Episode released on: 04. October 2021
CX Goalkeeper and the ECXO with Enrique Gomez – E42 is about ROI in customer experience – Customer Experience Goals with the CX Goalkeeper
The CX Goalkeeper in collaboration with the European Customer Experience Organization (ECXO) had a smart discussion with Enrique Gomez Alonso
LinkedIn Headline: C-Level | Customer Experience expert | Digital Transformation | Innovation | Strategy | Speaker
In this episode you will learn:
– Some highlights on the ECXO
– Show financial results to get on the top of the C-Suite priorities (on the short and on the long term)
– 4 steps to develop a Voice of the Customer program
i) Phase 1: Outside-in – Start with the external view
ii) Phase 2: Few data available – Start linking customers feedback with some KPIs e.g., renewal rate (6-9 months of data available)
iii) Phase 3: More data available – Start analyzing and deep diving into data. Proving the relations and the quality of the improvements implemented (1-1.5 years available)
iv) Phase 4: Start with Predictive analysis (more than 2 years of data available)
– Prepare the conversations with your stakeholders and make it understandable for them (speaking their languages)
… and much more
His book suggestion:
– The Ultimate Question 2.0, Fred Reichheld
Enrique’s golden nugget:
“Be resilient. Customer experience is about resilience a lot. If you really want to make the impact on the company, it’s about resilience: Trying to enjoy your success, trying to minimize the impact of failures and bad moments. But at the end, it pays.”
Customer Experience is about resilience a lot. If you want to have impact on the company, it’s about resilience. Try to enjoy your success, minimize the impact of failures …but at the end, it pays. Enrique Gomez Alonso on the CX Goalkeeper Podcast
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How to contact Enrique:
– https://www.linkedin.com/in/enrique-gomez-alonso-0a07aa1/
Thank you, Enrique!
Thank you European Customer Experience Organization (ECXO)
#customerexperience #leadership #ROI #cxtransformation #VoC #cxgoalkeeper #exco
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Transcription:
Gregorio Uglioni 0:01
Ladies and gentlemen, welcome to the CX goalkeeper podcast. Your host, Gregorio Uglioni. Will have small discussions with experts, thought leaders and friends on customer experience, transformation, innovation and leadership. I hope you will enjoy the next episode.
Ladies and gentlemen, it’s really, really a big pleasure to start again, a smart discussion together with Enrique Gomez Alonso. Hi, Enrique.
Enrique Gomez Alonso 0:33
Hi, Gregorio.
Gregorio Uglioni 0:34
It’s really a pleasure to have you on this discussion together and in collaboration with the European customer experience organization. As you know, I am interviewing the ambassador of the European customer experience organization. And I’m really thrilled to have Enrique with me, he has really a great career. He did all the important step through to the career and now and now is at Medallia. But I think the best way is to start with the usual question. Enrique, could you please introduce yourself?
Enrique Gomez Alonso 1:05
Absolutely. Thanks. Thanks. Gregorio. Thank you. Thank you very much for having me here in your in your podcast is, as you said, my name is Enrique Gomez. Okay, Gomez Alonso. So you know that in Spain, we have this father, father, family name or their family name, okay. Somebody called me Alonso. So somebody called me Gomez with Enrique Enrique Gomez. I’m working on right now I’m working on on Medallia. I’m the director for experience for South EMEA. So that’s basically Spain, Italy, Portugal, Greece, all the Mediterranean area. And I’ve been I’ve been in this position for the last year helping lots of different clients, lots of different industries, and everything that has to do with building Beaubien, their customer experience program. And basically beyond what usually has been the role of Mandela has been more on the technical platform, okay, though, we recognize that there is one moment when you have to evolve from basically listening to the customer having a great voice of customer program, to expand it and basically cover everything that has to do with something that we will discuss later how to engage the C suite and basically make the customer experience something really critical to changing the mindset of the people in our shop. Okay. And before that, I’ve been working on more than 10 years, running myself Customer Experience Program started as long as 2011. If I recall correctly, I bought a phone in Spain. It was one time before that I was the strategy director and I was pushing very aggressively they said okay, which is the next big thing for the telcos. And after data after content, we start talking about customers. And the CEO at that time said to me, Hey, you’ve been pushing this customer theme for four months. Now you build it. Okay. So it was one of those situation was okay, let’s build it from almost zero. Okay. And it was there for five years. And when everything was built, then I jump into Zurich, Zurich, insurance in Spain, completely different sector. But basically, it was a huge opportunity, because was building customers experience from meal pro nothing. I will say customer experience and customer marketing, okay, because it’s insured and is not the sector that has been working more, it’s not the most customer centric sector in the world. Okay. Now, things have changed and but I think it’s has been really, really helpful to see how the sector has evolved in the last in the last year. And that’s basically my experience on customer experience around 1112 years running programs now helping my customers to run their products.
