Why everyone should be a “Chief Value Officer”

JENNIFER ANAYA:

What is it that you can do as a company that no other company like yours can do? I firmly believe that your people are the ones that make that difference. Everybody can replicate tools, software, systems. Everybody can have all that. You can't replicate people.

INTRO:

You're listening to CX Confessions, brought to you by Khoros. I'm Spike Jones, General Manager of Khoros Strategic Services.

And I'm Staci Satterwhite, Chief Customer Officer at Khoros. In each episode, we'll share the customer experience stories and insights you need, straight from the sharpest minds in CX, so you can better connect with your customers.

And make them customers for life. Let’s start the show.

SPIKE JONES:

Hey! Welcome back, everyone, to CX Confessions. Another great episode. My name is Spike Jones. I'm the general manager of Strategic Services here at Khoros. But this ain't about me. It's also not about my co-host, but she is awesome. The one and only, the incomparable, the amazing, the big-brained, Staci Satterwhite. How's it going, Staci?

STACI SATTERWHITE:

It's going great, Spike. But that's a lot to live up to. As always, fun to be here with you on yet another CX Confessions. I'm super excited about our guest today.

SPIKE JONES:

A lot to live up to? This is the script that you gave me. I'm just reading what you gave me, Staci, come on. I always write my own bios for these things, too.

But yes, we have some exciting, an exciting guest today. But you know, usually this is the part we banter a little bit. I'd ask you about the weather, but we live in Texas. So I already know what the answer is.

But what else has been going on? Anything in the industry, anything at work that you're excited about?

STACI SATTERWHITE:

Yeah, there's actually lots of cool industry stuff happening. We've got some partnerships here at Khoros with EveryoneSocial that we're excited about. So I mean, you know, industry stuff, but fun for us. And I get to talk a lot about one of my soapboxes about value and outcomes at the Gainsight Customer Conference. So yeah, there's lots of cool industry stuff going on, you know, in addition to just enjoying the tail end of summer.

SPIKE JONES:

Fantastic. Well, you want to get into it?

STACI SATTERWHITE:

Sure.

Our guest today is Jennifer Anaya. She's currently the senior vice president of Global Marketing at Ingram Micro. Certainly a large organization that many of us have heard of, myself included, being a former IBMer.

SPIKE JONES:

When I dug in, I was like, wait, these guys aren’t micro, they’re macro. They’re huge. Huge!

STACI SATTERWHITE:

Exactly. They’re not micro, they’re macro. They’re huge. They're big.

Jennifer's overall goal is to change the dialogue around marketing and its role within technology companies with sales channels to ultimately inspire new and unconventional ways for Ingram Micro and their business partners to go to market. In her day-to-day role her responsibilities include developing brand and market strategies, content and digital marketing, amongst many, many other things for all the company's very diverse partner base.

In Jennifer's spare time she enjoys skiing, going to the beach, and entertaining family and friends. She's also the co-chair of the Distribution Advisory Council for a nonprofit technology trade association, CompTIA. I'm sure many of our listeners have heard of them. I certainly have. And she's previously served on the board of Operation Jump Start, a youth mentoring organization based in Long Beach, California.

So wow, really excited to talk to Jennifer today.

SPIKE JONES:

Absolutely. Another classic overachiever, like all of our guests on this show, and my co-host included. So they will get along famously. So that's great.

STACI SATTERWHITE:

You’re right, Spike. We've got some pretty incredible guests on the show.

So let's get started with Jennifer.

Welcome, Jennifer, to the show, CX Confessions. We're super excited to have you here today.

JENNIFER ANAYA:

Thank you. I'm thrilled to be here. Thanks, Staci.

STACI SATTERWHITE:

One of the things that I think is unique about some of your perspective that we're going to learn more about here today is about how CX and great CX really begins with great EX. And allow me to just tell you a little story about one of my soapboxes if you don't mind.

If and when you work in my organization, I'm a huge believer in this thing I call the circle of life, which means that employees and satisfied and engaged employees create satisfied and engaged customers, creates happy shareholders, creates then back to great employees. So I'm a huge believer in the concept of employees to customers to financial performance and back to employees.

