Customer Confidential: Untold Stories of Earned Growth

The Customer Confidential Podcast unlocks a world of unparalleled customer and employee loyalty insights. Host Rob Markey, a Net Promoter System pioneer, uses his deep expertise and empathetic approach to challenge conventional wisdom, peel back layers of typical advice, and expose the real stories of industry transformation. Take a deep dive into discussions on CX, customer journey, customer insights, Net Promoter Score, and more. Every episode is a master class in loyalty. Guests include CMOs, CXOs, and heroes of customer-centric transformation, along with thought leaders who inspire them. Exploring organizational structures, operating models, goals, and metrics, Rob and his guests from companies such as Vanguard, American Express, and more bring to light practical marketing, product, customer experience, and technology strategies for earning customer-focused growth. This podcast is your source for untold stories of customer and employee loyalty. Challenging, insightful, and instructive—all in one place. Earned growth starts here.

  1. 5d ago

    Ep. 267 | Daniel Herrmann: By the Time You Quote, Have Customers Already Chosen?

    Episode 267: API Heat Transfer was responding to requests for quotation when, according to research in one of its priority segments, buyers had already decided who they trusted. The manufacturer of heat exchangers had strong products and deep engineering expertise. It understood much less about how customers chose a supplier for a particular order. It would have been easy to miss the gap in understanding. API's revenue grew with healthy margins. Some customers had been buying for decades. But familiarity didn't necessarily give customers enough reason to defend API when a competitor offered a lower price or faster delivery. Daniel Herrmann, API's Vice President of Corporate Development and Strategy, joins Rob Markey to explore how the company is changing its approach. Historically, a customer provided a specification, API built and shipped the product, and the relationship largely paused until the next order or service problem. Their research revealed how much happened while API wasn't in the conversation.  "We realized we were leaving value on the table," by not maintaining the relationship after the sale, but before another RFQ had been requested, Daniel explains. "More importantly, we were not there for our customers when [it] mattered." Getting involved earlier required more than scheduling meetings. Account managers agreed that talking with customers was a good idea. But without an order or technical question to discuss, they weren't sure how to make those conversations useful. API introduced regular reviews with larger customers. They developed a global sales development program to help the API team discuss customers' priorities, alternatives, and business plans. As Daniel puts it, "Investing in the relationship is selling." API also began broadening whose feedback it sought. Procurement's satisfaction with a shipment could reveal little about the maintenance team's experience after a year of operating the equipment. A new relationship survey reaches across decision makers to help API understand what transaction scores alone could miss. Daniel shares with Rob that his focus now is creating what he calls a "central nervous system" for understanding customers and turning stronger relationships into a repeatable way of doing business.  The work is still underway. Rob and Daniel examine the test ahead: whether these changes will lead customers to buy more, give API a greater share of their spending, and generate more profitable business. Guest: Daniel Herrmann, Vice President, Corporate Development & Strategy, API Heat Transfer Host: Rob Markey, Partner, Bain & Company Give us feedback: Customer Confidential Podcast Feedback Send us a note: Contact Rob Timestamped Topics 02:01 – The "invisible infrastructure" behind data centers, power systems, and everyday life 09:19 – API's traditional product-first, transaction-focused model 11:00 – The difference between genuine loyalty and customer inertia 13:33 – Why some customers were leaving  21:38 – How aftermarket service can strengthen loyalty and customer lifetime value 26:16 – Building customer relationships when there is no order on the table 27:18 – Why "investing in the relationship is selling" 30:03 – Moving beyond transactional NPS to measure overall relationship health Notable Quotes 11:00: "We weren't asking whether this growth was based on inertia or genuine loyalty. And by inertia, I mean the way we had always done things and customers always engaging in a certain way. We never dug into that because everything felt good." 13:50: "We had a very consistent finding that the real purchase decision happens before the RFQ, and we were in this RFQ stage. And we didn't really understand the buying stages because we never had to previously. But when the purchase decision happens, we're not actually in the room, and so vendor selection is effectively determined before any procurement process begins." 22:02: "And there's a real parallel to API's business. Historically, we were not holding these service contracts, and we were not maintaining continuity. So every time a customer needed something after our initial sale, we were starting from scratch. And that really limits how much loyalty you can build, and it limits your share of lifetime value that the customer represents." 27:18: "Investing in the relationship is selling. That's part of the process, and that's how you evolve out of a transactional mindset. It's: you're not an order taker, you're a partner, you're a consultative partner." 37:12: "Frankly, what drew me to API was this gap that I recognized immediately where we have 150 years of history, over 120 engineers, more than a million installations, and one of the most comprehensive portfolios. But we hadn't really built the centralized commercial infrastructure to match that, and, you know, I always look at that as a central nervous system to understanding your customers."

