How has Customer Experience Management evolved in 2023? Simon discusses with our returning guest, Simon Fraser, Vice President of Insights and Consulting at InMoment. We're dissecting the transition businesses are making from a survey-centric approach to a more holistic view, utilizing various data sources. We'll also examine the unforeseen repercussions of fraudulent reviews and the implications of self-checkout systems on customer experience. This promises to be a conversation that offers you deep insights into the evolving dynamics of customer experience.
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How has Customer Experience Management evolved in 2023? Simon discusses with our returning guest, Simon Fraser, Vice President of Insights and Consulting at InMoment. We're dissecting the transition businesses are making from a survey-centric approach to a more holistic view, utilizing various data sources. We'll also examine the unforeseen repercussions of fraudulent reviews and the implications of self-checkout systems on customer experience. This promises to be a conversation that offers you deep insights into the evolving dynamics of customer experience.
#theproductivityexperts
Register for the Produtivity Forum 2024
Follow us on Twitter @Rethinkp
Connect to Simon on LinkedIn
Follow ReThink on LinkedIn
Welcome to the Productivity Podcast. We've got probably our most featured guest returning today, simon Fraser. Vice President, insights and Consulting at In Moment. Hi, simon, hi Simon, how are you? Yeah, good thanks. So we're going to, as we kind of end 2023 at the time of recording, have a look at customer experience management. We're going to touch on a brand that's kind of disappeared and come back to the retail landscape and then have a look at some of the CX design stories around 2023 and some of the themes that they include. So should we start with customer experience management as we end 2023? We should, yeah.
Simon Fraser:So, as we end 2023, it'd be fair to say tha how businesses companies are thinking about the measurement of customer experience has changed pretty dramatically in comparison to where we would have been, maybe two, three years ago and certainly 12, 15 years ago, when I began in customer experience management. I think, if someone was to think about well, how can we best listen to our customers and to our employees? The answer is probably not going to be let's launch another survey.
Simon Fraser:It'll be about. Well, what information are we capturing elsewhere, outside of surveys, that can be merged and integrated with the insights that are coming from surveys?
Simon Fraser:This isn't to say that surveys are dead, although if you were to Google, I'm sure lots of records would come back saying that people are talking about the death of online surveys. They think online surveys are going to go away, but they're not going to be certainly the one and only way in which businesses and brands listen to their customers and listen to their employees. That isn't also to say that there isn't better ways in which we can think about online surveys. So every business should be constantly reviewing the number of listening posts that they have, the length of the surveys. We know that has an impact on the experience of the customers. Is it conversational? Are we utilizing all the opportunities, for example, to integrate AI in how we listen and turn that into more intelligent prompting? But also when we think about listening, there's also all this sort of unsolicited and unprompted piece of feedback out there for businesses to tap into in its simplest sense, Social reviews, things like TrustPilot, TripAdvisor, Glassdoor from an EX perspective.
Simon Fraser:There's loads of data out there which is not coming from online surveys, but I'm also talking about if you think about the most ways in which customers interact, be it digitally or through customer care teams. We're leaving traces of experiences and all those data points. So by analysing those data points, by taking in, for example, call centre transcripts and analysing that alongside survey data, as well as other audits data.
Simon Fraser:So most businesses are running audits around KPIs in their stores, in their restaurants. So what does that look like? How does that match up to customer experience data? And employee experience data, as well as financial data, such as transactional data, margin profit, all those sorts of things as well. So by bringing all this together, that is the best way to listen to customers and listen to employees. It is a just launch another survey.
Simon Hedaux:And some of those data points. So this kind of more holistic view I think there's some skepticism still isn't around TripAdvisor, for example, the validity you see I mean. I'm not a massive user of it. I don't leave reviews, but when I maybe go to a restaurant I look at it and some of them are great because you see that the restaurant owner if it's maybe an independent has replied to every single one. Others you see similar patterns.
Simon Fraser:So I assume those organisations are doing a lot to stop fraudulent reviews, because it can be quite damaging as well if it's a competitor with a grudge or whatever it might be, but I think that I'm right in saying that those are the social sites and I'd include Google in this and the trust pilots that they will put greater emphasis on information on survey reviews reviews that are being left which can be validated and are linked to a particular experience authenticated reviews are seen as as much more valid than others.
Simon Fraser:So I know those types of businesses are looking at ways to ensure that they are, and actually Amazon have done quite a lot in the last year or so, I think, in terms of using AI to pick out those reviews which are clearly fraudulent and going in and cleansing those.
