>> Live from Las Vegas. It's the Cube covering Adobe Summit twenty nineteen brought to you by extension for interactive. >> Hey, welcome back it when Cube live coverage here in Las Vegas are doubly. Summit twenty nineteen. I'm John Murray with Jeffrey, my coz this week. Two days of wall to wall coverage. Our next guest is Glenn Hartman. North America lied for a censure Interactive. Thanks for joining us. Hey, thanks for having me. Great beer. So you guys are doing some great stuff around the creativity, peace, doing great customer experience. Implement taste. We have a great walk through from a lot of the folks from your organization. You're designing up ideas and products, delivering them and then operating them. Nice model. Yeah, thanks. Is that your business model that has network, What century? Interactives business model. I mean center and >> really about one thing. It's about creating, delivering and running the best experiences on the planet. We help our clients do that for their own customers. And when >> we talk about experience, a lot of people have different definitions for that, especially at the conference here. It's not necessarily an experience of a website or a mobile app or u X is people use it. It's really anyway, a brand engages with a customer. It's not just marketing. Either it could be sales or customer service loyalty. Anything anyway. A brand promise can be delivered. Teo to customers. One of things that I've noticed with you guys is that it's a talk track and thought leaders around a new creative and new creativity. And Toby honestly with software that they haven't now the cloud you're seeing in the marketplace. We saw this at Sundance two years ago. A new kind of creative is, um, organically coming into the marketplace with more channels to direct to consumer, whether it be to be or be to see you and now have new kinds of mechanisms to take product, whether it's APS or content or movies, You start to see this democratization really starting to happen. How is that changing? How you guys helped us is because now they now have new capability. They can tell their story in a different way. They have access to new kinds of channels that weren't there before. How is that changing the business, in your opinion, die in a profound way? So I mean, everybody knows that marking is inextricably linked >> to technology and data. Everybody knows that. But when >> we are thinking about the new, creative and own ways that you can tell stories and create experiences. We look at experience very differently. I mentioned before that it was all about all the different touch points in the ways people interact with the brand. But when we look at experience, we call it the Big E. And the biggie actually stands for empathy. And it's understanding how to define what a brand experience means to that customer and defining success in terms of that customer. And you know, Jeff and John, you guys air not to find by your data set or what you bought last week. You could be very different types of people in different situations and understanding ways to empathize with you in the moment and having experiences change in the moment and having creative play, a part of that and data play. A part of that is the big hot. It's a new way of looking at things, and the last part of that, too. And the big is about emotion. So when you have a big brand that has some emotional connection, you know you love this brand for an automotive or you love this hotel chain or there's some brand a connection you have. How do you have that connection flow through every touch? Point and data and technology can enable that. But it's really empathy and emotion. That's the driver. How do you get empathy and creativity to work together? Because you now have an accelerant with data you mentioned getting to know people's empathizing with them in the moment it's contextual. I could be having a great day or a bad day or driving my kids to school of whatever's going on with me. It certainly there might be some data out. How do you get the creativity and the empathy to work together in your mind? You see that appointment? That's the nice parties. More than ever, we have different data sets that can help us do that. Just give you a couple of examples. Um, instead of understanding how to market >> to someone so they'LL buy the next product on basing. That may be on their demographic, maybe basing it on their preferences. You've hear all these terms and marketing for years, and you can understand what they bought. >> Instead of understanding that, why don't we try and look and use data which you could easily do today to understand why they bought something so it could be something as simple as like a I don't know, Cpg example. Maybe have shampoo and you could say, Well, they bought these kinds of things before, So maybe they'LL buy that champion. But if they know that, you know, maybe Jeff is equal friendly are John. Maybe you're more into things that maybe you buy that shampoo because you care about animals and they know they don't test them on animals. Or maybe it's something more about experience that that particular shampoo won't make your daughter cry when you ship your her hair. And it helps that experience that that's the reason why it actually helps me. You're empathizing in the moment with something that is meaningful that you care >> about. It's not about a better deal or >> better price or some kind of feature. It's something actually about you more meaningful, much very meaningful interaction. Data set is that because there's no data before, is it more? There's more signals, potentially to get exposed to that, because that's a hard data points to get. I mean, to find the why is a holistic kind of perspective. It's true, but I mean, I think it's more of a mind set. The date is there, but the mind set has been different. Over time, people were looking to technology every buzz word in the world use big data and personalization. Aye, aye. And then now it's a I and machine learning and like, Well, that's great. And they're all wonderful enablers, as I said, but it has to be driven by empathy first. So it all starts. >> I mean, we've been saying this forever customer, centrist city and a customer >> concerts. But really, I mean, for real. If you start to use those data sets, aunt have the mindset has to be a c M. O. R. A brand manager is someone who actually it's advocating for the customer, and they're willing to say, No, I don't need big data. I don't need all the data. I need this gold nugget part so I can speak to John. >> It's interesting plate, as you say, the emotional part of the biggie. Also, I think it is the old Coke commercial, right raw one world together, and we all cry and there's some great McDonald's commercials, right when you talk about you think beyond that to the to the empathy. I can't