does one create a posterized image? And how do you do it at scale?

畢業
I'm not sure if it's a super-duper technical question about the actual art program which I'm not able to answer, because I didn't make it myself. But there are tons of programs that posterize images, it's pretty easy technology. But the key thing is how we organize the team, I think that's probably potentially where the question is going. So what we had to do, we played with lots of models, I mean, we failed three solid times as we were setting up the CXC, like complete meltdown, like nobody left like, you know, total, like nuclear annihilation, right. So three solid, terrible catastrophes. And we finally on a fourth attempt, sort of got it right. And we worked with a company called JeffreyM, who's great. They fill a lot of the temporary roles at Microsoft. And they're really great at finding really smart, young people who are early in career. And so they were they were fantastic partners, we built it up, we found that what we needed to do is sort of sit … we tried one model which as an agency, we tried another model, which was completely in-house, what worked was sitting them kind of in between agency and in-house. That sort of worked really well. And then we had another agency, we tried on the agency front with content, we went through some of the world's greatest agencies, couldn't do this, because the turnaround is like super-fast, we were producing hundreds of pieces of content a day. So we ended up finding a smaller agency and then hired a bunch of their creatives who actually came in- house and sat with the community managers. And so it became a bullpen. So community managers go “I got a hot one here” and then in Sprinklr, they would just move it because Sprinklr is a collaboration platform, they would move it to that person, they would look at it, the creatives would come up with an idea, pretty quickly, they weren't trying to create the next greatest ad campaign in the world, just like I want to respond to this person, posterize it, do the message, and then get it back out again. And if you do that, you can actually produce shocking amounts of content. So it scales pretty quickly. But it does require a completely different way of thinking about things, you're obviously not doing creative briefs, then you have to put a lot of trust and faith in your people. So again, I'm not trying to make this an ad for Sprinklr but when I was at Microsoft, one of the things I really appreciated with Sprinklr is that the governance structure allowed me to gate this stuff. So when someone was new, there were multiple levels of approval, and I could change those levels at will all the way up to me if I wanted to. And I could also bring in other brands and it was a great way to in legal, you know, a great way to kind of make sure approvals were in place. And then as someone got more experienced, and we knew that they knew how to do it, we could sort of push that governance level back down again. And so you could scale but also scale without risk.

Valerie Witt
優秀的。 So next question is, “Do you have any advice for attempting this type of strategy with disconnected data systems?” You talked about how when they're all consolidated, it works best. But what happens if you've got purchasing data in one place, marketing data somewhere else, no API connecting them? So merging manually before communications go out? Do you have any advice for how to make it work with that kind of a structure?

畢業
No. Sorry. 我不。 I don't know how to do that. Yeah, I don't; I mean, really, completely disconnected systems? 我不知道。 I don't know how you can. You can't do it manually. Let me try to give a better answer. I was momentarily terrified and overwhelmed by that question, but I think the way to manage that situation, is to choose to hero on one thing. To try to merge manually or try to even merging three API's is very problematic. Very difficult to do correctly. But what you can do is say, “Well, what do I know that's relevant? What do I know that's relevant? And let me just do a good job on that”. And I will say that there is this old expression, I don't know how many people at P&G used it. But I had an ad manager that used it all the time, and he ended up becoming CEO. So I think it's probably a pretty good expression. Bob McDonald, this is a Bob McDonald expression. And we used to get stuck in these kinds of bizarre academic arguments at P&G because everyone was straight out of school. So we kind of continued a very much of an academic way of approaching things and I remember we were on a multi-month argument over fifteen frames of a Downey commercial. I was Downey brand manager. Fifteen frames, as you know is half a second and fifteen frames would either add a picture of a mother hugging your child at the end of the ad, or fifteen frames could be added to the demo in the middle, showing that the bubble didn't break when it hit the towels and that's what we were arguing about for a long time. And you know how town cycles work. So the town cycle had expired; we hadn't renewed so we were off the air completely. And Snuggle was kind of out there, that damn bear, you know, running around, being cute and everything. And we weren't on the air. And this was going on, this kind of battle royale. And so Bob came in one of these meetings and he kind of like listened to the arguments and we both made our sort of reasoned arguments about why it should be this way. And it was my boss that I was arguing with. And Bob said two things. He said, “Well, first of all, the person who gets fired in here if he didn't make his numbers is Grad so let him make the decision. And secondly, you've been off the air for two months, you're not going to get on the air instantly, you've still got to traffic this thing and everything else. So you're another couple weeks away from even being on the air. And meanwhile, the snuggle bear's running around beating us up”. And he says, “I would argue that halitosis is better than no breath at all”. 我喜歡那個表情。 對？ And I think sometimes we're so worried about having it perfect that we wait until some great moment. Just get out there. You know, you can't get to every single person who's talking about buying a car right away. Okay, well get to some of the people that are thinking about buying a car. Just like somebody get out to someone, for God's sakes. And then you'll sort of figure out how to do more, faster as you kind of get that motion going.