Simon Fraser:So another good, great way of how artificial intelligence is being used to spot anomalies, being spotted, being able to spot fraud. So I'm sure lots of businesses are looking to tighten that up. But that also comes back to the fact that you cannot run a listening program just based on social reviews as well, so it's a bit like you shouldn't just run it using surveys you also shouldn't use it just purely on social reviews. By connecting all of these pieces together, you are far more likely to shine light on what is truly happening, rather than stumbling around and making the wrong decisions based on only one data source.
Simon Hedaux:It must be tricky as well. If you think of supermarkets moving to more self-pay, it's the most supermarkets this year have proportioned out or increased the proportion of self-checkout, self-scan and reduced mantils. So there's points of conversation that disappear, which may lead to people being happier and have a better experience. Others may struggle with that because they want to chat to somebody at the checkout and I think we've talked before it's almost a lasting point of the experience is that last point of interaction at the checkout can have a big impact or swing on positive or negative, so that must impact as well.
Simon Fraser:And it's made for impact experiences, as well as impacts the ability to serve up an invitation, to provide feedback.
Simon Hedaux:Unless we'll touch on I'll hit a nerve for you. We'll touch on that, maybe even on the PIMPAD, but I think in our local supermarket I'd probably get the handset scan the loyalty card, so it's linked, it owes me, so they'll know exactly what I'm buying. I'll then scan it at the self-scan pay and go whatever you want to call it, unless there's a check. Or you bought alcohol age ID, which I still find it strange to get age ID. I obviously don't look, but I could have an interaction where I don't speak to any colleague. Do you know?
Simon Fraser:I think we shopped at I-Side, going around with my headphones on. So I'm actually off completely of the mindset that I'm not going to speak to anyone on that trip. I will just listen to my music or a podcast such as this.
Simon Hedaux:But that must have a material impact. Then on the questions I can ask you, or how the trip's gone, because the indicators of good or bad trip there might be more around stock availability, less around colleagues, maybe a bit about an environment, whatever it is, whereas before, historically, you may be asking about how friendly the colleagues were if there were enough colleagues on the floor. Actually, now, if it's on the shelf, you can self-serve from entering to leaving.
Simon Fraser:Yeah, we have to be intelligent, therefore, in terms of the survey design. So obviously those supermarkets who are running those scanning systems will know the fact that that is how that's the till bank, that's the setup that the customer used. So in those cases, they should be using the design principle of not asking customers about the checkout experience and the long queues there, but actually asking about the self-checkout or the scan and go section, because that's where they know that the customer paid in order to leave.
Simon Fraser:There is also and you won't come onto Pimpads quite yet, but I see people will still get receipts in those cases, the world of where receipts and paper receipts are completely prevalent and ubiquitous, that is no longer there. In fact, in France they're banning the use of paper receipts, so lots of retailers across Europe and no doubt globally, are looking at how do we trigger? An invite to a customer.
Simon Hedaux:And that might be.
Simon Fraser:you've got their email address because they've scanned their Nexacard in our case, but there's also obviously the ability, if they're using a particular credit card, that you might also be able to take their email address out of that as well. So actually Moving away from paper is not the end of online surveys, and certainly it's on all of us to ensure in customer experience management that we are designing the most intelligent and personalized survey experience for customers that take into account what their likely journey in store was.
Simon Hedaux:Any other trends that you've seen this year in the whole management piece?
Simon Fraser:And so I think that often we can get to a point where businesses will make decisions around the fact that actually Are we creating enough?
Simon Hedaux:to have a response. Is there a better way to collect more and more?
Simon Fraser:data, with the idea that is, if there's more data than it's more realistic that that isn't always the case. We've mentioned them at least once already. So these pin-poured surveys. So if you've shopped in a WHO, smiths. I think it's JD's force as well and you get to the till you may be expecting to scan your cards, or insert your cards and pay for your transaction. What?
Simon Fraser:instead will appear is a one-question survey, so rates between one and nine. Your experience now, if you're like me, so I like this stat that the 78% of the UK population have some sort of eye deficiency and should either be wearing glasses or will be wearing contact lenses. Half of them, including me, do not go out shopping in their reading glasses. That's not a cool look, but I'm wondering in the high streets. So actually, you put anything up on the screen.
Simon Fraser:I have no idea, yeah, what it is saying it also from my perspective, I'm interested in yours that, from a retail world, to have something that gets in the way of someone paying At that point just doesn't seem to be a very good idea at all.