Gregorio Uglioni 4:19
Thank you, Enrique, for this great introduction. And I can state that we have really a great expert in customer experience with us with with East career path. But before we start deep diving in customer experience, something about the European customer experience organization, you are an ambassador, founding member, what does it mean for you being part of the European customer experience organization?
Enrique Gomez Alonso 4:47
I think when we start talking to start talking to Ricardo, like, almost two years ago, for us was like, for me, it was basically Hey, this is a moment when There’s a lot of excellent professionals around customer experience around Europe, that we have now the opportunity to start sharing practices to start building the European knowledge on customer experience on. So when they basically I saw something on LinkedIn about hey, are you interested on customer experience? Are you interested in building this association? I say, Hey, I mean, I’m all in. And we started working on that. So for me has been the opportunity of I will call this profession of customer, spirit and practitioner, make it more, I will say professional, okay. That is people that we have been worked out there. So a lot of people have been working for years, but basically quite isolated, quite independent. With very, not a lot of opportunities for networking, okay, it depends on the countries because for example, in Spain, we have sown association that had been working on that like the deck or like the Quality Association, but they were quite local. So the E of European makes a lot of sense. There is a lot of differences between the different countries, but there is more similarities, more opportunities to network. So for me, it’s it’s all about that. And I think that in at the beginning, we were talking about the community of professionals, for professionals, and basically created by the professionals.
Gregorio Uglioni 6:37
Thank you only get and it makes totally sense perhaps really to understand from your point of view as a founding member, and Ambassador, what differentiate the European customer experience within the organization to the auditors, and I’m not speaking which is better, and which is less better, because I am part of several organization, and I enjoy being part of all of them. But I think it’s important to really state what’s the difference, because also in customer experience, differentiate from let’s say, Anders, it’s extremely important to stand out. What’s your view on that?
Enrique Gomez Alonso 7:10
I think my take on that is I’m also a member of several customer experience organizations cxpa deck in Spain, I think one important piece is for me, the most important piece is that it’s, it’s made by professional for the professionals. Okay, it’s not about getting the new companies are basically aiming to the companies to embed some customer experiences about okay, which is really interesting and interesting for us the professional, what can we share with other with other people with somebody on Finland or somebody on Greece on? Okay. And that’s also a differentiation with others Association, as well as say, for example, in Spain, there are several Association, but there are just a Spanish Association. That is great. But basically, hey, why, why stay in, in Spain when we can share, and we can build something that it’s European, European, I think it’s this is, for example, the different with some of the more local association, and with others is basically they eat, they will eat European, I think it’s this is the most important pieces. Sometimes it’s really funny when you see some material from other people that is like, hey, well, but there’s other countries in the world, apart from us.
Gregorio Uglioni 8:31
Understand what what what you’re saying. And perhaps also for the audience, if you have interest in understanding more what the European customer experience organization is doing, or if you want to subscribe is access free, it doesn’t cost then you can go to www E C, O dot O, R, G, slash individuals, and then you can apply to be a member and you can be part of this great community. Thank you very much, Enrique for this introduction. And now let’s really deep dive in customer experience what we like what we really love, and you selected one topic that I think it’s really key, and we need to discuss it and to understand it and to act on it. And this is all about arrow, I see ease and return on investment. First question, why do you want to do think that it makes sense to discuss about this topic?
