QuestionPro webinar transcript: Connecting with Customers - InApp CX  

  I'm Ken Peterson from QuestionPro I lead our experience function, which includes thinking about customer experience employee experience and patient experience.  9 00:03:13.920 --> 00:03:22.710 Kenneth Peterson: Today I'm very fortunate to have with me. Matt Layton and Sam Harris joining me to talk about customer experience at legal shield  10 00:03:23.640 --> 00:03:38.190 Kenneth Peterson: Where we talk about the, you know, we're going to talk about the next generation of CX research now full disclosure legal shield is a question pro client, but they have some very interesting things to talk about. And with their CX initiatives that they're leading  11 00:03:39.240 --> 00:03:41.340 Kenneth Peterson: So just a quick  12 00:03:42.600 --> 00:03:59.640 

Kenneth Peterson: For those of you that haven't attended with me before I have 20 years customer experience, and I'll jump into the rest of this a little bit with a little more context. But right now, what I'd like to do is I'd like to hand it over I, I'll start with Matt and let him introduce himself.  13 00:04:03.810 --> 00:04:10.920 Matt Layton: Hey, thank you can this is Matt Lightman with legal shield. First of all, I wanted to thank you guys for having a song today because  14 00:04:11.370 --> 00:04:21.720 Matt Layton: As you'll see when we get moving right seminar REALLY EXCITED TO TALK ABOUT THIS THIS TOPIC topic, but again, I'm Matt lighten legal shield. I've been here for  15 00:04:22.200 --> 00:04:36.000 Matt Layton: 21 years now, Vice President of an analytics and and really within that that an analytics. I really got started kind of in the Customer Experience, customer satisfaction arena.  16 00:04:36.480 --> 00:04:41.400 Matt Layton: Due to the nature of our of our product rod in the subscription nature of it and the  17 00:04:42.120 --> 00:04:51.990 Matt Layton: Short term subscription roster. We don't have long term contract period. So it's month to month so Customer Experience, customer satisfaction is extremely important.  18 00:04:52.410 --> 00:05:02.160 Matt Layton: Membership retention is extremely important. So for most of the 20 years that I've that I've been here. Those are some of the areas that I've focused on most heavily  19 00:05:07.980 --> 00:05:11.430 Kenneth Peterson: Thank you Matt and Sam, do you want to introduce yourself briefly.  20 00:05:12.420 --> 00:05:18.150 

Samuel Harris: Yeah, my name is Sam Harris been at legal shield started as an intern, as you see,  21 00:05:19.230 --> 00:05:23.790 Samuel Harris: Then became the big analyst for legal services, starting in  22 00:05:26.340 --> 00:05:34.230 Samuel Harris: With most of my job calm pertaining to customer experience as most of what I do is looking at the law firms that we have and ensuring  23 00:05:34.770 --> 00:05:47.130 Samuel Harris: That the service they provide is what we want it to be so through that. I also adopted just the survey systems and I can have the relationship with question pro and stuff like that. Yeah.  24 00:05:51.120 --> 00:05:51.900 Kenneth Peterson: Thank you, Sam.  25 00:05:53.070 --> 00:05:53.730 Kenneth Peterson: So,  26 00:05:54.780 --> 00:06:03.360 Kenneth Peterson: I mentioned I jumped into this little bit if you're hearing me for the first time I'm, I'm really what someone would call invested into customer experience. I actually came  27 00:06:04.230 --> 00:06:13.380 Kenneth Peterson: From an operations background worried about logistics inventory level sales forecasts my degree is in operations research Management Sciences  28 00:06:13.980 --> 00:06:20.580 Kenneth Peterson: It's very in tune to taking all the different numbers and all the different levers and, you know,  

29 00:06:21.030 --> 00:06:30.000 Kenneth Peterson: How can we influence the outcomes. And I think that's what appealed to me when it came to customer experience is what drew me in it appeals to my operational side.  30 00:06:30.870 --> 00:06:39.270 Kenneth Peterson: But I think you know customer experience is one of those things. It's really easy to understand. But it's really difficult to execute on  31 00:06:39.750 --> 00:06:48.120 Kenneth Peterson: In a straightforward business usually have a set of touch points and no known ways that the customers interact with you. However, you know,  32 00:06:48.870 --> 00:07:03.000 Kenneth Peterson: The business at legal shield is different in many ways, and Matt had already alluded to that. I mean like insurance companies and car dealerships and so many other there's many of these B2B to see kind of interactions. The customers are really customers of your customers.  33 00:07:04.200 --> 00:07:14.130 Kenneth Peterson: Sounds easy enough. And then you factor in that a lot of the services are being provided by a network of experts that don't necessarily work for legal shield. So everything  34 00:07:15.000 --> 00:07:20.400 Kenneth Peterson: Hinges on that customer experience and you only have a little bit of time to control that.  35 00:07:20.670 --> 00:07:34.380 Kenneth Peterson: And so, I mean, no one's here to listen to me. So let me know I gave my little description, but I'll have my guests describe a little bit more about legal shield and talk about the challenges that you were facing on the CX from  36 00:07:37.230 --> 00:07:49.830 

Matt Layton: Sure. Thanks. Can and like I like I mentioned earlier that we are a subscription model business and you kind of hit on it. Right. So really the main the main job of of legal shield rod is we connect  37 00:07:50.250 --> 00:08:00.300 Matt Layton: An individual with a with a need to a expert who can solve that problem for them, right. So we sell and market legal expense plans and also  38 00:08:01.230 --> 00:08:12.420 Matt Layton: reputation management and identity theft protection. So we're really the the middleman that sits sits there rod. Some members or customers come to us, they purchase a  39 00:08:13.350 --> 00:08:28.800 Matt Layton: Subscription or I'd never shipped to our to our service pay us a monthly fee and then benefits are available to them, Rob, whether it's the legal benefits or the identity theft and reputation management benefits and  40 00:08:30.630 --> 00:08:43.500 Matt Layton: Our business is kind of built upon what we call a CPA LTV model so cost per acquisition up front. How much does it cost us to bring a new member on board and get them from scribe to our to our service.  41 00:08:43.950 --> 00:08:52.320 Matt Layton: And then really the value that we get out of that person is based upon the longevity of their membership so LTV lifetime value.  42 00:08:52.890 --> 00:09:00.480 Matt Layton: How long can we keep that member subscribed paying monthly satisfied with the service. So we like to say I'm  43 00:09:00.930 --> 00:09:14.280 Matt Layton: A member that you know is paying us for the service is using the service and is satisfied with the service that's invaluable long term member to us and really our entire business is set up along the lines of  