  2. Sep 3

    Ep. 266 | Sam Krause: "That's Not How Banking Works"—Why Chime Takes Risks Traditional Banks Avoid

    Episode 266: In Bain's early 2026 Consumer Banking Benchmark, provided by NPS Prism, Chime had the highest NPS among the companies we measured. That raised a basic question: How does a financial technology company serving people who live paycheck to paycheck earn greater loyalty than institutions built around customers with much higher balances? Sam Krause is the Senior Vice President of Operations and Member Experience at Chime. As she explains, Chime is a financial technology company, not a bank. "We are a FinTech. We partner with bank partners behind the scenes who hold all our deposits." Most Chime members already had bank accounts. The important distinction is between having access to an account and having a product designed around the way you actually live. Chime operates without branches, giving it lower fixed costs than traditional banks. Members who qualify can receive their paychecks up to two days early or use a free feature called SpotMe for up to $200 in fee-free overdrafts. Those benefits cost money and expose Chime to risks many traditional banks avoid. But about two-thirds of members use Chime as their primary account. Most of the company's revenue comes from interchange on daily card use. Helping members get access to their money sooner can increase usage, strengthening the economics that make those benefits possible. Sam also explains how Chime tries to turn "member obsession" into an operating discipline. NPS is one of the company's three highest-level goals. For example, competitive benchmarking exposed a gap in funding and transfers that internal data alone had not made urgent enough. Chime then combined the NPS Prism benchmark data with direct member feedback to identify the specific problems and change its priorities. The consequences can be intensely personal. Sam describes a member named Carmen who used SpotMe to put gas in her car so she could reach chemotherapy appointments scheduled shortly before her payday. Her story illustrates why a short-term liquidity problem that might look minor to a product team can matter enormously to the person experiencing it. In this episode, learn how Chime preserves member obsession as it grows and leverages better outcomes for members into greater usage, loyalty, and growth. Guest: Sam Krause, Senior Vice President, Operations & Member Experience Host: Rob Markey, Partner, Bain & Company Give us feedback: Customer Confidential Podcast Feedback Send us a note: Contact Rob Timestamped Topics 00:52 – Cutting insurance claim resolution from weeks to minutes shapes Sam's approach to customer experience 01:28 – Aligning the business model with what is best for customers 02:51 – Designing financial products for the two-thirds of Americans living paycheck to paycheck 03:25 – Giving members paychecks up to two days early and up to $200 in fee-free overdraft 05:40 – Using primary account relationships and interchange to make the economics work 08:03 – Taking risks traditional banks avoid to give members faster access to their money 09:04 – Distinguishing access to banking from helping customers gain financial control 12:13 – Designing simpler money-management tools for the 80% who are not natural planners 14:14 – Finding the two customer segments where the products have the strongest fit 18:38 – Seeing simplicity and ease of use emerge as the biggest drivers of promoters 19:41 – Helping members increase credit scores by 30 points on average over eight months 22:17 – Scaling customer obsession through employee bootcamps and direct customer listening 24:00 – Making NPS one of three company-level goals 30:30 – Using competitive benchmarks to prioritize funding and transfer problems 32:57 – Building trust in a digital model with 24/7 access to human support 39:30 – Hiring "hungry, humble, and smart" employees as the company scales 41:30 – Embedding company values into employee evaluation and coaching Notable Quotes 08:03 "We're willing to take that risk on behalf of our members." 09:04 "There's a difference between having access and having something that is actually helping you gain control of your finances and reach your financial goals and make financial progress." 15:52 "We figured it out. And it turns out when you can crack that, you gain a very large and very loyal member base." 26:31 "You shouldn't be surprised that senior executives lose interest in something like this if you are not doing the work to prepare it." 28:36 "At the end of the day, it's about the member perception and the member view." 32:36 "We have to do more than a traditional bank would because that's what our members need." Additional Resources about Chime: How Chime is Leading the Way in Customer Loyalty: https://www.bain.com/insights/how-chime-is-leading-the-way-in-customer-loyalty-snap-chart/ What it Takes to Build the AI-Native Modern Bank: https://www.bain.com/insights/what-it-takes-to-build-the-ai-native-modern-bank/ How Analytics Can Deepen Banks' Customer Relationships: https://www.bain.com/insights/how-analytics-can-deepen-banks-customer-relationships/