Simon Hedaux:So actually you know get out of that customers way.
Simon Fraser:Allow them to pay don't trigger a survey and also. From a customer experience management point of view, we know that a reflective Perspective on an experience is more likely to predict future behavior rather than someone feels at that point and there's lots of examples of colleagues just go, don't worry about it and Pressing a nine and then everybody moves on so that's not really very robust data.
Simon Hedaux:Yeah, I think you probably had some friction at the point when you least want it. Yeah, so you had. You had that. Expe-my experience is then on the fact that I tried to tap my card and I wasn't looking at the screen, or actually I just wanted to get out because the kids are pestering me, or you know, if you, if you're probably like our kids age, they wouldn't even really know what they're answering is is the reality. Yeah, I can see why they do it from a convenience, from a logical Flow point of view internally, but it's probably not a logical flow for a customer. It isn't.
Simon Fraser:I would agree with that clearly, and I think this comes back to my original point that we can get very excited by large volumes of data and. I'm sure that they can therefore tie that into what else is happening operation me and.
Simon Fraser:You can make that connection but it doesn't necessarily tell you why. Having lots, of, lots of data points yeah, so losing Customer for beta and customer stories and taking all of that out makes it not an ideal. Solution might be, in my eyes, to be able to predict what you need to do and change, because you don't really know why that customer score the six and eight or four, but you're gonna base it on why else you think is going on and think well, pregumers, that and there's no real way of knowing if you're not collecting the the customer for better.
Simon Hedaux:Then you make some big business decisions on that, won't you, I suspect? Which kind of leads us nicely into the Rasmus Anker and Newcastle United story, which I think we've talked around before, but I'll I'll use his quote. So Newcastle United's fifth place, finish, was equivalent of a public trading company having a high share price and a very low customer satisfaction at the same time. You can have that for one year, but you can't maintain that over time. So they, I suppose just to finish that story they got excited and gave Alan Padua an eight-year contract unbreakable, unbreakable contract is only just run out.
Simon Hedaux:So Alan Padua is laughing because the next season, I think, they died a bit and he got sacked in the in the boat. They nearly got relegated.
Simon Fraser:Yeah, so basically they scored as many goals as they had in the previous season, but actually the expected goals from XG. The XG actually played out that they've been previously incredibly fortunate to finish fifth and they ended up finishing when they should have finished which I think was about 15th.
Simon Fraser:Yeah, they also didn't invest because they basically got carried away by that fifth place, and we're using that Outcome to decide whether they were in good shape or not. If they looked at more data, I think it'd be fair to say that they wouldn't have made that mistake. They got carried away by Seeing the results that they wanted to see and negating all the other experiences and facts that would have shown them. That Was a very shaky ground, and I mean that. That comes back to the original point around Integration, that if you do go for just one type of data, you can get carried away by it, confirming your beliefs without actually thinking about well what else is going on there which might undermine our thinking. So definitely a lesson to be learned from one of our favorite subjects.
Simon Hedaux:Yes, yeah, and, and the Ted talk, I think from 2018, around that time. You can find that on it's on YouTube. But work worth the listen because he goes into the detail of. They didn't look at and I think it was Papacy say yeah was the. His ex-g in terms of goalie term was above average, but actually once he got injured the next person below was Was a long way, so there was big reliance on him. And all this stuff about the lead table never lies actually and depends on what data source you've got, clearly, or what data sources you're using, and I don't, if you saw it recently. There's also talking of data. We're now in the world where some of again, some of the big supermarkets are potentially looking to Use or share data they've gathered with the likes of Netflix, so then you can end up with more tailored ads. So there's this whole piece around the evolution of data, whether it be customer data, whether it be stock data, whatever employee data that clearly people are starting to join more dots with.
Simon Fraser:I don't think there's a Probably a Mature business out there who is trying to connect and join the dots Be it in terms of Understanding, but also, to your point, around Netflix and around the experiences and personalizing the experiences that they are delivering. So integrated Cx will be the big topic as we end this year, but also not going into into next year as well.
Simon Hedaux:So that's a kind of summary of where CX is. Management is moving as we end 2023. Been a couple of brands that have departed the high street. This year, wilcox has returned the Lazarus yeah, so I think the range Poundland bought some shops and rebranded them, didn't they? I think somebody else bought some shops and rebranded them, and some independents, and then the range bought a handful. They've relaunched some quite quickly, haven't they? And then now I think it's in the news there they started to look to expand.