44 00:09:15.090 --> 00:09:22.080 Matt Layton: We own we only when right when the members happy when the members using the service and when the member stays with us for a long period of  45 00:09:22.830 --> 00:09:34.650 Matt Layton: Time and it's interesting. One of the ways that we pay those what we call provider law firms. The, the lawyers that are providing the service that our members are are requesting  46 00:09:35.310 --> 00:09:43.260 Matt Layton: They don't, they don't get paid on a you know a per usage basis or billable hours right we pay our provider law firms on a  47 00:09:43.710 --> 00:09:59.250 Matt Layton: capitated basis. Right. So at the end of every single month. All of our law firms get paid based on the number of active members in their areas of responsibility. So whether they may have service zero members that that month.  48 00:09:59.790 --> 00:10:11.670 Matt Layton: We're going to write them a check X amount times all the active members in your area of responsibility and I think what that what that does is it focuses the mind of those attorneys on  49 00:10:12.240 --> 00:10:20.460 Matt Layton: Just exactly what we're talking about here today customer experience increasing customer satisfaction, creating Happy, happy members.  50 00:10:20.940 --> 00:10:29.160 Matt Layton: Every time a member calls, how can we service that member to the best of our ability. Rod quickly and efficiently and professionally.  51 00:10:29.490 --> 00:10:40.710 

Matt Layton: And create a great outcome for that for that member so that they immediately see the value in having, you know, an attorney in the palm of their hand. Right, so I can call or punch a single button in the  52 00:10:41.100 --> 00:10:51.210 Matt Layton: Mobile app at any time and be connected to someone who I know is going to help me solve the problem of the challenge that I've challenges that I'm having in my, in my life at the time, so  53 00:10:52.020 --> 00:11:07.050 Matt Layton: Our business model is highly leveraged against that customer satisfaction member experience. And that's why it's really important for us to know what that Members thinking or what that member feels each time they come to us for a  54 00:11:08.580 --> 00:11:14.190 Matt Layton: Four question route, they have a problem in their, in their life. They have a legal issue. They've got their identity stolen.  55 00:11:14.580 --> 00:11:19.560 Matt Layton: We want to be here to help them right and we want them to know and believe and have confidence that  56 00:11:19.950 --> 00:11:28.470 Matt Layton: You know, we will answer quickly, we will provide the services necessary we will remedy whatever issue. They're having so that they can have that peace of mind.  57 00:11:28.830 --> 00:11:35.370 Matt Layton: And go back to their life and, you know, not have to worry about it, right, because we're here to to solve them and  58 00:11:35.940 --> 00:11:46.680 Matt Layton: Really it's important because because of that subscription basis of our of our business model. There's really what I see is two major reasons why it's important for us to  59 

00:11:47.040 --> 00:11:53.580 Matt Layton: Survey. Our members understand what they think fail and know at the time that they get the service right so  60 00:11:54.060 --> 00:12:07.920 Matt Layton: One member satisfaction is what is what we call it. Right. So how can we service our members. So the third happy as possible. Whenever that services completed and that they keep the membership long what long term, right, so we're  61 00:12:08.760 --> 00:12:16.230 Matt Layton: extremely focused on how do we increase the satisfaction of our of our members. Again, that's why we survey, and that's one of those  62 00:12:16.950 --> 00:12:24.510 Matt Layton: responses are important on the second hand right. We can then also use those member survey responses to go back to our  63 00:12:24.870 --> 00:12:31.890 Matt Layton: Provider law firms are licensed professional investigators on the identity theft records reputation management side.  64 00:12:32.310 --> 00:12:46.290 Matt Layton: And we can show them kind of these are some of the pain points, the members are are are having. Right. And we've actually implemented and Sam's been very instrumental in this. We've actually designed and implemented.  65 00:12:47.610 --> 00:12:53.940 Matt Layton: Kind of customer service type training on our for our provider law firms, Rob, because we're certainly not  66 00:12:54.450 --> 00:12:59.370 Matt Layton: Experts in the law sales. Right. That's why we contract those services out to our provider law firms.  67 

00:12:59.820 --> 00:13:10.170 Matt Layton: But I think what we are experts is is that customer service rod is that connection between someone who has an issue and someone who's the expert and can solve it. So,  68 00:13:10.800 --> 00:13:26.040 Matt Layton: Using the results that we get back from our surveys, we've been able to create, you know, really important and valuable trainings for our provider law firm side that kind of talks to them about customer service, you know, listening.  69 00:13:27.570 --> 00:13:38.160 Matt Layton: providing detailed explanations to the to the members and bad in and of itself has also increased that customer satisfaction that member satisfaction.  70 00:13:38.520 --> 00:13:47.190 Matt Layton: Which in turn increases the longevity or the retention, the lifetime value of our membership. And again, that's how we create more value for our  71 00:13:47.490 --> 00:14:02.820 Matt Layton: For our company. So, kind of in a, in a nutshell, that's the summary of why we think surveys are extremely important and a little bit of how we use them to help on the customer side as well as on the provider side.  72 00:14:05.190 --> 00:14:07.230 Kenneth Peterson: Sam, is there anything that you'd like to add on to that.  73 00:14:08.370 --> 00:14:18.570 Samuel Harris: Um, I mean, I think you hit the nail right on the head. Yeah, just the emphasis on being subscription base. We can't just sell it to you once and call it good. We have to  74 00:14:19.260 --> 00:14:28.530 Samuel Harris: Constantly ensure that the services there that not only it's just I need it for one thing, it's something that's worth paying a subscription for consistently because they see the consistent and long term value in it.  75 