So I'm really, really interested to get your perspective on: what does great CX really begin with, great EX or employee experience? Very, very excited to hear your thoughts on that.

JENNIFER ANAYA:

I think really it starts with culture inside a company and that is the EX side of it for sure, right, is how companies operate. What's your DNA? What's your value system? You know, what's the purpose of that company collectively and do the employees really understand the purpose and understand how they contribute to it?

I think that's where it starts. From there, I think it goes into really understanding what systems and tools and processes that people use inside the company that ultimately would touch the customer in some way, shape, or form. But even back office organizations touch the customer and often they don't know that they do.

Years ago when I used to talk about this to a lot of small businesses, I used to talk about it in terms of your accounts receivable person is as much of a salesperson in your organization as your frontline salesperson. And people would look at you like, What are you talking about?

But you know what that is, is that person could absolutely kill your customer experience or even cause customers not to want to work with you again, or a very critical, important supplier, right, which could impact your customer overall. And so really thinking about that holistically and understanding, you know, how everyone in the company plays a role is really important.

STACI SATTERWHITE:

Wow, I really, really love it.

One more question on that if you don't mind: in your opinion, what are some of the key elements of great EX? So let's say in that accounts receivable example, how do you encourage that person to make it a great EX for them so that they can then have a great CX for your customer?

JENNIFER ANAYA:

It really comes down to the contribution. So that accounts receivable person, what is their role in the company? What is that team's role that they're a part of in the company? What are the metrics that they're being measured against? How do those metrics support the overall business objectives of that company? And how do those metrics support, perhaps, the overall experience that we're trying to build for our customer?

STACI SATTERWHITE:
Yeah, speaks a lot to alignment and making sure everybody understands how what they do everyday contributes to what you're trying to do as an organization. I love it. Really cool stuff, Jennifer.

JENNIFER ANAYA:

You could say, you know, I mean, I grew up with two entrepreneurial parents who ran small businesses, so I understand in a company our size of, Ingram Micro, we've got 20,000 associates globally across 61 countries. So you know, there's a lot of scale, and we operate very much in a localized fashion, because that's how our customers engage with us. So we are in the process of building, you know, processes and really a digital system that's going to allow us to be connected more on a global basis, to know that we can do things globally, we could do things regionally, and we could do things locally.

SPIKE JONES:

Really I love this line of thought. I think, so I worked in a small company years ago and you know, that idea that you know, everybody wants to be a part of something bigger than themselves even when it comes to work, right, to make a difference.

And so we reimagined some titles, and I don't encourage everyone to do this, but I think it worked in a small creative agency. And so our receptionists, we called that the “first impression” because we wanted to elevate that position to say like, well, this is so important that you know you're answering the phone, because that's what people did back then, but we call them First Impression. And so these people really took it to heart.

The company's name was Brains on Fire, and sometimes the person would pick up the phone and go, “When I say brains on, you say fire. Brains on — !” And sometimes people would just click and hang up because they're like, I don't, I don't want to — but other times they were like, oh, you're a kindred spirit. That's weird and creative and I like that. It's your nickel, start talking. Some things like that. So we want that passion to shine through for our employees for sure. Because like you said, Jennifer, like it translates into that customer experience as well.

So do you have any strategies for really igniting that passion when it comes to teams and how that passion can shine, do the work and connect with the brand?

JENNIFER ANAYA:

Yeah, I would, I would say, I love the Brains on Fire thing. I'm still laughing, sorry.

It really comes down to those individuals understanding the contribution they make. Executives, leaders need to be very clear about what the objectives are. And what the outcomes of those objectives are. I think we spend a lot of time in companies talking about financial metrics, or even customer service metrics, or call metrics, or this metric, that metric, and human beings don't necessarily know how to translate that into what does that mean for me in terms of my productivity? In terms of my passion and what I'm passionate about? Or how do I contribute to that in a material way?