Simon Fraser:So it's 50 I think, which is obviously nowhere quite the size of what Wilcox was before. I think it does show that the Wilcox brand, though, still resonates, that it's a much loved high street brand, but it's. I know that we've both worked with Wilcox over the last decade and so it would. My reflection on Wilcox is that they were always very well run operationally. They really stood out for that, and I think a few commentators have talked about the fact that this isn't like Woolworth's. This wasn't like something that you could see a decade out. If you were to say five years ago, how's Wilcox going to be? I don't think people expected it to collapse in the way that it has done.
Simon Fraser:And there's a number of different reasons for that, one being that the lack of discretionary spend out there. There's certainly thoughts and I know you have views on this whether they were actually in the right parts of town. Are they really a high street retailer? Should they not be out, where you might find the range? In fact, on an out of town site there's obviously retail rates has had an impact there as well. But I'm interested in what you'll take on the demise of Wilcox.
Simon Hedaux:I did play some senior leadership issues, wasn't that which we won't go into, but I've been well publicized. I think there were slower doctors on some things so they were late to the party. On self checkouts, I think COVID forced them into that. I think there was always that dichotomy between own brand and other brands. So clearly if you were an own brand organization, great, you'd hope you get the end to end supply chain margins from that. They did at the end end up in a bit of the Woolies world of being famous for pick a mix, which is probably an indicator. That's the curse.
Simon Fraser:Don't get into pick a mix Especially after COVID.
Simon Hedaux:I think what they stood for is right. But I mean, as we live in Shrewsbury, as a classic example I think, in the last six years they had three locations. They went from a big shot, big shot, two floors, big garden, garden range into the old British home stores, which was probably a quarter of the size and a really curated range, which probably caused some challenges. Then to a larger site in one of the big shopping centers that was just difficult to access kind of out the way. So that probably tells the story. Great people, we know that we're there. Great brand Nice to see it back. I suppose the big question is what are the range going to do differently under the ownership than it was before?
Simon Fraser:Because just to bring it back and do what they did before probably ends up with this the competition hasn't changed the power man's and deals and all the rest who put pressure on Wilco over the last few years. They are still out there. I suppose they're being cautious in terms of if it's 50 stores.
Simon Hedaux:I assume you can cross pollinate back through the range with Wilco Brown.
Simon Fraser:Which is all the range.
Simon Hedaux:So from a range point of view. I see these benefits in the distribution of supply chain the brand, the old brand stuff or the Wilco's brand, so you'd have thought it's got a good chance.
Simon Fraser:It'll be interesting to see what they do from an e-commerce point of view, because, again, lots of commentators pointed out well, how did Wilco develop their e-commerce, I know, for the last decade that is something that they have been working on. It's not like they weren't aware of that and one of those cases where maybe everybody should have an online, although Primark have obviously kept away from it.
Simon Hedaux:They sell through Amazon. They do have an online. It's tricky in it because the breadth of range goes from screws and nails through to gardens shed. So it's that presence of breadth of range. But I always think those types of stores are the ones you need to kind of look around. That's what they like on these. I go in even for a tin of paint, but I'll come out with a tin of paint, a dog, toy, bar, chocolate, 10 quid worth of pick and mix kind of thing. That's how it works, doesn't it? And shopping online is a lot more clinical than that, because they're just by the paint. Yeah.
Simon Fraser:Yeah, one of those that they probably couldn't win necessarily online, given the time it comes in. Did they need to, because that's again it? Distracts them from the operational side of things in order to try and fix something that maybe they didn't need to.
Simon Hedaux:But could the brand's back? I say some great people. You know, hopefully most people have found employment elsewhere, but I know Poundland took a lot of the teams back on and so on. So thinking about the big stories in your kind of CX world this year, what springs to mind?
Simon Fraser:If I was to think of a theme for 2023, I would say that it's been a year where businesses have made decisions, had to make decisions due to all sorts of pressures which are not necessary to the immediate benefit of customer experience, and I know we've talked previously around, for example, the introduction of defensive merchandising or more checks and balances around self-checkout, you know, did the need to scan receipts and things like that.
Simon Fraser:So, businesses obviously having to protect their margins, their bottom line, in a way that doesn't necessarily mean that that is immediately obvious to the customer, to the benefits to them. Another example of this is around in fashion retail the role or introduction of charges, for example in terms of sending returns back, in order to try to negate and reduce the amount of customers who will do that whole buying 10 dresses and sending nine back if not 10.