00:14:29.970 --> 00:14:30.960 Samuel Harris: But yeah, I think they're not met.  76 00:14:32.070 --> 00:14:33.210 Samuel Harris: Get a perfect description.  77 00:14:35.070 --> 00:14:44.040 Kenneth Peterson: Yeah, I mean if Netflix stopped providing any new content they would also lose their subscription. So similarly, you have to keep up to date with  78 00:14:44.220 --> 00:14:50.070 Kenneth Peterson: What you're offering and be able to make it seem valuable on a month to month basis so  79 00:14:51.510 --> 00:15:00.300 Kenneth Peterson: You know, we sort of talked about the reasoning behind. And then, you know, I'll talk a little bit. I want to talk a little bit about the, you know,  80 00:15:00.720 --> 00:15:16.200 Kenneth Peterson: who you're talking to, when you survey and why you chose. I mean everyone's a customer. In this case here, you're the subscript subscribers or customers the attorneys that you're dealing with our customers. So  81 00:15:17.400 --> 00:15:26.520 Kenneth Peterson: So when you look at all the avenues and you want to measure surrounding basically the contacts and being able to get the interactions seems like  82 00:15:28.320 --> 00:15:37.860 Kenneth Peterson: What seems like it should be common most most overlooked the opportunity to engage with their customers based on even interactions within an app for example.  83 00:15:39.060 --> 00:15:56.160 

Kenneth Peterson: Surveys go to referrals service providers post consultation customers. Why did you decide to take that route first versus other ways to police the X, like maybe just a contact center or relationship study. Oh, Sam.  84 00:15:56.730 --> 00:15:59.220 Samuel Harris: Yeah. So one of the big reasons.  85 00:16:00.360 --> 00:16:06.600 Samuel Harris: We wanted to move to question on the first place is this idea of being able to do in app surveys and really maintain  86 00:16:07.650 --> 00:16:17.430 Samuel Harris: A consistent experience for the member, right, because right now when you want to use the service if you need to do a will questionnaire or if you submit a traffic ticket.  87 00:16:17.940 --> 00:16:24.060 Samuel Harris: Or do a document review or just call your law firm that's all through the app. So by serving in the app, we kind of  88 00:16:24.810 --> 00:16:30.270 Samuel Harris: Almost close the loop. That's not the correct word, but we have a complete experience all in one spot which  89 00:16:31.230 --> 00:16:44.490 Samuel Harris: Will help maintain consistency for the member and then long term. It also allows us to dive deeper into like touch point surveys and stuff like that. Right now, we send an email at the end of the service.  90 00:16:45.870 --> 00:16:52.350 Samuel Harris: Because our provider didn't have that capabilities to do in app surveys, but now you click the button to  91 00:16:52.920 --> 00:17:04.680 

Samuel Harris: submit a ticket. We can now say how is your experience with that immediately. They don't have to leave the app, they don't have to wait for an email to get sent out or if they call the provider. How is your consultation. That's the first step in any  92 00:17:05.880 --> 00:17:20.760 Samuel Harris: Service with us as a consultation, so we can really break down and better understand the different touch points in our service. And from there, identify the more specific pain points in our service. So that's all comes from the member focused experience all within the app.  93 00:17:24.090 --> 00:17:26.280 Kenneth Peterson: Anything you want to add on to that in terms of  94 00:17:27.450 --> 00:17:29.700 Kenneth Peterson: How the feedback is currently used at this stage.  95 00:17:30.150 --> 00:17:52.170 Matt Layton: Sure. And I think Sam, you know, said it said it perfectly rod. He mentioned call centers emails mobile app we we survey or we we have those touch points all the way around and then we do generate feedback from kind of each one of one of those. The current, the current focus is  96 00:17:52.260 --> 00:17:54.150 Matt Layton: Around like Sam was talking about.  97 00:17:54.450 --> 00:18:07.440 Matt Layton: How can we either through the mobile app or through email. How can we immediately reach out to a to a member. As soon as that service has been initiated or  98 00:18:07.860 --> 00:18:14.670 Matt Layton: Finished right we don't we don't necessarily want to worry about calling out to a to a member. We like to  99 00:18:15.120 --> 00:18:22.080 

Matt Layton: We like to talk about how can we interact with a member or or a customer on their own.  100 00:18:22.560 --> 00:18:27.840 Matt Layton: Their own terms, or what's the best way they like to be spoken to, or course corresponded with  101 00:18:28.230 --> 00:18:39.360 Matt Layton: And we want to try to find that within all of our all of our data rod. What's the best way to communicate with a with a member and we have. So we have really good responses on  102 00:18:39.840 --> 00:18:52.740 Matt Layton: Email surveys, we were working towards and working on the kind of push notifications and immediate access through the, through through the mobile app again in our, in our experience.  103 00:18:53.160 --> 00:19:05.370 Matt Layton: We get the best results in the best input and feedback back from our from our customers when we're able to one reach out to them in a form that they're most comfortable with. Responding into  104 00:19:05.700 --> 00:19:12.600 Matt Layton: As soon as possible, or as close to that touch point that we're surveying that that that occurred right so  105 00:19:13.080 --> 00:19:25.890 Matt Layton: A majority of the survey responses and the majority of the customer service experience reporting that we're doing here, especially with the with the question pro program is is is around  106 00:19:27.090 --> 00:19:39.450 Matt Layton: Accessing the membership benefits. So as soon as a customer or member calls the provider law firm or they call them for some of the reputation manager identity theft services whenever that 

 107 00:19:40.260 --> 00:19:54.510 Matt Layton: Item is finished or closed or or resolved. That's the immediate point in time we want to reach out to them and thank them for their further you know usage thank them for being a being a member and then offer them the ability to give us feedback.  108 00:19:56.760 --> 00:20:02.940 Kenneth Peterson: And I love that. I mean, you mentioned something you reaching out to them on their terms. I mean, and that's what's  109 00:20:03.330 --> 00:20:15.690 Kenneth Peterson: That's what's beautiful about it because you're you're engaging them in a conversation in the way they want to be engaged. And I think that's one of those, you know, that's the thing that stood out at me when we started talking about this.  110 00:20:16.560 --> 00:20:17.490 Matt Layton: Yeah, so  111 00:20:18.150 --> 00:20:25.890 Matt Layton: I think we can all understand is, whether we like or dislike dislike getting telephone calls from random numbers, whether it's  112 00:20:27.210 --> 00:20:30.720 Matt Layton: A survey or someone trying to sell something to me so  113 00:20:31.440 --> 00:20:42.810 Matt Layton: One. We're, we're not really interested in trying to actively proactively dial out to our members and then try to get them on the phone to answer a you know a list of survey questions right  114 00:20:43.200 --> 00:20:54.300 Matt Layton: And it's not that we don't do that when they call into us. We, there are some questions that that we asked, but instead of like proactive call outs to ask some of these questions and do some of these surveys 