And so really talking about outcomes. What is the outcome of what we're trying to produce? That helps with that a lot. Because then if we're clear on the outcome, then different roles and different people can understand where they play in that, you know, and what they could do. And I believe too, because I've seen this happen at our companies, it inspires even more creative thinking. Thinking that, you know, people might not have thought of before about how we get to that outcome. Or maybe how we even improve or evolve that outcome to be even better than it could be. So that's where I think that that connection happens.

SPIKE JONES:

Again, I love that. It reminds me of the old JFK story about NASA, and he walks up to a janitor and goes, what do you do here? And he says, I'm here to put a man on the moon.

It's just that mission and that outcome that we're all believing in, right, and it's really cool for leaders to paint a picture like that. So I'm digging what you're saying.

JENNIFER ANAYA:

We have a new Chief Digital Officer that we hired about a year ago now. And he's really changed a lot of the thinking at our company. But one of the things he talks a lot about as you think technology, he talks a lot about mindset. And it really is about a growth mindset. That 85% of companies doing digital transformations fail because they focus too much on the digital and on the technology or on the process. And they don't at all adopt a different mindset.

So your janitor example is a great one because it's like, how could that individual be generating value to allow that team to get that man on the moon?

STACI SATTERWHITE:

Yeah, I love that. With my CCO, or my Chief Customer Officer hat on, one of the things I talk a lot about — another soapbox of mine — is nobody buys software for software’s sake. They buy it to achieve value and outcomes for their business. Really love the idea of bringing that to an individual on challenging themselves for the value they bring in their respective role.

So it sounds like obviously Ingram Micro, large organization. Talk to me a little bit about how you would say your thought processes, or your strategies here might differ depending on the size of the company, and if so, how you might translate that to some of our listeners that maybe work at smaller companies than Ingram Micro.

JENNIFER ANAYA:

Well, Ingram is a very large company. So we're a $54 billion company globally. But we're actually what people would describe us as like the biggest little company they've ever worked for.

SPIKE JONES:

All right.

JENNIFER ANAYA:

It's an interesting dynamic because we do operate, as I mentioned, in a very localized fashion, so many of our countries operate as if they were a country all by themselves. And and what I'd say is that those countries and the way, and the manner of how they focus on their customers that they're serving, and the processes and the tools that they built around that as well as the culture they have inside of their team matters just as much as what we do in the giant, you know, global side of our company.

And as a smaller company, what you can do is really think about, you know, what, what is it that you can do as a company that no other company like yours can do? I firmly believe that your people are the ones that make that difference. Everybody can replicate tools, software, systems, everybody can have all that. You can't replicate people. So people are really the differentiator.

And that spirit, that mindset that your team has, can really be the difference. One kind of fun activity that we have a lot of companies that we support 170,000 technology partners around the world, and many of them are very small companies. They're not the huge companies we've all heard of.

And so one of the things that we talk to them about, our smaller business partners, is do a fun exercise where, go around with an iPhone, or a phone, a device and a camera and ask your different people: who are we and what do we do for our customers? Just ask them that question and see what they say. Who are we — the “who” part is really important — who are we and what do we do for our customers? And see what they say.

Most inevitably, everybody says something a little different. Unless they’ve gone through, you know, an exercise where they kind of understand what our elevator pitch is and they have sort of their variation of it.

But most of the time, it's very different. And that really can tell you where your team is in terms of how they view what that company is about and who they are and what they do for their customers, right? But then go and ask the same question of your customers. Go ask your customers: who are we to you, and what do we do that you can't get anywhere else? And then see what they say. And inevitably you're going to come back with some really golden responses that then can inform what your people are saying and that in there really lies that sort of differentiator, that value proposition that you're providing.

SPIKE JONES:

So your space, I mean your industry, but also your space as a marketer, it is evolving and changing all the time. All the time. You've got new data resources coming online, you've got social channels opening up, you've got — so this experience, this journey for the customer and the employee is always changing.

So how do you think the expectations have changed when it comes to EX and CX with all these new tools, but also all this new information that you have now?