Simon Fraser:So business that happened to think about. Actually, we can't continue this forever to have like an open door to return. So we've seen the likes of Zara and others come in and look to apply charges which can be got around if you sign up for their premium or their loyalty or their schemes. So that is a great way of ensuring that you're trying to get that sort of data back into your system, which is what we talked about earlier in terms of integrated CX, but doesn't necessarily immediately come to mind as being given to the benefit of the customer In general.
Simon Fraser:I think this is something that we've seen globally and this is from all sorts of different companies reporting on this. The customer experience in the UK and elsewhere is down in 2023.
Simon Fraser:And again, that is no doubt down to the fact that businesses having to make difficult decisions in a time of inflation, in a time of what we've got in 2024 increases in wages which will, as we know, go all the way up the chain. So, again, business that happened to think about how do they cope with that, and without necessarily passing on big price pressures, additional prices, but trying to hide it elsewhere in terms of how they are protecting their costs and margins.
Simon Fraser:So, that's an interesting theme in terms of the sort of move away from optimising everything to the benefit of the customer, but thinking more about actually how do we protect our own interest here, whilst ensuring that, we're possible, we retain and keep hold of our customers.
Simon Hedaux:Yeah, some of it. I mean, the defensive merchandising stuff is tricky, isn't it? Because you can almost cannibalise your own sales by locking it up. Returns comes full circle, doesn't it? I mean, I remember when I was at, john Lewis started charging for returns for online and there was uproar and so dissipated now and there'll be a drive to make it cheaper, freer, easier at some point, and you could argue with in post lockers seem to be springing up everywhere this year again on our local retail parks, at petrol stations, the fact you've got some of the local co-ops.
Simon Hedaux:They'll do every returns, and so there's a whole the network of returning is becoming easier and probably more confusing, because is it in post? Is it every? I don't know? And even places like eBay or Jumptown Board haven't they, and you can drop your parcel off if you sell something there and they'll kind of track it through. Yeah, I think it'll come 360 again, where there's a push not to pay, and then there'll be a push to pay again. It's one of those things that's going to be sickly covered, I think.
Simon Fraser:I agree, and we've touched on technology and self-checkouts and scan and go. There's clearly more and more technology coming into play. As we know, this always takes a little while for not only the customers but also the employees to get their heads around and see the benefits of that. So there's probably a lot of settling down, particularly in hospitality, around the role of kiosks and changing customers' expectations of what an experience is now. So that isn't going to change. But then we've got the likes of Booves, famously and also we're seeing this in the US pulling out of self-checkouts, whilst other businesses, such as Tesco, are bringing in more. So again, maybe differentiating in terms of that, that last mile, that end of experience, is something that the likes of Booves are thinking well, actually we're not getting any benefit from this.
Simon Hedaux:Is this right for us as a brand, the Booves one is interesting because they've re-read the story and they're actually keeping self-checkout and their biggest two shops Okay. So they got some good PR.
Simon Hedaux:Yeah, I was going to say the headline maybe took all the action, and I think as consumers we're going to have to appreciate in the next probably five years our perception of service may end up changing. We may not want it to, but a lot of these organisations have been flawed by the national living wage rise. It was probably double what most people thought. Potential change of government in 2024, which means that will speed up because if we end up being red, they want to get to 15 pound a lot quicker, which I completely agree with. But as consumers we then need to understand it probably means most organisations, customers facing that will end up with less people. Therefore, they're going to have to automate more and we've got clients looking at more smart stock systems, how they can be more effective with date checking if you're in food and automating those bits.
Simon Hedaux:Everybody's on the holy grail to one touch just in time stock. I'm not sure yet whether that's more efficient or not, but when you're, when everything costs you a minimum of 11 pounds at 42 41 an hour, you've got some big decisions to make, because we talked about on previous pods, upward pressure. So that goes up to your team leaders, supervisors, managers. So it's not just that increase If you're paying above it. You want to keep you differential because you're an employer choice, so every thing that takes you an hour or half an hour over an hour has got a significant increase in cost to it all of a sudden. So you had to pass that cost on, which then as consumers, we don't like Because we'll say things ago, it things are more expensive, or we have to accept the fact that there be more automation, less people, different. Past that we have to tread to keep that price relative and Because at the moment I think there's quite a few people struggling to make the scales balance.
Simon Fraser:Yeah, experiences are going to change. We haven't even mentioned generative AI.