 115 00:20:54.690 --> 00:21:09.150 Matt Layton: We found that, you know, we get better results through email through the mobile app. And two, I think the members are customers, probably in a better frame frame of mind when they're answering those, those, those responses.  116 00:21:10.440 --> 00:21:13.770 Kenneth Peterson: Yeah, definitely, definitely important for their terms and  117 00:21:15.810 --> 00:21:28.410 Kenneth Peterson: I was gonna jump ahead to the next part, um, you know, this is, I know, I know we have question pro execute perfectly. So there's no complaints there. But we, you know, I've always talked about CX is a never ending journey.  118 00:21:29.610 --> 00:21:34.230 Kenneth Peterson: You know, some people say, oh, once you launch and, you know, launching can be a painful process.  119 00:21:34.890 --> 00:21:46.440 Kenneth Peterson: You know, but you know a lot of people feel like you get to that launch point. And you're like, oh, I'm done. And no, it's really cyclical year year one, you sort of you feel your way around. You get some data some insights  120 00:21:46.890 --> 00:21:52.560 Kenneth Peterson: Perhaps start responding to closed loop feedback more efficiently Year to you look at the data and a little more detail.  121 00:21:52.890 --> 00:22:01.620 Kenneth Peterson: Looking at different segments across multiple time periods. You start to see trends year over year, things like that, linking it to business outcomes where it's possible.  122 00:22:01.980 --> 00:22:10.050 Kenneth Peterson: And then sort of here three I always say the next thing is the businesses evolving. The economy is evolving. Sometimes it evolves, a lot faster. 

 123 00:22:11.250 --> 00:22:16.530 Kenneth Peterson: And you start to recognize gaps in what you're measuring what you're analyzing and what you're providing to the customers.  124 00:22:16.830 --> 00:22:26.430 Kenneth Peterson: And so you start to make the changes for the next three years and it just keeps going in that cycle. I mean, ultimately, it's easy to make a plan like that and that up and down buckets and  125 00:22:26.850 --> 00:22:40.170 Kenneth Peterson: Completely alters everything that you were trying to do and trying to accomplish. But if you were to think about your goals for the CX program, the business and the impact that you want to have on your industry, what do you expect will happen.  126 00:22:44.010 --> 00:22:44.760 Kenneth Peterson: And Matt.  127 00:22:46.530 --> 00:23:05.730 Matt Layton: Yeah, so what what coming at this at a little bit different perspective than I think maybe to your question alerts to but so we've we've been doing this similarly to how we use question pro but you know Sam talked about some of the reasons we've moved over to you guys, but  128 00:23:06.780 --> 00:23:18.870 Matt Layton: One of the, one of the one of the pain points from my perspective, and I'll let Sam respond with a little more more detail. I'm going to hit more high level, right, so we've got, you know, 10 plus years of this type of  129 00:23:19.350 --> 00:23:30.300 Matt Layton: Customer Experience, customer survey customer satisfaction scores. One of the really cool projects that Sam built probably about a year ago now is that  130 00:23:30.900 --> 00:23:36.750 

Matt Layton: He built our own internal algorithm to create member satisfaction score right so we  131 00:23:37.230 --> 00:23:43.110 Matt Layton: We have member satisfaction scores on the you know company total level down to the state level.  132 00:23:43.500 --> 00:23:55.650 Matt Layton: Down to the, you know, zip code level to the provider law firm level all the way down to the individual attorney level, right. So what did the members. What are, what's the member satisfaction score of the  133 00:23:56.250 --> 00:24:11.910 Matt Layton: Person using an attorney rod people that live in the States, people that you know even request specific areas of law right so we we went really deep in the detail on how we measure customer satisfaction for a  134 00:24:12.960 --> 00:24:23.940 Matt Layton: Wide range of variables. And one of the and I'm not gonna say it was a pain point. But one of the concerns I have rod is when you've got, you know, 10 plus years of longitudinal history.  135 00:24:24.480 --> 00:24:36.570 Matt Layton: And, you know, all you've got all your stats in law and all your data is correlated perfectly, and now we move to a new vendor their concern is then do you do you break the correlation of your  136 00:24:37.170 --> 00:24:46.770 Matt Layton: Of your data. Rob is the is the historical tale of your information, no longer valid since you moved to to to a new vendor and  137 00:24:47.430 --> 00:24:57.120 Matt Layton: I mean, the last thing we would want to do is cause you are here to the new the new vendor is to, you know, fit into the same box of the old vendor that we were trying to get out of right so 

 138 00:24:57.630 --> 00:25:06.780 Matt Layton: Kind of some of those challenges are, is how do you move to a you know a better vendor with more with more tools that has, you know, more  139 00:25:07.320 --> 00:25:18.780 Matt Layton: capabilities to do more analysis and create more intelligence, but also protect the integrity of, you know, something that we've been working on 10 plus years that we've got a lot of track history.  140 00:25:19.110 --> 00:25:28.770 Matt Layton: And we know month to month within any of those variables are we improving our did we know go did we go backwards that something happened to hurt the scores so  141 00:25:29.610 --> 00:25:44.850 Matt Layton: Probably high level, big, big, big picture. That was my main concern kind of coming into this is just, you know, how do we protect the integrity of our of our data long term moving to a new vendor and kind of creating a new process here.  142 00:25:45.960 --> 00:26:00.810 Kenneth Peterson: And it's definitely a challenge because I mean even even something as simple as a different look on the survey a different a different color theme, just a lighter blue versus a darker blue can subconsciously affect what the rating.  143 00:26:00.900 --> 00:26:05.100 Matt Layton: Yeah, absolutely. I saw it. I mean it. It isn't even about kind of  144 00:26:07.020 --> 00:26:14.370 Matt Layton: Different, different questions. Right. The, the email or the push notification could look could look different.  145 00:26:16.170 --> 00:26:24.420 Matt Layton: The questions on the screen can be set up differently all So aside from what the answers were right all of those variables kind of 