  3. Aug 20

    Ep. 265 | Ryan Fuller: Can You Trust a Five-Star Review Anymore?

    Episode 265: Ryan Fuller started questioning online reviews after two terrible stays at highly-rated vacation rentals. Both had 4.9-star ratings. After Ryan posted negative reviews, the people behind each listing independently offered him £200 to change his review to five stars.  "It was disappointing," he said, "that clearly many people took them up on this offer." On the flip side, the experience explained something that had been bothering him for a while: Places with thousands of positive reviews could still turn out to be terrible. So Ryan, founder of Larrocos Labs and a serial entrepreneur, decided to investigate.  He built an AI system that has now analyzed hundreds of thousands of reviews covering roughly 22,000 restaurants. One example of what he found: In a focused analysis of 4,000 restaurants, about 70% showed at least one unusual review pattern. Some had sudden bursts of five-star reviews. He found one case in which roughly 100 reviews had been submitted within a two-minute period. Others featured suspiciously similar language, unusual concentrations of reviews mentioning particular employees, or reviewers whose histories raised questions about their credibility. None of that proves a review is fake. As Ryan explains, the goal is not to establish absolute truth, but to determine how much confidence we should place in what we are seeing. Ryan discusses what this means for consumers, platforms, and anyone relying on AI-generated information. He also explores an alternative: systems that show their work, identify potential sources of distortion, and tell us how confident they are rather than presenting uncertain conclusions as facts. He sums it up well: "I think we're living in a world where understanding what is real or what is true is going to become one of the most difficult problems for humans to deal with." Guest: Ryan Fuller, Founder, Larracos Labs  Host: Rob Markey, Partner, Bain & Company Give us feedback: Customer Confidential Podcast Feedback Send us a note: Contact Rob Timestamped Topics 00:39 – How two 4.9-star vacation rentals led Ryan to question online reviews 03:11 – Why hours spent researching restaurants became a problem worth solving 04:49 – Using AI to automate the process of assessing restaurant reviews 05:26 – Building a database of 22,000 restaurants in six months with 300 lines of code 06:15 – Finding unusual review patterns across 70% of a 4,000-restaurant dataset 07:20 – Identifying sudden clusters of ~100 reviews for one restaurant 08:10 – Treating suspicious review activity as a question of confidence 08:40 – Using repeated staff names and customer incentives as review signals 09:12 – Detecting reviews that describe offers of money for positive ratings 11:05 – Assessing reviewer credibility through history, photos, and detail 12:11 – Building an AI product that checks authenticity and extracts review data 13:01 – Evaluating restaurant experiences across 36 distinct dimensions Notable Quotes 18:00 "I think with AI, it's like rocket fuel, where things can be done at incredible scale and with high degrees of believability in ways that were never true before. I think we're living in a world where understanding what is real or what is true will become one of the most difficult problems for humans to deal with on even just everyday stuff like picking a restaurant." 26:00 "Platforms that start to be more transparent about sources and degree of confidence and potential risks for any information they're providing will become more popular." 28:00 "It's almost just like an arms race. There's no sudden advance in tech or approach that's gonna solve the problem. I'm just pontificating here; I don't have good answers, but I do think this is maybe the problem of our time." 33:00 "The devious thing about AI is that it sounds so credible; we're going through a transitional phase where we're not as well attuned to what the tells are when confidence isn't there." 37:00 "I always try to show the work. One thing we do is we have a letter grade that we assign each restaurant for overall quality. So, it can be an A, a B-plus, whatever. And the very first thing underneath the score, the overall letter, is why it got a B-plus." Additional Resources Read Ryan Fuller's analysis of unusual patterns and manipulation in London restaurant reviews: https://www.linkedin.com/posts/ryantfuller_london-ai-share-7399118135099973633-Iquu/ See Ryan Fuller's restaurant data visualizations and discussion of how platform algorithms shape restaurant visibility: https://www.linkedin.com/posts/ryantfuller_datavisualization-londonlife-urbananalytics-ugcPost-7404913381431844864-cM7l/ Here's the article referenced about how a man created his own top-rated Dulwich restaurant: I Made My Shed the Top Restaurant on TripAdvisor: https://www.vice.com/en/article/i-made-my-shed-the-top-rated-restaurant-on-tripadvisor/