Enrique Gomez Alonso 9:28
I think it’s everybody it is one of those things that we need to push on customer experience we we have been pushing the customer experience for the last 10 years or more than 10 years at the very beginning was some kind of new buzzword and it was about faith. It was about hey, basically we can leverage on all the work that has been done on NPS etc. But there was, hey, it’s the new thing. Okay. And let me put it that way, a new thing give you some space to Who dares to try. But in some point in time, if you want to get the the C suite and under sponsorship that you need in order to transform a company that at the end is what we need, and in most of the companies is to make a deep transformation. You need to get this sponsorship and then you need to go to the to the CEO to the CFO and talk to something that at the end, it really, really, I would say, you cannot argue with within if you don’t show the business impact, okay. And at the end, ROP or any kind of business impact help you, it basically make you I said mature, okay, instead of being this A is nice to have is basically Hey, this is good for the business. Okay. So I think it’s critical, there is a lot of opportunities that you’re sorry, a lot of companies that has to start with the customer experience. And after a couple of the year, they struggle to keep on with the momentum. And it’s because they need to evolve towards this more professional, more professional talk. Okay, I think it will, as you said, We are apostles of the CX, we love CX, but the hey, we need to recognize that there are some people that are a little bit more that will say reluctant or resistant. And this is one way of basically putting the customer experience on the top of the list and keep it there. That is probably the most difficult part. Okay, it skipped CX on the top of the Strategic Initiatives for any any company, if you don’t show the financial results, it will be very complicated. You can stay there for several for seven years. But then at some point on time, they will say, hey, where does the volume where does the results? That’s, for me my point on this.
Gregorio Uglioni 11:51
And it makes total sense. Because at the end, if you think about customer experiences, what customer experience wants to achieve is to improve acquisition, improve retention, decrease cost, and improve share of wallet, it means I want to keep the customer that I have, I would like to get new customers, I would like that customer use my products. And I want a company to work in an efficient way. And a lot of business transformations. customer centric business transformation starts with the voice of the customer and you are working for Medallia, therefore it’s the best place to to ask this question. I see a lot of transfer customer centric transformation that starts we need to get feedback from the customers, and then they start calculating NPS. I think it’s not enough. And instead of now that I’m explaining that, could you please elaborate a bit on that how you could structure this process that really then we can show we can prove the return on investment? If we are leveraging the feedback of our customers?
Enrique Gomez Alonso 12:54
Absolutely, I think it’s as you said, the feedback of the customers is basically step number one is listening to then identify and identify pain points, start doing action, follow up this action, etc. So it’s okay this is basically the basics on them, which are the different steps that we are usually I have used and I one of my recommendation to my customers is basically Hey, you basically you cannot go to very, very complicated things at the beginning some cases even you have to start with something that even before you have data, you can start with something really small that it show improve of other companies similar to you or let’s similar, but try to keep it as simple as possible and show the impact that they already have. Okay, this is this is usually to convince people at the very beginning when you don’t have any data on data or you are basically pushing this customer transformation on trying to get the divine of the people okay, so it’s going and say hey, I don’t like the the normal names that everybody used like a muslin is doing that. Apple is doing that Airbnb is doing that because yeah, well it depends if if you are doing it will say we are not Apple, we are not Amazon we will never be this this guy, but you can identify now since I will say we have a lot of different people that are showing the impact on almost any sector that you are thinking okay, insurance we have we have for example generali that we have