JENNIFER ANAYA:

You know, from my vantage point and experience, our technology industry isn't being held quite as accountable as maybe a B2C or consumer packaged goods kind of company is yet. Because still, many of whom, by technology, are technologists. However, over the last five years, that's changed quite a lot. Now the people are who are buying technology are people like heads of marketing, CFOs, heads of customer service. They're the ones now buying technology, and they don't care so much about what it does or how it works.

And so, there's a lot of education that we're doing across the sales channel within technology, which is what we represent in Ingram Micro. How do you speak to those customers to connect with what they're searching for online most definitely and what they're looking for? How do we get out of our tech speak, and our sort of speeds and feeds and like all about geeking out on technology? And how do we get really excited and passionate about the business outcomes that we're producing?

And often at Ingram we touch pretty much every technology category that's out there. It's part of our company and what we service for the IT industry. And it takes at least, on average, six different products to make up a solution. Those products often are not from the same technology vendor. They're not all from you know one, Microsoft, or they're not all from Cisco or they’re not all from Apple, for example. They're six different products. And so it requires an orchestration that is entirely different than what it used to be in the past. So not only are the buyers changing, but what they're buying is changing.

SPIKE JONES:

That's great. I mean, that is quite an evolution and like I said, always changing. So little introspective for you: how has your role changed, you know, over your time there and even in this industry and how you think about what you do?

JENNIFER ANAYA:

Yeah, it's changed. So I would say, I've gone personally through lightning changes in the last six months.

STACI SATTERWHITE:
Wow.

JENNIFER ANAYA:

Yeah. Sanjib Sahoo, who is our Chief Digital Officer, is coming and really, you know, he's helping us to build a digital platform that is essentially like a digital twin of our Ingram Micro company, sort of an analog version. And the, what that has meant for me and my role as a global head of marketing is, you know, how do we need to really be thinking about how we're reaching our customers and creating the best possible experience for them, because we know it's a different experience, regardless of where you're working with us, you know, in different countries, or in different manners of how you're engaging with Ingram Micro.

But with our digital experience, we have an opportunity to really bring that together and make it a personal one that's more one-to-one with those users. So our idea of a customer now is not just another company that we're working with, it's perhaps, you know, several individuals inside of that company who we need to connect with and who we need to help support in whatever it is they're trying to do to deliver technology down to those end companies.

So understanding of our customers and the personas and the segmentation of all that has completely changed. And we also now have an opportunity to pull all of our systems together, and the data flow is absolutely critical. So a lot of focus on data and understanding, you know how we pull our data together. So that we can be a lot smarter and more intuitive about how we're working with those individuals. And not just like email spamming people to death, but more, how do we give them valuable information about their business and even their role inside their business?

STACI SATTERWHITE:

Wow, lots of changes. Okay, it will be super exciting to see this transformation that you're going through with your new Chief Digital Officer.

So maybe now is a great time to ask you this question we ask all of our guests here on CX Confessions, and that is: what is a commonly held belief or industry practice that you passionately disagree with? And maybe something's come up for you in the last six months.

JENNIFER ANAYA:

I think it would be that the industry of IT sees the sales channel as just a sales channel. And I wholeheartedly disagree with that.

The industry of IT is being able to use this giant channel, I mean 170,000, you know, independent companies around the world that are able to provide solutions, not just one-off products, but solutions, is a force multiplier of absolutely everything for those IT companies. It's a force multiplier of how they can extend their customer experience down into those end businesses through those companies. It's a force multiplier of how they can contribute to those really valuable outcomes that that technology is promising. A force multiplier, of course, is sales and value contribution, like all kinds of things, but I think they think that I just need to come up with incentive programs to sell more stuff. And so it kind of stops there. And I feel like if our industry could really grasp this concept of customer experience, and the fact that we've got to be selling technology and outcomes and making sure those businesses are using that technology once they buy it, because they're not going to buy it again if they don't use it, and really help support that channel in delivering that in a much easier way. Like it would just explode in terms of value. There is a company that started doing that really well — that's Cisco — and they really started to understand the concept of what that's about. And they made some pretty big shifts in how they engaged with our channel as a result. And more companies doing that, I think, would be really great because that value contribution and that customer experience at the end would just be a whole different equation.