 146 00:26:25.080 --> 00:26:31.650 Matt Layton: You know affect whether someone's going to view it right, someone's going to open it, whether someone's going to take any time to answer.  147 00:26:32.190 --> 00:26:38.250 Matt Layton: Whether they're going to abandon halfway through, whether they're going to get to the end and hit submit and then we actually get thing.  148 00:26:38.640 --> 00:26:46.320 Matt Layton: They see results. So kind of all of those things are are initially concerned us as we're as we're moving over is  149 00:26:46.800 --> 00:26:55.170 Matt Layton: You know, how can we, how can we reach out to as many people as possible. Right. How can we keep our engagement up on these on the surveys, how can we  150 00:26:55.740 --> 00:27:04.020 Matt Layton: How can we keep the conversion rate or the submission buttons high so that then our, our results are, you know, representative of the entire population.  151 00:27:06.840 --> 00:27:08.640 Kenneth Peterson: Sam, anything you on that, on that.  152 00:27:09.270 --> 00:27:19.530 Samuel Harris: Yeah. Excuse me. See, I got your question was kind of like what are your goals for CX where he goes to the business and stuff like that. And we talked about this a little earlier how our goal.  153 00:27:21.030 --> 00:27:32.850 Samuel Harris: We're a subscription based business. Our goal is to give a good service that is deemed valuable to the member our company was created out of seeing a inequality in the world where  

154 00:27:33.990 --> 00:27:42.090 Samuel Harris: Justice wasn't really seeming to be equal, that people with more access to legal services have a better chance of  155 00:27:43.020 --> 00:28:00.900 Samuel Harris: Or have a step above everyone else. So like with with that as our ideas. Our goal for our business is to give that services to create that equality, you bring in CX and CX is a almost like a mirror so it allows us to be aware of the service that we provide. It allows us to be aware of.  156 00:28:03.240 --> 00:28:12.930 Samuel Harris: How well we're meeting our goal of our business and Matt talked about how we have em sat down to the zip code level and we have it by all these different variables but  157 00:28:14.400 --> 00:28:18.540 Samuel Harris: All that does is help us see. It's like when you look in the mirror in the morning, you have like messy hair.  158 00:28:19.320 --> 00:28:28.350 Samuel Harris: The mirror doesn't help you comb your hair. It just allows us to see that we need to make a change there. So that's our goal of CX is to allow us to  159 00:28:28.740 --> 00:28:35.610 Samuel Harris: Understand pain points, see where we're failing when our goal is to provide equal justice if we're not doing it. Well, we need to know so we can fix it.  160 00:28:37.230 --> 00:28:47.460 Samuel Harris: So with that in mind, like the CX is allowing us to make those changes and we can dig into things like Matt mentioned earlier that when we have a negative experience. We asked questions.  161 00:28:48.450 --> 00:29:02.880 Samuel Harris: Where did the service fail, almost. So, like, how was your lawyers explanation. How is he at listening. How is he at being knowledgeable on the subject, all those different 

things and allows us to collect this data that we can then assign courses we have this huge course load of  162 00:29:04.110 --> 00:29:11.400 Samuel Harris: The courses that we created ourselves to make sure that we are providing the service that we mark it as and we are  163 00:29:12.660 --> 00:29:17.760 Samuel Harris: Meeting. Our goal and we are creating that equality that we want to see in the world.  164 00:29:19.230 --> 00:29:19.440 Samuel Harris: Yeah.  165 00:29:19.470 --> 00:29:19.770 Matt Layton: And I  166 00:29:20.190 --> 00:29:24.990 Matt Layton: Think same head on a perfectly and probably said it better than I even did rod. So  167 00:29:25.890 --> 00:29:34.500 Matt Layton: CX and the customer experience and the information we receive back from the surveys. Rather, I mean, that's all good and good and nice but  168 00:29:35.100 --> 00:29:43.170 Matt Layton: The questions we ask ourselves is, what are we going to do about it. Right. So while it. What is the actionable intelligence, we're going to create out of the responses that  169 00:29:43.680 --> 00:29:59.370 Matt Layton: We received from our members to you know make the attorneys more responsive to legal issues, maybe, maybe have some more compassion for someone on the phone that's having a hard time rod, maybe, maybe raise the level of  

170 00:30:00.750 --> 00:30:08.820 Matt Layton: Not necessarily excitement, but raise the level of interest. If someone calls in their identities been stolen and they're upset kind of mean  171 00:30:09.420 --> 00:30:15.270 Matt Layton: How they're acting with how you know you're going to help them. And, you know, work on their on their problem with them.  172 00:30:15.780 --> 00:30:23.370 Matt Layton: The two of them to the biggest issues that we consistently received back as you know potential pain points between  173 00:30:23.760 --> 00:30:43.140 Matt Layton: Again, that facilitation between someone with an issue and someone who can provide the assistance is one, you know, telephone tag you know I can't get ahold of my attorney when I when I need to I. They, they called me like the message I call them and leave a message and just back to  174 00:30:45.060 --> 00:30:50.700 Matt Layton: My attorney may have been short with me rod or they didn't listen to all of my concerns or, you know,  175 00:30:51.120 --> 00:31:03.930 Matt Layton: They didn't spend enough time explaining the service to me or explaining the potential our outcomes are ways that I could solve self mob of my issues. And as I mean, the cool thing about those are  176 00:31:04.440 --> 00:31:16.080 Matt Layton: Those are all issues that we can solve as a, as a company, Rod. The members told us exactly what their pain points were and it has nothing to do with with the law. Right. It has nothing to do with  177 00:31:16.530 --> 00:31:28.530 