been working with them for years that they declare this impact okay. So it’s even insurance okay, you can find this this example. So, first is this a small external view is basically a proof of concept. Then second, one recommendation is once that you start having some customer data, start with the relationship between NPS and for example, renewals, okay or loyalty It’s quite straightforward even before you can see the impact of the actions that you’re doing. But basically saying, Hey, these are the data for on our customer. This is the difference on retention before between a deep detractor and promoter, okay? Or this is the difference on cross sell on unsettled Well, it depends on the sector, but basically, the one that I can bet a beer with you that that you will see some impact is basically MPs with loyalty. Okay with with renewal, that’s basically as soon as you can have six, nine months of data of feedback, okay, then next step is basically gone a little bit,
I will say more fine tuning and is, hey, we did that, then we change the NPS, then the loyalty of these guys, or the cross sell of these guys, or the set of wallets, change it. Okay, so, in this case, you need to have a complete cycle in the sense that you measure do identify an action you did what there was supposed to change that. And basically, then you need to work on cohort or group saying, Hey, this is the difference between the guys that goes through the experience or don’t don’t experience, this is probably one year, one year and a half down the down the road. Okay, so don’t get upset at the very beginning with that, because you need to have some success stories, okay, even on how we do this, and the NPS change, okay, let’s keep it that way. And last is basically when you also have some kind of predictive impact on the business, okay. So it really helpful when you need to prioritize action, or when you get the budget of something or you will start with some customer, we are building business cases, for the for the customers payments action, when you say if we do that, then we will improve the NPS on that for this customer, that means that we will bring another 2 million euros to this to this company. Now, that’s basically when you get all the empathy, you have some historical data, a couple of years data, some volume, you are used to do actions and follow up of the action. It’s doable, okay. It’s not that we are talking about Apple or Amazon, it’s normal companies in the world when this and we are working with that I did it Okay, in both in Zurich and Vodafone. And for me, let me put the date the day. This is the moment when you go to a CFO and the CFO automatically can translate one NPS one point in one increase of oh sorry, an increase of one point of MPs equals 20 million euros. Okay, that’s the moment when basically you got it, because then basically, it’s they will not discuss how this or whether they will ask you Okay, how much will the MPs change how many customers you will impact with this change, we will be the impact, basically the kind of conversation that you want to have. Okay, so, and that’s basically the four the four steps. So it’s from basically outside in very ugly, little bit material when you have your data, and then when you can translate basically MPs into into money, okay, and everybody, if you ask a controller or financial controller, how many Euros will you get if you improve NPS, and they can give you a number. That’s basically heaven.
Gregorio Uglioni 18:31
I think, ladies and gentlemen, I can only say you got 15 minutes of free of charge consulting, to define the business transformation. And to make that a bit more tangible and understandable. I define that normally as how to get the best friend of the CFO. Because that’s exactly what you explained. And I think this is really important. Let’s start with the early stages, because also in Europe, we are not as developed as we think or as we are discussing. And basically, I think most of the companies, most of CX professionals are really issues to get the budget, but not only the budget, also the resources to start this transformation. And you said really at the beginning, and I would like it start comparing other outside in. It’s the same industry or a different industry. And as you said, it’s always comparing that with these may Apple, Amazon and so on. Because at the end our customer compare an insurance not only with other insurances, but they compare that with the best in class. And these are always the same example that we are using one once I or something like yes, but yeah, I’m buying grocery and it’s Captain they’re doing like that and it’s a bit different a different way different setup and different visions. But back to this discussion. Do you have perhaps really some hints For CX professional, how to get the first budget, in order to start this transformation, as you mentioned in your description in the early stage,