STACI SATTERWHITE:

Yeah, it’s certainly akin to think that nobody buys software for software’s sake, they buy to achieve a value and outcome. And then of course, same thing for the sales cycle, right? The whole point of that is just about what is it going to do for my business.

And so really great thought that it's not just about the sale. It's about the value of the outcome that we're going to put together. Especially from an Ingram Micro standpoint, because you've got six different products, it sounds like, is your average for per solution. So that's obviously a lot. That's a complicated solution that you're putting together for each of your customers.

JENNIFER ANAYA:

Yeah, it is. And that's really what we've been attacking over the last year. And what this digital transformation is about for us is, is really attacking that complexity, is you know, the technology industry doesn't use technology as much as we might think they do. It's very manual, very much, because there's so many systems everywhere and there's so many different kinds of processes that, you know, it's not a standard kind of protocol, right.

So what we're doing is we know it's not ever going to be a standard protocol. So what can we do to sort of be the glue that sort of ties all these complex data, systems, and processes together so we're kind of creating this single pane of glass for our customers to be able to transact or to learn or to get and manage all those different, six different products or more in creating that solution.

So that's really what our digital transformation is about is making it a lot easier for those customers and eliminating that complexity in our industry.

SPIKE JONES:

So Jennifer, you talked a little bit before about the importance of data. I would love to dig in a little bit more on that. You, in your role as head of Global Marketing, what's the data that you're looking for when it comes to your customers?

JENNIFER ANAYA:

I don't know that anyone's really cracked the code on how to get the right data in the right place in the right time and all that. What I do know though is that we're focusing on our customer. So what does that mean? What is the data that we need to help them? So if you kind of prioritize it in that manner, it's sort of like, what are the critical transactional data that they're using? What are some peripheral things that they need to know because they're transacting in certain technologies, right. What are some other technologies or solutions that can actually complement what they're offering? How do we, you know, pull that together? How often are they transacting or working with us? Could we make it easier for them to be able to work with us in a 24/7 manner if that's the way they want to work, or if they're really working with us during these hours, then how do we make that possible?

Like understanding how they operate and how we flex with them is one data set that we're really focused on and from a marketing standpoint, it is going to be — because this is all still really new and how we're using this data — but it's going to be more about how they want to connect with us and where we find them. So that we're not like, spamming them to death in many places, but we're making it more of an intuitive way of finding what they need from us.

SPIKE JONES:

So you know, the name of the podcast is CX Confessions. So we like to ask all of our illustrious guests: what is a confession of yours, when it comes to your career as far as like a hard lesson you might have learned along the way? Or you know, maybe you made no mistakes in your career. So we would just skip right over this one.

JENNIFER ANAYA:

Oh yeah. No. I’d say that what I've learned, and it's really come to light, like I've had big aha moments most recently is: don't try to do big things. Don't try to do really big things because the world is operating too quickly. That by the time you get the big thing done, it's like —

STACI SATTERWHITE:

It's not the right thing anymore.

JENNIFER ANAYA:

Right? So if you're familiar with agile and software processes, I feel like the world is moving into this agile manner because everything's happening so fast. It's hard to keep track. And there's so many gating factors in sort of things that, you know, unknowns, let's just call it.

So moving in sort of an agile process and understanding, like putting a prototype together, a prototype of an idea, and putting it out there and testing it and learning from that, and then improving on that. And really, continuing to inform the process of how that idea grows, expands, evolves, changes, gets better, all that is really a big idea. And those little increments of things become the big thing.

And I often call it like learning that there's a continuum now. That you know where you're at here and today, and what you're trying to do, and you have a vision for maybe where you want to go. You don't necessarily know how to describe that, where you're going, entirely, you just have a vision for what it could be like. What is the experience we're trying to create for customers? Making every day a little progress towards that and using that agile process to really get you to that vision. That is really what's working now, but trying to do big things, big projects now just don't work.