Matt Layton: Providing equal access to the justice system. It all has to do with kind of that facilitator position in in the middle. How can we, you know, more easily and quickly connect  178 00:31:29.100 --> 00:31:39.210 Matt Layton: The customer with the person providing the service and then how can we, how can we make that member feel like they're being heard and listened to and service to the, you know,  179 00:31:39.690 --> 00:31:48.270 Matt Layton: Most of our of our ability. And then even to the utmost of the benefits that they've purchased through their monthly membership subscription with us.  180 00:31:49.770 --> 00:31:54.810 Kenneth Peterson: Yeah. And so like a call it it's it's the brand promise versus the brand delivery.  181 00:31:55.200 --> 00:31:56.700 Kenneth Peterson: And that's really what you're getting at.  182 00:31:59.460 --> 00:32:01.410 Kenneth Peterson: All right, um, you know,  183 00:32:02.550 --> 00:32:10.830 Kenneth Peterson: We have quite a few people that you know connect with these. And sometimes it's we even have college students listening in.  184 00:32:11.340 --> 00:32:21.180 Kenneth Peterson: Right up to individually starting out their CX for years and, you know, as I mentioned in the beginning, sort of providing good or even great customer experience should be easy.  185 00:32:22.440 --> 00:32:23.490 Kenneth Peterson: In a tight, you know,  

186 00:32:24.600 --> 00:32:36.540 Kenneth Peterson: It sort of timeline. It starts with the organizational recognition that CX is important and that's already been established within your organization. I know. Matt was sort of at the forefront of that about a decade ago.  187 00:32:37.230 --> 00:32:44.010 Kenneth Peterson: But, and then, you know, all the way through to the completion of hey, you know, we just finished his implementation and  188 00:32:44.430 --> 00:32:51.990 Kenneth Peterson: Thing measurements are coming in and the scores look like we expect them to look, you know, where were the moments you know along that whole thing.  189 00:32:52.290 --> 00:33:07.590 Kenneth Peterson: You know, sort of this career advice, kind of thing where you say, you know, I got this. This is, this is, this is where I know we're doing right when it comes to CX. This is where I know I sold it in well with the organization or I know we're delivering well for our customers.  190 00:33:10.170 --> 00:33:10.770 Samuel Harris: Yeah, so  191 00:33:11.610 --> 00:33:23.760 Samuel Harris: Yeah, for sure. Um, she, like we said, we've been using other providers for a time. So really our starting point of our timeline was we had a conversation with our previous provider and we realized that like  192 00:33:24.270 --> 00:33:30.660 Samuel Harris: Our goals for what we needed didn't match up with their goals for what their business was going. So there's kind of a discrepancy there.  193 00:33:32.310 --> 00:33:34.590 Samuel Harris: From there I was tasked with  

194 00:33:36.120 --> 00:33:45.060 Samuel Harris: Finding a new provider that can meet these goals and that had to do a lot with research and talking to a lot of different representatives from different companies.  195 00:33:46.080 --> 00:33:48.210 Samuel Harris: Doing cost analysis, stuff like that.  196 00:33:49.770 --> 00:33:57.330 Samuel Harris: Then making my proposal to our chief legal officer who owns our programming her and making her proposal to  197 00:33:58.260 --> 00:34:08.550 Samuel Harris: Our executive team and making that decision. And then from there, we kind of were able to sign a contract and get into the actual implementation product process which  198 00:34:09.210 --> 00:34:16.110 Samuel Harris: That's probably where I had the finally the yep I got this moment because man I I like math. I don't like talking to people.  199 00:34:18.540 --> 00:34:20.790 Samuel Harris: So I was done with all these interviews with you there.  200 00:34:21.180 --> 00:34:21.570 Yeah.  201 00:34:22.860 --> 00:34:24.900 Samuel Harris: And then implementation process.  202 00:34:25.980 --> 00:34:37.230 Samuel Harris: That was probably the most nerve wracking part because that's where data starts to go out. Finally, you're working in between that and I don't think I took a breath until we were fully integrated because I was so worried about missing it up.  

203 00:34:38.520 --> 00:34:51.330 Matt Layton: Yeah, Rob, because Sam was kind of balancing the project between turning off the old and starting a new rod. So we had to make sure the new work before we turn the old off because again we didn't want any gaps in our data.  204 00:34:52.800 --> 00:35:03.660 Samuel Harris: And yeah, there's a pain point there of our old provider. We've been there since with them to 2015 and we had a process. This is how they went out. This is how they came back in in this format.  205 00:35:04.200 --> 00:35:11.970 Samuel Harris: And we were able to upload it like this and then a question posed a different company. So they have a certain a different process. So we didn't want to have to try to  206 00:35:12.780 --> 00:35:19.830 Samuel Harris: force them into our old way but we didn't want to bring in the new data in a way that invalidates the last X amount of years. So we've had  207 00:35:20.700 --> 00:35:34.290 Samuel Harris: So working through all of that was a fun time. But yeah, I'd say the final yep I got this. A final breath was definitely on a full implementation day where we everything sent out and I checked our survey history and it showed deploy. And I was like, Oh, thank you.  208 00:35:37.200 --> 00:35:43.410 Kenneth Peterson: Yeah, and I know I've been through quite a few of those. So Matt, anything you would add to that.  209 00:35:43.770 --> 00:35:53.010 Matt Layton: Yeah, just again, kind of just little bit bigger picture. And it kind of back to that. Yep. I got this question or kind of that light bulb moment is  210 00:35:54.000 --> 00:36:02.400 Matt Layton: Again seminar data geeks. We live in an analytics. And that's where we would we would rather rather stay right so so I can tell you 