Enrique Gomez Alonso 20:11
I think it’s prepare prepare yourself for the conversation. That is not the kind of conversation that CX people usually likes an Excel okay that it’s about business. Because most of us, it’s not that we don’t think about it, but for us, it’s a given. Okay, so I think it’s a customer experience is about, it’s a win win situation when you improve the experience for the customer. And basically, as the customer is happier, will stay longer with you will buy more from you will basically recommend your friends to you, okay, this is something that we give it for granted that it’s hardwired in our in our brains, but we need to be sure that I’m sorry, we need to be ready. That is not the kind of thing that everybody in our company knows by heart. Okay, so roll your sleeves and start from there. It’s Hey, I remember the first time I had a meeting with a CFO at Zurich in Spain, I go into the meeting. And everybody said to me, Oh, this guy is great. But basically, it’s so focused on numbers. And I say, Okay, I don’t care. I’m an engineer, I love numbers. And basically, I will go there. And when I introduce myself, so what’s the first time we ever met with them? Say, Hey, it’s indica? Hey, I’m, Jordi. Pleased to meet you. And I said, Hey, your thing, just to make it very clear, from the very beginning, the customer experience is about being more profitable as a business. Okay. It’s not about earning a place at heaven. Okay, there is other ways of doing it. Okay. So we will talk about being being profitable. And then we can talk about how we reduce the cost or how we improve the policy or how we do this, this kind of thing. So I think it’s this kind of mindset that Aidan explain to them, how they were good, How good will be the world with a customer experience is basically a use the language that they are ready to accept, okay. And in some cases, you need to go before the customer has been in one on one. Okay, you have to start from very beginning. This is first thing because we usually try to go that way I sent a postal way below, we loved it, we will leave everything. Hey, but these guys, maybe, maybe have no idea of what this is about, okay, or just read a paper in some newspaper and some magazine or go to some Medallia event and see somebody like me talking about how good is customer experience? Hey, start from from zero. The second part is, again, look for examples, that makes sense to everybody. Everybody loves this day, everybody loves hamazon is great, you can start from that. But you have this, you are lucky now. Okay, we are lucky now in the sense that we have a lot of different examples of different industries. Okay, so it’s a combination of both, it’s not using always the same examples is basically using maybe not so fancy or flashy, okay, but use this this kind of sample. And then, for me, last but not least, is you will not get it at the first time. Okay, you have to insist, you have to be resilient, you have to go there. And maybe at the beginning, they will only give you like, okay, proof of concept. Let’s start with this. Build on that. Okay, and start basically start doing things from from moment zero, don’t. Sometimes we also have this kind of, we want to have everything perfect, we want to have something to the second decimal point. Now, get some further salt is great. If they don’t everybody, they don’t care if you’re increasing loyalty is 10 or 12. This is a significant increase on loyalty. The only standard 15 They don’t care. It’s important. That’s what matter.
Gregorio Uglioni 24:03
I think it makes totally sense. And basically what what you’re saying really great and tangible examples. And I would like to elaborate on the first one that that you mentioned. And it’s really to speaking the language of the person speaking together with you. Because basically, we cannot say that CFOs doesn’t care about customer experience, but it’s one topic of a lot of different topics they need to manage. And basically we have, let’s say a bit more long term view on customer experience, and they need to deliver quarterly results. And therefore we need to have the proof of pudding within the right quarter in order to get to this long term, long term journey. That’s also there. Do you have some supporting information or helps out to create short term targets and Long term targets.