STACI SATTERWHITE:

You just gave me a lightbulb that I had never thought about and that is: I've seen, obviously, the transformation, being in software for a really long time, about agile development from a software standpoint. What I've never thought about that you just gave me a lightbulb for was like the agile life. Each of our lives are more agile than — so yeah, maybe that's an interesting next interview for us here at CX Confessions, or a book you could write, Jennifer: “The Agile Life: It's not just about technology.”

SPIKE JONES:

Oh, I like that.

JENNIFER ANAYA:

Yeah, it’s true. The agile life. You know, really the last couple of years in the pandemic and all that I think has accelerated all these things, right, where we have to be much more flexible, you know, in terms of what we're doing, when we're doing it, how we're doing it, right, than we ever used to be.

STACI SATTERWHITE:

Well, Spike, do you want to do the honor of starting us off with our rapid-fire questions to get to know Jennifer here at the end?

SPIKE JONES:

Absolutely. Thank you for giving me the honor.

Jennifer, we want to get to know you as a person. You shared a lot about your career, how you approach things, which has been super fascinating and interesting. I've got a lot of notes and takeaways myself, but we'd love to hear about you as a person.

So welcome to Quick-Fire Confessions. We're going to pepper you with about five questions about you, the person, Jennifer, just to get a little more insight into your life. So I'll hand it over to Staci for the first one.

STACI SATTERWHITE:

All right, very good. Here's the first one. And actually one of my favorites: What was your first concert? We all date ourselves with this question, Jennifer, by the way.

What was your first concert?

JENNIFER ANAYA:

Donna Summer.

STACI SATTERWHITE:

Wow.

SPIKE JONES:

Oooh.

JENNIFER ANAYA:

My parents took me. It was at the Greek Amphitheater in Los Angeles.

SPIKE JONES:

Legit.

JENNIFER ANAYA:

Had a blast. Danced the whole time.

STACI SATTERWHITE:
Yeah, everything about that, wow, I want to go deep there, but I won't. Okay. Spike, next question.

SPIKE JONES:

How about your first job? How about your first like paying job and then also your first professional job?

JENNIFER ANAYA:

Okay, so first paying job, I worked at a ski shop in Mission Viejo, California.

STACI SATTERWHITE:

Wait, skiing and Mission Viejo, California? That doesn't connect in my brain.

JENNIFER ANAYA:

There’s no skiing there, but you can go up to the mountains in a two hour, two and a half hour drive.

STACI SATTERWHITE:

Okay.

JENNIFER ANAYA:

It was up in Mission Viejo, and I was having so much fun that one day my mom asked me like, have you gotten a paycheck yet? Like, I don’t know. So that was my first job. I actually did get paid. And then the second one, the official job was I worked for K-Swiss, the tennis shoe company, right out of college and I was their first PR manager that they ever hired. And it was kind of fun because they handed me a bunch of trade magazines and said okay, go do PR, and I was like, luckily I came from a college program that was pretty hands-on and I had done some internships so I kind of knew a little bit about what that was, and I just picked up the phone and started calling some media contacts and sort of took it from there.

STACI SATTERWHITE:

Wow, that is awesome. Again, much to go deep on, but okay, we'll move on.

And maybe that last question leads into the next question I'm gonna ask you and that is: what profession, other than your own, would you attempt, or even be good at, if you could?

JENNIFER ANAYA:

Oh, you know, I would love, I think psychology. Working in some kind of therapeutic way. I'm an empathic person. I really love to understand how people work and you know what helps people. So I think that can be an interesting one.

SPIKE JONES:

I think there's an inherent connection between that and marketing, quite frankly. That's my favorite part of marketing is like, learning how people think when they interact with a brand or like how you interact with them online or like, because you're dealing with people on social that would say things to you they would never say to your face. And they're, you know, it's just these personas that we have. We have this phenomenal doctor of psychology, I think maybe neurologist, that speaks at some of our conferences, and so that's her angle is how she talks about that relationship between psychology and marketing. So very, very interesting.

How about your favorite current app on your phone?

JENNIFER ANAYA:

Probably Spotify because it brings — so I have a shared account with my older daughter, 17-year-old, and but my younger daughter and I, who’s 15, we spend a lot of time riding in the car together, and so I ask them to be DJs. And so it's our way of connecting and talking, through Spotify. So that's my favorite app now.