 211 00:36:02.940 --> 00:36:09.390 Matt Layton: Probably the most exciting things from our perspective, right, is when great the surveys went out.  212 00:36:09.960 --> 00:36:18.540 Matt Layton: The responses came in, wonderful Sam's created member satisfaction scores against all these different, different, different variables.  213 00:36:18.930 --> 00:36:26.910 Matt Layton: One of our main focuses as an analytics team here at legal shield is not necessarily the data itself. But, you know,  214 00:36:27.660 --> 00:36:36.390 Matt Layton: What's the actionable intelligence, we can create with that information that then we can then pass on to to management to create more value for the for the company.  215 00:36:36.900 --> 00:36:42.000 Matt Layton: And probably the most exciting pieces of this project, right, is when  216 00:36:42.420 --> 00:36:53.190 Matt Layton: We can analyze the customer service survey results, we can look at those responses we get back. We can do our analysis, we can make suggestions up to the to the business.  217 00:36:53.610 --> 00:37:07.710 Matt Layton: The business can implement those suggestions and then we can absolutely see member satisfaction scores going going up, right Sam talked about we can assign out specific trainings and  218 00:37:09.540 --> 00:37:15.960 Matt Layton: learnings to our provider law firms based on where maybe they're not performing where we would like them to perform  

219 00:37:16.710 --> 00:37:25.560 Matt Layton: They take those classes, we get the data back. Remember satisfaction scores have went up in those areas that we that that we focused on so  220 00:37:25.890 --> 00:37:35.130 Matt Layton: That's really when I could step back and say, yep. This is certainly working for us right because we could take that data that we received from those survey requests.  221 00:37:35.430 --> 00:37:47.490 Matt Layton: We can push them into the business in ways that create more more value and then we can see those scores increase and change over over time as we implement some of the learnings that we've received  222 00:37:49.050 --> 00:38:00.840 Kenneth Peterson: It's terrific to be able to see that and you know as Sam said, you know, that all watching all those little things. The met the numbers come together and you know just build up those outcomes. And it's, it's wonderful to watch  223 00:38:00.870 --> 00:38:04.440 Matt Layton: It is especially again back to the very beginning of  224 00:38:05.880 --> 00:38:16.260 Matt Layton: This rod, we create value for our company when members use the service. They're happy and they stay long term and our member satisfaction scores have a extremely  225 00:38:16.680 --> 00:38:30.060 Matt Layton: High and strong correlation to membership retention membership retention creates value for for us. So if we can make the members happy. We know that they stay with us, longer, and we know that's creating value for everyone within our business.  226 00:38:33.390 --> 00:38:36.120 Kenneth Peterson: Well, I want to make sure I keep everyone on time.  227 

00:38:38.070 --> 00:38:46.920 Kenneth Peterson: Thank you so much for joining me. I enjoyed the conversation. I want to check AJ. Did we have any questions that have come in.  228 00:38:50.280 --> 00:39:00.750 QuestionPro Webinar: Yes. We have a question from Pamela, so she wants to know if legal has any metrics to assess improvement investing money into providers.  229 00:39:03.900 --> 00:39:11.550 Samuel Harris: Yes, we do. That's one of the questions I talked about when we have a detractor score. We ask a set of questions and want to specifically listening ability  230 00:39:12.870 --> 00:39:27.960 Samuel Harris: We measure success of that we have a process where we look at the date the course was taken and we look at either the member satisfaction score and net promoter score within like 60 days before and 60 days after to see if that score improves  231 00:39:29.220 --> 00:39:35.160 Samuel Harris: We don't specifically look at the listening score because we only ask it on the tractor question. So there's a skew there that doesn't make it  232 00:39:36.480 --> 00:39:43.230 Samuel Harris: Necessarily relevant to just look at that score, but we do look at each we have categories for these different  233 00:39:44.790 --> 00:39:50.160 Samuel Harris: questions we ask, and we do measure the success of those. And we've actually went through.  234 00:39:50.670 --> 00:40:00.360 Samuel Harris: A couple months ago when we found the ones that weren't performing well we scrapped all those courses and remade all new ones to make sure that the quality of the information that we give this good so  235 

00:40:01.470 --> 00:40:02.340 Samuel Harris: Long story short, yes.  236 00:40:03.150 --> 00:40:14.580 Matt Layton: Yeah. So, and again. So like I said, same credit the member satisfaction score and that went through, apparently, but you know as a more industry standard. We also create an calculate  237 00:40:15.120 --> 00:40:25.860 Matt Layton: NPS net promoter score within the, within the company. And that's kind of how we can dig down a even deeper to the to Pamela's listening question.  238 00:40:26.280 --> 00:40:34.500 Matt Layton: And find out who may be getting a larger percentage of what what we call detractor surveys are the tractor customers.  239 00:40:35.010 --> 00:40:46.260 Matt Layton: You know, based upon their their their peers. And when someone has that larger percentage of those detractors, we can then dig down further and say okay why maybe was this person.  240 00:40:47.160 --> 00:40:59.130 Matt Layton: Why did this attorney, create a potential detractors member. And also, again, same hit on another good, good, good point. We have the trainings for our providers who are underperforming  241 00:40:59.550 --> 00:41:09.660 Matt Layton: But we also measure ourselves right are the are the courses and are the trainings. We're creating our day, resulting in the outcomes that we expect them to route, are those  242 00:41:10.260 --> 00:41:18.180 Matt Layton: An attorney who takes a training, does that attorney you know get better better scores. And then we don't also just say, well, attorney you took this  

243 00:41:18.780 --> 00:41:32.730 Matt Layton: You took this class and you didn't get any better. Maybe the problems you we look internally at us. Right. How can we have made that turning better to or maybe that attorney would have gotten more out of it. That would have resulted in a better member satisfaction score for our members.  244 00:41:38.190 --> 00:41:39.600 Kenneth Peterson: Said, we've had a few more coming.  245 00:41:41.760 --> 00:41:42.390 QuestionPro Webinar: Yes.  246 00:41:44.040 --> 00:41:52.140 QuestionPro Webinar: So at the law firms that we work with. Do they have someone who is the firm's CX evangelists, what do you work with individual attorneys.  247 00:41:54.630 --> 00:42:05.760 Samuel Harris: So what we have is we have what we call account managers. So there are people on our side that work with usually delete lawyer at each law firm and they have a list of  248 00:42:06.720 --> 00:42:13.380 Samuel Harris: X amount of providers that they work with. And they dig through the data with them, kinda, like you said, like the CX evangelist, so they they  249 00:42:13.920 --> 00:42:17.190 Samuel Harris: This month, here's your score is here's where you struggled. Here's how we can improve  250 00:42:18.150 --> 00:42:25.950 Samuel Harris: So we have those three that work with each of our providers and have monthly meetings to ensure that they understand the data that's coming in.  251 