Enrique Gomez Alonso 25:01
Yeah, I think it’s this, this is really important. And I, we shared you basically how we I started or my team started in Vodafone, how we started. And so that gets identified, which is one of these financial operational business KPIs that really matters, the company and I can explain with you explain to you basically Vodafone at the moment that we started, we have lots and lots millions and millions of calls calling the contact center. Okay, so it was like 75 million calls every every year. If you multiply, if you make the number that you multiply by the amount of euros that you spend per call, because most of them were outsourced, you can imagine that there were some son, millions of euros there. So we decided, Okay, let’s start with improving the customer experience on that part. And with everybody, we decided not to show directly or the first thing the MPs we did direct directly, we show the volume of goals. Okay. And it was very, it was a structured way we had we start with some basic, like eight people call Customer callers, not because they don’t have any friends is because they have some kind of question or problem. Okay, so let’s see, what are the key things are the key questions that they are asking. So we start with very, I will say, standard approach on volume of calls with, which are the reason and start working with some of the of these buckets of calls and showing the people hey, we have done this, and we have reduced X amount of calls. And in our sense, we were lucky in the sense that there were so many calls that anything that you do to reduce call, then you have 1000s of colors, okay, and 1000s of colors is 1000s of euros less. Okay, so you can start small and keep on keep on growing on Sudhi was about loyalty, it was about retention, it was about how can we improve the situation? So my recommendation in this sense is, hey, identify one two, business, financial KPIs that are really critical for the company are really important for the company and start small start with some calls or some group of customers on segment that these are some business some line of business and start doing a small thing, but showing impact show when the results. Okay, so don’t what I said it wouldn’t make this similar at all. Basically, it’s, Hey, we have we have to cover all this land, basically, you start from here, okay, and you start here. And then yeah, once that we solved there, then we move to another thing, then we move to another thing, you as a CX leader of this program, you have to have this map in your mind, okay? But you don’t need to go there and say, We will do everything that they say no. Okay, we can eat the elephant, piece by piece. Okay, that’s really important.
Gregorio Uglioni 28:03
And it makes total sense. to double down on what you’re saying, it’s important to define what you wanted to achieve, to act on that to show the results that you can do that. And then I use exactly the work to sell the results that you are successful. And this is extremely important in the early stages. And I would like now to move to the next stage that you start getting the data because in the three phases that you mentioned, early stage, the second stage, getting the data, having own data, it’s extremely important to focus there, because then in the phase three and phase four, let’s say maturity and excellence phase, then and the CFO is on boarded, you understand that because if you want to get that you need the budgets and you need the result. And therefore focusing as the one of my last question in this in this part of the discussion is, now you start getting the data and you start seeing that some people are happy, some people are not happy. And therefore you start, for example, on this example, doing the close the loop with the detractors and ensuring that they get they get again, I know that is a generalization, but do you have again, some suggestion? Where should people look at in order to start creating exactly these KPIs that are related to financial results?
Enrique Gomez Alonso 29:26
I think it’s start with understanding your own business. Okay. Customer Experience is normally quite cross sector. That’s, it’s, I will say great for us. But basically, each sector has different KPIs. Okay. And so you need to understand what really the key key elements on the sector and on your company could be. Again, we always talk about loyalty, but it could be reduced cost, okay, and so on occasion, or if you’re doing really well, it could be About selling more. Okay, so first of all my I will say my first recommendation is understand the business. Okay. Understand the business understand your company, and the language, which are the two, three. And I will not say Yeah, a bit that Yeah, but there’s great everybody will talk about the weather. No, no, no, go to the, to the second a fair level of granularity, which are really, really, really the ones that that and that can you move with, with the with customer experience again, because if the main problem is the financial margin, really complicated to find a way I know, but if you’re talking about cost everybody every company is talking about costs costs, this is a sure thing, loyalty is a short thing, if you are thinking on retail, I would say share of quality is assured thing. Okay, so indentify this the sentiment, and then basically, cross your information, close your knowledge about the the situation with the customer when that you have this data, which are the pain points, and then basically identify which are the actions that can improve the pain points that will impact your business, for example, it’s what I sat down on board I found was straightforward. We look for the calls because it was cost reduction. Nobody can put it, it’s very complicated to argue about cost reduction, if it’s number of calls, because you can count the calls and say, Hey, we have 1000 And we did this and this, isn’t it. So we’d reduce them due to that. Okay, set that is parables, this kind of word that CFO love ceteris paribus, but it was this is what we did the rest stay the same. So this 10 calls is based on on that, okay, so doing one point, this cross of the, which are the key financial for the company, which is a kind of things that you can identify as pain points, and basically be obsessed with two or three, two or three things, okay? Don’t try to do 20. Okay, sometimes we boil the ocean, we try to do a lot of things. At very beginning, try to keep it really focused, because resources, I will say, happy if you have infinite infinite infinite resources. But basically, you have limited resources, you have to focus your guns in some target. Okay, two, three things, basically trying to find if there is some really low hanging fruit, go for that. Okay, and then you will go for the 1000 different things that you have in your mind, but choose to three, no more.