STACI SATTERWHITE:

Do you get interesting insights into your daughter from having the same login to Spotify? I bet you do.

JENNIFER ANAYA:

Oh, yeah. I’ve been learning all kinds of music that I never heard of. Most of it that she's heard on TikTok, by the way, so TikTok has definitely made a big impact in that generation for sure.

STACI SATTERWHITE:

Yeah, no kidding. Okay. All right. Our final rapid-fire question to get to know you, and that is: what is your biggest indulgence?

JENNIFER ANAYA:

I would say our horse. Yeah, we actually technically own two horses now. They're German Warmblood horses, and my youngest daughter rides. She rides hunter style. So English equestrian hunter style. And they're my biggest indulgence because that's pretty much where all our money goes.

STACI SATTERWHITE:

I was gonna say indulge in that context clearly sound financial.

JENNIFER ANAYA:

Yeah. They eat a lot. Let’s just put it that way.

SPIKE JONES:

Well, Jennifer, thank you so much for hanging out with us today. I've learned a lot. You know, especially from your time in very large companies, and how the digital transformation and how you all think about it. It's been really fascinating, like I said, took a ton of notes. I know Staci did as well. I know Staci has like 87 more questions she wants to ask you but —

STACI SATTERWHITE:

I do. You know me well, Spike.

SPIKE JONES:

Well, I mean, getting to know you, for sure. So again, thank you for spending time with us today.

STACI SATTERWHITE:

Thank you, Jennifer, really great to have you.

JENNIFER ANAYA:

Thank you so much. I really appreciate it. Great meeting you two.

SPIKE JONES:

Staci, there were a lot of juicy nuggets in there. What really struck a chord with you?

STACI SATTERWHITE:

Indeed. Well, you know how I'm so passionate about how engaged employees leads to engaged customers leads to good financial reports back to employees. But she gave me the greatest saying that honestly I might try to incorporate in my own life and that is: every one of us is a chief value officer. And we all have to think about how we are creating value at every touchpoint.

SPIKE JONES:

Absolutely. I love that and even building on that just that idea of outcomes like in every in every seat in every company thinking about what is that big outcome and how can I provide that value as an individual but also as a team, to that outcome that we're all working towards too. And I know it's simple, even just to say, but like to put into effect, and to inspire people to achieve that and think about that on a daily basis. That's really where the work comes in. But once, you know, I think you and I have both been in organizations where you know that that has happened and to see that come to life and manifest itself — really, really cool.

STACI SATTERWHITE:

Yeah, very cool. We have lots of energy and passion and focus around trying to enact and actually execute the outcomes that we're working on with our customers. So wow, it's right up my alley to really focus on value and outcomes, value and outcomes, value and outcomes.

Really, really cool even candidly to hear a chief marketing officer and marketing person talk about value and outcomes. I remember the days with my Chief Customer Officer hat on where that was a foreign concept to a marketer. So maybe it just all speaks to it’s you know, it's coming together, right? The experience is the experience and it matters not where in the lifecycle the experience happens. It's really all about creating a great experience that ultimately then leads to that value and outcomes.

SPIKE JONES:

Couldn't agree more. Couldn't agree more. Well, folks, that is it for another great episode of CX Confessions. Thank you for joining us. Thank you for listening, and we hope to see you next time. I'm Spike Jones.

STACI SATTERWHITE:

And I'm Staci Satterwhite.

SPIKE JONES:

We'll talk to you soon.

KHOROS:

Now more than ever, your customers expect to be understood on a personal level. Their likes or dislikes, their history with your brand, and their communication preferences. But so many companies struggle to connect the dots of interaction across their own teams and channels, which can lead to customer experience challenges and disasters. That's where Khoros can help. The award-winning customer engagement platform was built to turn those siloed interactions with your customers into enterprise value.

Khoros works with more than 2,000 of the world's leading brands powering more than 500 million digital interactions every single day. Learn more at @khoros.com.

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See you next time.