help but think of kind of the whole purpose. Purpose driven, mission driven companies. You know, kids coming out of college want to work for mission driven, cos we heard it over and over. And the key notes, you know, we're not a product company, not even really a service company. But we're committed to two, an ideal to the mission. Beep. Be partners with us, be our customer. Let's have a relationship that goes so much deeper and longer than any particular transaction is that kind of that tied it, that that is a part of it? >> Absolutely. Now, the interesting thing of what you said is that people are >> tied to a purpose and maybe something that's meaningful in a broad sense, absolutely. And that's a wonderful place to start. And you can start to align products and services in that way, >> the way he talked about, like, shampoo and, you know, animal testing, right? Well, >> it's a good one, but the next one is really getting a little bit Mohr down to you. So I think all that is great, but really understand what you need in the moment, because what happens is it. Some of those things may change if you are shopping at a grocery store every >> Saturday for your family and you're used to doing down your attitude. There might be different then when >> you're shopping, when your kid is sick and you got pulled out of work and you got to get there to get the prescription, you're into speed and your stress in the moment they're versus. Maybe >> on Saturday you're like all try some new coupons and try some new things and go by. The little tasting >> station is actually behaviors that you want to understand in the moment. That is a big part of that as well. But the key thing to hear is, let's think of this when you deal with empathy. It's not just getting to know all those things. Even if it gets to that level, it's actually changing the way marketers think about talking to communicating and relating to customers even the language that they use. I mean, think of it >> today. I mean, >> still, people use marketers are their marketing to people. It's, uh, that's acquire customers. Let's convert wind developers over good. We don't win their helpers over. And what was the last time you guys were real excited about getting converted? Okay, it's not a fun experience, right? So if you even changed, I might send you say, Let's market with someone or let's let's help them. You actually create experiences that are useful and helpful not about conversion and not a business metric. But success is defined by the customer. How are you guys playing this? Because this is really kind of ties on multiple threads. I mean, the whole nother community angle to people belong to communities in context to their life. And they engage. And when they engage his emotional connection to a group of this and some cohorts is the worker. Thank you. Okay, groups. But they're friends and colleagues, or whatever could be you guys were. The point is, with customers, take us through a use case day in the life of empathy, deployed into how you guys do business with the big Branson and one of the success. How do you make it happen? What's the engagement look like? How does someone do this? So they just wake up one morning, say Okay, I'm gonna have more empathy. They also call you guys up. What happens? Like what? Take us through What? Certain evidence was made in the slide. I could give you >> a little bit of it. An example of how stars we've been talking a little bit more dramatically about sick kids and testing on pets and animals and things like that. Not testing the pets. Can you imagine? I'd really be >> horrible. But single graphic of the users individual personal things is hard, right? So? Well, I mean, the whole point of this is that when you really get into the mechanics of how this works, I'll give you an >> example. It's a little bit less dramatic. OK, so it's a telecommunications company. Telco company. That's selling. You guys know what? Triple play? Yeah. Okay, So you have It's >> a cable and a phone, right? All it's it's like a commodity product writers. There's no emotional thing necessarily. But in that game, if you can just optimize certain parts of the journey, you can make a big difference, right so way got a benign request from a marketer. Teo say, Listen, we do a lot of paid search. Can you help us with this one product? Just if you move it even like one percent, it would be significant to the company. But when? So okay, we'LL do that, >> and it worked out. We go in and help them do their >> search. But because we're thinking about experience in a broader sense for so well, let's let's do it more. Let's make them be able to transact or engage in multiple ways. Well, you could. You could sign up for the service to email. Or maybe there's click to call or click to chat. Or you could even walk into a branch and do it there. Maybe through the call centre, right? It's what's all that's working together on the channel, though fun words you want easy. You're leveraging >> different technologies to do it and people, >> so the way this worked was you were coming in through search and then eventually a lot of them were converting in the call center. So it was all working. And you think that's great? Well, it wasn't great to the company at all. They were very upset. The people that we're buying the media, we're really bummed because they couldn't get the attribution of the credit for the thing was in the call center. So they came over the great idea. They said, OK, take the phone number off and take the the click to call off and will force the >> customer to convert in. Our channel, of >> course, is a brilliant company with great people and rational thinking prevailed and they didn't do that. But they said, Well, what do we do? I said, Well, you're going to eat and multi attribution model to be able to help you do that, Okay, but that's not enough because you also need a new sales incentive and commission structure inside the call center because those people are getting pit on that. But since it's such a low commodity product, that's not gonna work to change. That's that's a new sales kind of thing, then you wait. They can't talk for another three seconds to that person because you'LL bring the margins on. You got to get him back. All the turtleneck just screwed up. That's right. So there's a new business process is now a new operating model whose skills to get him back into the general. So all of a sudden it's benign. Request from a marketing team taken, you optimize my paint search becomes new business transformation. Okay, now, because that brand manager had the guts to say I'm going to advocate for this customer. This customer wants to come in through this channel. They want to convert over here, and we're gonna actually change the operating model, the sales structure to call the sales lead. I had to