Gregorio Uglioni 32:35
Thank you very much, Rick and being respectful of the time, I need to go to the next part of our discussion, I would love to discuss with you hours about this topic, but not during this, this podcast. And therefore my question will be, is there a book that you would mention or you would like to share with you that you say it helped me during my career or it helped me to grow?
Enrique Gomez Alonso 33:00
I will go to the classics. Okay, so I go to the ultimate questions. And basically, I think it’s really the new version that they they wrote four or five, six years ago, it’s the I said always the red one is the old one. The yellow one is the new one. It has been great for me, it was when I started with the customers bidding was like the almost the only one that we have at that time. Give you a lot of examples, but most of it to give you the mindset that you need to have and I think for me, this is critical. I will not stand up basically, it’s it’s never more than five meters away from my from my work desk. Okay, it’s over there. That for me, for me, it’s I will say if you if you have to read only one book, read this.
Gregorio Uglioni 33:58
Thank you very much. And to be clear about the book you are mentioning as the one from Fred Reichheld. Yeah, is the one that created this NPS not score but NPS system.
Enrique Gomez Alonso 34:12
Can we can talk about that? Well, it’s also about that, because this is what you said system, the score is like the soccer the soccer match result. Okay? It’s 0-1 doesn’t tell you how was the How was the match? Maybe it was one team was winning, or was basically pushing for 90 minutes and only scoring the last second? Or could be that the team will or both things are so equal that there was only one by chance to score. So system. Yes, absolutely.
Gregorio Uglioni 34:43
And exactly what you’re saying and also how to improve to win the next match if you lose this word, but this is also I think we could discuss thoughts about soccer. And you can if somebody would like to contact you what’s the best way
Enrique Gomez Alonso 34:58
I think my LinkedIn profile it is there. It’s probably the fastest way I check it. Every morning with my coffee, my first coffee in the morning, I check email and LinkedIn. So I think it’s probably the best the best way to contact me and happy to chat with any anybody are. If you’re a member of the European customer experience organization, through the sites, the site, I will, I’m always there. I will say I also check every every day, what’s the fate and on the because it’s always really interesting reading about about customer experience. So it’s up to you through the ECXO. site or through LinkedIn, it’s the best way of contact me.
Gregorio Uglioni 35:49
Thank you very much, Enrique. And now we are coming to the way last question. That’s the question that I’m always asking it and it’s Enrique golden nugget, it’s something that we discussed or something new, that you would leave and share with the audience.
Enrique Gomez Alonso 36:04
Wow. A golden nugget. Be resilience, okay, customer experience is about resilience a lot. You have to, if you really want to make your to make the impact on the company, it’s about resilience or the trying to enjoy your success, try to minimize the impact of failures or bad moments. But at the end, it pays. Okay, really, really, really an area where you can feel really, really satisfied. And it’s I will not change my my, my experience in the last 11 years.
Gregorio Uglioni 36:53
Thank you very much. And I am not commenting the Enrique’s golden nuggets because it was your golden nugget. The only thing that I want to say is was Thank you very much for your time.
Enrique Gomez Alonso 37:04
And thank you Gregorio for inviting me.
Gregorio Uglioni 37:07
It was really a great pleasure. And also thank you to the European customer experience organization to make that happen to give me the opportunity to discuss with EC. So ambassadors, and I hope that the audience enjoyed as much as I enjoyed this discussion because it was really an outstanding discussion. Thank you very much
if you enjoyed this episode, please share the word of mouth, subscribe it, share it until the next episode. Please don’t forget, we are not in a b2b or b2c business. We are in a human to human environment. Thank you
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⚽️⭐️⭐️⭐️⭐️⭐️ The CX Goalkeeper Podcast ⭐️⭐️⭐️⭐️⭐️⚽️
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