00:42:26.940 --> 00:42:32.880 Samuel Harris: We also are moving more and more into like the tablo sphere. So getting the data directly into our providers hands.  252 00:42:33.180 --> 00:42:41.730 Samuel Harris: So now they can go in and now that they understand the data. They've been working on these account managers, so they can check themselves and they can see areas that they're struggling in areas that they're improving  253 00:42:43.230 --> 00:42:45.450 Samuel Harris: On their own and make adjustments as needed.  254 00:42:50.370 --> 00:42:51.690 QuestionPro Webinar: A few more.  255 00:42:52.710 --> 00:43:04.110 QuestionPro Webinar: So God wants to know what your PC X metric metric is you follow up with all your customers are just a good practice and how receptive to the feedback you provide to them.  256 00:43:05.850 --> 00:43:12.360 Samuel Harris: So for the longest time our key metric was MPs, like a lot of the people use  257 00:43:13.740 --> 00:43:18.720 Samuel Harris: But in the last year or so, we've looked to move more towards member satisfaction.  258 00:43:20.040 --> 00:43:31.230 Samuel Harris: We still use NPS as a sub key metric almost always we don't abandon it totally but we've moved more and more towards member satisfaction or most people caught like customer satisfaction.  259 00:43:32.940 --> 00:43:44.160 

Samuel Harris: As for do we follow up with all customers are just detractors usually just detractors because they're the ones that had the issue with the experience we do  260 00:43:45.240 --> 00:43:57.480 Samuel Harris: Ask for comments at the end of the survey. And we asked if they'd be willing to do testimonials or stuff like that when they're more positive, so we can kind of get understand their experience and use that maybe in marketing and stuff like that but  261 00:43:58.740 --> 00:44:07.410 Samuel Harris: Our expectation is for them to have a good experience. So we feel like when they have a good experience. We don't need to dig too much into it because that's what we expect.  262 00:44:08.700 --> 00:44:13.560 Samuel Harris: So yeah, mainly just the detractors in terms of understanding and improving our service.  263 00:44:14.160 --> 00:44:19.590 Matt Layton: Yeah so perfect. And again, we do we survey all the members that utilize the  264 00:44:19.860 --> 00:44:27.840 Matt Layton: Service and then we kind of have a have a matrix based upon you know what their score what their responses are, what do we do next, right, is it  265 00:44:28.110 --> 00:44:34.020 Matt Layton: Is it reach out to those people that give us the lowest scores to get more information to learn how we can improve more  266 00:44:34.410 --> 00:44:46.680 Matt Layton: Or is it those folks that give us the highest and and and best scores. Right. Are those are our potential pool for testimonials that we can reach out to in order to, you know, help us market to more people like like them.  267 00:44:51.210 --> 00:44:57.360 

Kenneth Peterson: And how about that. How about that question with regard are the attorneys really receptive to the feedback that you're giving them.  268 00:44:58.800 --> 00:44:59.520 Samuel Harris: Yeah, I mean,  269 00:45:02.070 --> 00:45:04.530 Samuel Harris: They seem to we've seen a lot of improvement. A lot of surveys  270 00:45:05.700 --> 00:45:09.630 Samuel Harris: It kind of depends on the person, and how well they receive constructive criticism, obviously.  271 00:45:10.800 --> 00:45:12.030 Samuel Harris: But we have it.  272 00:45:14.130 --> 00:45:29.970 Samuel Harris: Almost as a necessity, they're required to take courses and they measure and hire and fire based on their performance. So we have a high standard. And we expect them to keep that high standard. So I would say they are receptive, because it's part of our expectations for them.  273 00:45:30.360 --> 00:45:38.640 Matt Layton: For sure. And I mean we can certainly always get into, you know, personality differences into someone like Ben. Ben question or not, but  274 00:45:38.940 --> 00:45:49.500 Matt Layton: Again, we talked about it earlier on all of our provider law firms are enumerated or paid based upon the active book of business in their areas of responsibility.  275 00:45:49.980 --> 00:45:54.000 Matt Layton: So I would say all of our attorneys are extremely receptive on  276 

00:45:54.540 --> 00:46:06.150 Matt Layton: Ways in which we've identified to increase member satisfaction because they also know that that increases membership retention, which they also know increases their checks at the end of  277 00:46:06.840 --> 00:46:20.490 Matt Layton: every single month. So all of our provider law firms and mostly down to every single attorney fully understands this. This process. And if we're offering them a way to create more active members every single month.  278 00:46:20.940 --> 00:46:30.960 Matt Layton: There, you know, always fully willing and able to listen. Right. I mean, whether they like their constructive feedback or not that's a different question as to whether they're receptive  279 00:46:31.380 --> 00:46:33.900 Matt Layton: Into learning and creating more active members.  280 00:46:34.980 --> 00:46:38.490 Kenneth Peterson: And no, no, no one likes. No one likes to be criticized, but  281 00:46:38.940 --> 00:46:39.240 Matt Layton: If  282 00:46:39.450 --> 00:46:40.680 Kenneth Peterson: You're open to it. I hope so.  283 00:46:40.860 --> 00:46:44.700 Kenneth Peterson: Well, and I mean I mean maybe maybe criticized isn't the right  284 00:46:44.850 --> 00:46:55.530 Matt Layton: The right rock because we're certainly not not criticizing them, but we are offering ways in which that they can increase those survey response scores are getting back  

285 00:46:56.850 --> 00:47:01.230 Kenneth Peterson: Surfing I know we're running up against the clock and Matt has to jump off here.  286 00:47:02.760 --> 00:47:12.450 Kenneth Peterson: I want to thank everyone for participating. The questions that came in, but typically met Sam. It was a real pleasure. I really enjoyed this conversation. And thank you for joining.  287 00:47:12.960 --> 00:47:16.020 Matt Layton: I know your bed. I really enjoyed talking to you guys about this.  288 00:47:17.130 --> 00:47:19.620 Kenneth Peterson: All right. Terrific. And everyone. Have a great day. Thank you.  289 00:47:19.860 --> 00:47:20.310 Matt Layton: Thank you.