Simon Fraser:Yes it's, it's rolling in customer experience. So I'm sure all businesses, from customer care through to and physical locations, are looking at ways at which AI is going to play a part. There's also, I would say, a bit of a row back from values in 2023, as value becomes more important rather than values, and there's obviously been some High profile cases of where purpose has backfired, coots being one, potentially, but lights being another. There's a, there's a number where actually They've they've that's probably being to the detriment of them by by making a stand. So the interesting to see whether Businesses take a stand now.
Simon Fraser:One topic which isn't going to go away is climate change. If we go there briefly, yeah, I don't know what your experience is of where retailers in the grocery sector have added in these the ability, for example, to, without packaging, to sort of get your porridge out, so you're washing powder. What I'm not seeing is this is suddenly caught fire and and no pun intended, and that this is something that retailers are asking for and it comes back to again. Is our customers, after doing something from the environmental point of view, really are they really going to do that? Or, at the end of day, is price, quality, convenience, even hygiene, going to be more important to them, then then making that extra effort and it comes back to some economic stuff as well.
Simon Hedaux:So we're moving packaging, self-serving cereal, not whatever. It is great from a from a work point of view it's probably more labor intensive because it's on what. I've got to clean those tubes, I've got to make sure there's bags or you bring your own machine point of view tricky to manage. So you leak, you leak stock just because people play the game on the scales or stuff drop or whatever. It is. So, again, difficult to square the circle and yeah, I feel for for lots of organizations that are in that cost and Customer and Climate social challenge, because it does cost associated to some that you've got to pass on. But then on the other, and you're being being down on cost and the other point, you've got to look after your colleagues and your customers.
Simon Hedaux:So, yeah, it's tricky, I think is the reality. I don't think it's impossible. I think it needs some thought and and mapping out. But as consumers, we we're naive or it's unreal, they will unrealistic to expect that things are gonna remain constant or as they were. I think we have to expect the change. Now we might be back and say we don't like it Again. It's what's the? There's too many competing priorities, and one thing we also have to acknowledge is that if you think back to July, there was the wettest July on Rackles man.
Simon Fraser:Yeah, in the UK, I mean, this has been predicted since the 90s that we were gonna have very wet summers. Actually we know that, that changes, consumer, customer behavior.
Simon Hedaux:Cinemas had a boom period.
Simon Fraser:Yes, there's barb in Heimer, but there was also very wet weather which drove people into cinemas. I know that mounted warehouse, for example, is one of those businesses who had a boom time yeah, this year, because everybody had to go out and buy a new raincoat. So there will be some businesses or, unfortunately, will benefit from the fact that our summers are changing. I was Back in the day I used to work in the biscuit industry you can probably tell by my stomach and people will Eat more biscuits when it rains, for example, as a, as a category, they're looking forward to rain. There will be other sectors and industries that will benefit from this.
Simon Fraser:I remember at your conference Someone talking about the fact that the wet weather drives people out of town and away from the high streets, so actually thinking about the balance of your retail estate, where they're positioned, that will have an impact. I've also heard someone from these experiences deliver, who was talking about the fact that when it rains a lot, people are more likely to want to have a delivery, but their struggle then is actually nobody wants to cycle when it's raining.
Simon Fraser:So actually at a point where there's greater demand there is, there is less to be done. But also about fashion what is it that you stock in the summer? It's probably not shorts and sandals, unless you believe in the country. It might well be pack-a-max Trousers and things like that. So all of this will have an impact, and so what we want, one final point, is that climate change and businesses should look at this. Apparently there is a threshold this is around X or Twitter that there are more hate tweets when a temperature goes Above. I think it's around 23 degrees or below a certain temperature. So actually the climate will have an impact on how people Emotionally are. So are you actually checking?
Simon Fraser:in with your colleagues, when it's very hot, you'd hope that people have better things to do than they're necessary, but people get very irate the hot of the weather. So are you forecasting, predicting the weather in terms of, well, who's on at that time?
Simon Hedaux:What is?
Simon Fraser:the likely Temperature of those calls going to be in hot weather. Have a look to see whether you see any spikes in sentiment Negative or emotional during hotter weather and be really interesting to see whether that plays out in other people's data.
Simon Hedaux:I have to wait for the sun, because we're not going to see much for a while In interesting insights then. So Busy year then in customer experience world what's happening? Lots of big design stories, which really sets us up, I suppose, for an exciting year in in 2024.
Simon Fraser:Absolutely there will be more. Change is the is the constant in this industry, be it around how we manage Customer experience, but certainly how we design for it as well.
Simon Hedaux:Brilliant Well, thanks for joining us again, simon, and we will check back in in 2024. Thank you.