Valerie Witt
驚人的。 Okay, our next question comes from an attendee saying, “Congrats to you and your fiancee. And thank you for the great presentation. Do you have any suggestions for how a newbie in the Pharma industry can develop mass one-to-one marketing and where to go for social listening of doctors? Any pointers for where to begin?”

畢業
Yeah, well, that's actually a really interesting question. My brother actually works in Biotech and his wife works at Merck, so in Pharma, so I'm sort of familiar with it. And it's a challenging industry because of the regulations. So you have to be to be quite careful. I did quite a bit of consulting with one of the very large Pharma giants in a Sprinklr capacity, I was like in there and they became a Sprinklr customer. And what was really interesting, I was doing, actually a mass one-to-one presentation, not dissimilar from this one, but a slightly earlier version of it. And they were all excited, but they said, no one will ever let us do this. I said, “Really? 你確定嗎？” and so we had a meeting, and I did a presentation with a whole bunch of examples. And they actually invited their lawyers. It was a super intimidating presentation because the whole front row of this conference room was just lawyers. And they're Pharma lawyers, right? And they're all dressed in suits with ties and stuff. And I'm running around in my chucks and what they would do is, the marketing leader would stop me like every two minutes because I would show an example and talk about how it worked. And she would stop me, “Okay, thanks. Thanks, Grad, hold on a second”. And then she turned to the lawyers, and she said, “Can we do that?” “Yeah, we could do that”. “Okay, keep going, Grad”. And then I'd do another. “Could we do that?” They're like, “Yeah, you could do that”. Obviously, they kept saying yes, the reason why they kept saying yes is that the beauty of this mass one-to-one stuff in Pharma is it's not making any claims. And I think the thing that we've lost, this is again a mindset issue, we've lost this … I don't know why marketers are so afraid just to like, make people like them. Like you don't have to always be selling stuff to people. Can we just have a conversation and make someone smile, make someone feel good about themselves, make someone's day and then that will return to you. I think again, this is an obsession of measurement. But by over-obsessing on the measurement we're actually under-delivering on brand and we're not connecting with people the way we can. You will eventually be able to measure it but maybe just say something nice about the fact that they're having a baby or something like that. You don't have to like and buy my product is not necessary. And so I actually think Pharma has a huge opportunity here because it's so restricted because of the claim-based nature of what it does that it would actually be, I think, very refreshing to watch a Pharma ad or see Pharma communications that weren't full of disclaimers and all the different ways I'm going to die from using their products. The worst advertising ever, right? It's like, here's this great product that you know you can dance on it. They're always dancing on the beach. You're dancing on the beach with this product and meanwhile the announcer is going, … and this can happen, and this can happen, and this can happen, and this can happen, and this can happen, this can happen, this can happen, it's like two ads. It is the weirdest advertising. So I think Pharma would go a lot further if they could be less claim obsessed.

Valerie Witt
我喜歡它。 So we really are out of time. But maybe one quick, rapid-fire question here at the end. Do you have a book, a favorite book that you would recommend?

畢業
The Man Who Sold America. It's a story of Albert Lasker. It's the story of the beginning of why creative started becoming important in advertising. If you haven't read it, you should read it. If you don't want to read it, you should get out of marketing.

Valerie Witt
完美的。 Thank you so much Grad for an amazing presentation today. And thanks again to Sprinklr for sponsoring our webinar. As a quick FYI to everyone here, as you exit Zoom, there's going to be a window that pops up with a very short 30-second survey, we'd love to hear what you thought about today's session. Thanks so much for joining today. And we'll see you again soon.

畢業
And that's a wrap on the MarketingProfs webinar and today's rerun. I want to thank Valerie Witt for being a great host. I also loved the questions I was getting from the audience. It's a really, really fun webinar to do and I'd do it again in a second. And hopefully you learned something about Mass 1:1, and particularly about how to do life stage marketing. I am really curious about who's going to really light the candle on this stuff. And if you are doing life stage marketing using the data coming off these modern channels, could you send me a note, just DM me on Twitter and say, “Hey, Grad, I'm doing some pretty cool stuff with life stage marketing and getting some great results”. I'd love to have you on the show. I'd love to talk about it. I'd love to profile you. This is the next frontier for marketers today and we've all got to get on it. So life stage marketing, moments marketing, that's where it's at. And summer reruns is where the Unified CXM Experience is at right now. I am your host, Grad Conn, CXO at Sprinklr and I'll see you in a rerun … next time.