call the CFO on the CEO, and we're gonna make this happen, Gonna change the way we do business on behalf of that customer. That is weight world, I could tell you we see this all the time and marketers all the time that there's so married to their website analytics funnel that that's all about who gets credit coded earls and the customer experience is a brutal. It's like I'm not here on other sites are all over the place. I don't really need to go the site every day, right? Somebody only go there when Otto and the thing we were talking about before. If you're grocery shopping >> and Europe's have set on Tuesday and you want to get off >> for your kid at versus the nice leisurely thing we talked about on the weekend, there's a whole nother set of outcomes in Cape Yas you have to deal with. If you went into that supermarket on Tuesday and they figured out a way to get you in and out fast and just get those two or three autumns, you need it for your kid. That's a failed trip. According to the grocery industry. You need to be in there longer they want, so you stay in the back. That's right. Totally. That breaks the whole model, but it's wonderful for you. You'LL shop there forever because of that experience, what you're getting at the Morrises air, changing the business models of cos that's the bottom line. You're at the center. That could be a driver for the transformation. That's it. Empathy. Is the driver Absolutely no. You need to have the emotional connection to all that stuff to help also internally see emos. I don't need to just be relevant and customers that need to be relevant to the enterprise. They need to be relevant to the CEO, Doc in seconds and hear the screaming and kicking and screaming right now. Glenn, that's great. But man, that's a heavy lift way could do it. How do you How do you get it? Because now I can see a cultural reaction. The antibodies will come out and attack that notion because it's scary because now, like, whoa, yeah, well, I mean, it is hard, but the good news is, is that we see, even at this conference, and a lot of our clients are coming over to do that this incremental ways to get there. But I'll make it simple. So the advantages are we said this new technology, new data that allow you to do some of this stuff right? That's great. And you can see a lot of them consolidating, right? A lot of the stacks all now have content and analytics and commerce and all that, and in this nice ways that they come together and that consolidation can help, and there's other ones that can handle different data sets, and that helps to his automation. And but the thing is that what people miss is one of the ways to accelerate this is add a human centered approach to how you actually create the experience internally. And what I mean is, it's not enough to consolidate the data and figure out that Gold nugget and not enough to do with technology have to do with humans. It's a human centered approach, so we're bringing in integrated teams of humans that are pulling all the stuff together. It's someone who understands strategy. Maybe someone understands creative when it hit me in the club, basically their prime in the pump getting it. But they will sit together. They sent to get the analytics. People sit next to the creative people. It's in next you people. They work on it as they designed the experience. You don't do a strategy project and then do a A road map and then do an R P for technology enabled Waterfall does not work, but it's beyond even waterfall versus algebra. This is actually taking humans and consolidate that thinking New skill sets at the center in like an incubator way to do pilots to do prototyping to do things. If you want to create that new experience that we're talking about in any of these cases, you gotta hand CMO some kind of thing that can bring to the team and say, Look, here's an app that would enable this or he has a pilot We could try without boiling the ocean toe, actually create an experience that would move the needle or whatever. Lame corporate analogy. Just make more money and get some decent results in Get a beachhead, just small eatery through it. Glenn. Great Insights. This is a great time. We'd love to get you back on the Cuban girl down, and it's kind of design thinking, combined with execution on the front lines with customers. Center the value proposition. Great conversation before we and just give a quick plug for the business. What's going on with a sensor Interactive? How's the business going? What are your goals? How many people are working there? What's the geography is looked like? Give us enough. Thanks for asking So essential Interactive is enjoying its third year as being listed by at H magazine, is the largest digital agency in the world on the fastest growing Wei have coverage and a truly integrated global delivery model that hits every part of the of every market. And we're so excited. Tio have this growth because it's a way to show that the market is truly interested and being experienced lead and the way we're defining experience. We're seeing more and more clients moving from some of these incremental changes to really >> try to put the customer at the center of what they're doing. And, you know, X Ensure Interactive believes in this model it is. It's very much in some ways way. Call it a new kind of provider, like an experience agency for lack of a better term. TTO help companies drive that transformation, and it's >> done with people and technology, and we're been on a tear recently. Most are growth is organic, but we also do lots and lots of acquisitions to make these capabilities come together. All the creativity and the design and the strategy and the techniques and the run of it is all in one integrated team, and that is very, very helpful when you're trying to do some of the things we've been talking about and you're you guys. I think I'm the right way. This customer wave is really, really because with digital customers air in charge, they control their data. They're now going to shift is happening. We're starting to see some visibility into it. It was going to impact the economics process and business models, so I think it's just beginning. Congratulations really is thanks. And we're so excited because some of the >> client successes it's truly transformational somethings. You got it. Carnival or Marriott or or Subway. I >> mean, it's a whole different >> kind of way of looking at experience, and it's >> really helping people. It's not just for its good for the business, but we're really changing people's lives and helping have experiences be meaningful. It's been wonderful and fun for us. Glenn, Thanks so much for sharing this insights here in the Cube. Hey, thanks for going the data Here live adobe summat. Twenty nineteen, Jumper, jefe Rick, Stay tuned for more coverage after this short break