WEBVTT

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Aimee and Mark, thank you so
much for being here at this

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year's Dreamforce.

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And this is a question for both
of you.

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Knowing how hard it can be to
deliver these personalized

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experiences that customers
really enjoy, what would your

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advice be?

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Keep it simple.

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Keep it centered around what
really drives the customer's

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behavior that you want to drive.

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Be cool, not creepy.

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Like, if you're going to ask a
question, do something with the

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answer and have it be expected,
not unexpected.

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Those are really good tenants.

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I think the other piece is just
get started.

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People sometimes.

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I don't think any organization
lacks an idea for how to make

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their experience more
personalized.

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If you get people in a room,
they'll come up with five ideas

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off the bat of what they could
do next.

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But then there's paralysis
around bringing the people in

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the room together to actually
get anything done.

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So I think a lot of it goes back
to that.

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I also, in my book layout five
promises you've got to deliver

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to the customer when you
personalize.

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And I think the last one is the
most important.

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So I'll hit on that. Delight Me,
which is about just making my

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experience a little bit better
each time you connect with me,

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which comes back to testing and
learning, shrinking the time it

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takes for you to implement those
insights.

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So I find most organizations are
still taking 12 to 16 weeks to

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turn around and make a campaign
better or making make a

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marketing experience better.

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And that's just way too long.

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How do you make it better every
single week, which means

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reengineering your processes,
measuring things in a much more

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automated fast fashion, and
equipping the teams with those

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insights.

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What have you been seeing
lately, Aimee?

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I guess I would add to that the
surprise and delight factor.

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I think it's hard to measure,
but it makes a difference.

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If you find that one reason why
they want to come to your store

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or your retail or interact with
you or your employees, that one

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unique thing is going to bring
them back in.

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Yes.

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So how do you also unlock what
that could be?

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Not just points, because points
is kind of interesting and these

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go beyond and what's that one
unique thing for your brand in

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your category that actually ties
to your brand promise, why

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people choose your brand?

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I think I'd also add how do you
engage the entire organization?

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So if the entire organization
understands what makes the

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customer tick, they're all
interacting the customer at

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different places.

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Your finance team might be
setting pricing and they might

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have to understand why a
customer does or doesn't come to

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you.

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The operations team is
interacting with your customer

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in a different way.

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If you engage all of these
different people, you have so

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many different ideas that could
come out solving different

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customer problems.

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And to your point, how you
operationalize those then to

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create a unique ecosystem where
you could take advantage of

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that.

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I remember when you drew the
customer flywheel on your

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whiteboard when you were
launching personalization at

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Starbucks that you had everyone
in your office and, and engaging

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the CEO, the CIO, the various
stakeholders around it.

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And I think that visual
connection of, ok, this is the

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big dream we're building.

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And yes, it's going to be a hard
road and it's going to take

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dollars and it's going to be a
phased approach really helped.

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It was a hard journey, but that
alignment at the front was

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critical.

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Mark, Aimee, thank you so much
for being here.

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Thank you for having us.