  4. Jul 23

    Ep. 264 | Matt Meeker: 800 Prices, One Promise: What BARK Pays to Reward Loyalty

    Episode 264: BARK maintains more than 800 subscription price points because it has promised customers that their price will not increase as long as they remain subscribers. CEO Matt Meeker explains why honoring that commitment matters, even when tariffs, public-market expectations, and pressure on margins make it costly. Matt started BarkBox in 2011 after struggling to find breed-appropriate toys for his large Great Dane, Hugo, in New York City pet stores. The original idea was simple: Send dog owners a monthly box of toys and treats selected for their dog's size. The first shipment consisted of 78 boxes. With no paid marketing, the business grew through word of mouth.  Customers soon wanted to buy more of the products their dogs loved. That led BARK into individual product sales and, after Target approached the company in 2017, nationwide retail. BARK now sells through more than 50,000 retail doors globally. But expansion came with a cost: Retail gave BARK far less information about who bought its products and why. BARK became a public company in June of 2021. Matt describes how investor expectations shifted his team's attention toward quarterly financial measures that could conflict with investments in long-term customer value.  That conflict became urgent when Matt returned after 16 months away from the CEO role. The company had lost $58 million in the prior years and burned through nearly $200 million in cash. After a three-year effort, BARK reached $5 million in positive EBITDA, only to confront a potential $145 million tariff headwind. BARK looked for other ways to absorb those costs while honoring the price and value it had promised to subscribers. That commitment creates real complexity: The company's engineers must maintain more than 800 legacy prices, including one early subscriber who still pays just $16 a month. Matt explains why he accepts that burden. BARK asks customers to commit to the company, so he believes the company should match that commitment. More broadly, BARK's experience shows why companies often benefit when they protect customer value, even when conventional financial measures cannot capture the full return. Guest: Matt Meeker, CEO, founder, and executive chairman, BARK Host: Rob Markey, Partner, Bain & Company Give us feedback: Customer Confidential Podcast Feedback Send us a note: Contact Rob Timestamped Topics  01:44 – What BARK does, from BarkBox the subscription to BARK Air the travel service 04:51 – How Matt's Great Dane, Hugo, sparked the idea for BarkBox 06:25 – How their first 78 boxes grew through word of mouth 11:04 – Expanding beyond subscriptions and entering Target stores 18:31 – Why BARK went public in 2021 and the importance of financial independence 26:32 – Balancing investor expectations with long-term customer value 35:32 – Responding to tariffs while protecting longtime subscribers Notable Quotes [06:00] "Frankly, we didn't expect anything. We thought maybe there might be a hundred customers out there who subscribed to this thing, we'll learn how a commerce business works, and won't that be fun? That was our ambition: to build something fun and make some people and their dogs happy."  [7:00] "When we started, there were about 38 million households in the US with dogs. Today, that's about 66 million. So that grew really fast." [11:00] "When people said, 'My dog loved this [toy],' it often was followed with, 'Where do I get more of this?' And so that was just an easy leap of us saying, 'OK, here's where you can get more: right here at our shop.'" [15:00] "We went to the lengths of hiring, basically, spies, photographers, and people on the ground to go in. Mystery shoppers, essentially. Watch the aisles, interview customers, and talk about: Why are you buying that thing? What brought you in here? Why is this appealing to you? Because we were just so hungry for information about what's going on in that environment. And that, to me, is still the most difficult part of the retail experience." Additional Resources We discuss another subscription service, Birchbox, on Customer Confidential episode #34: https://baincompany.libsyn.com/ep-43-how-birchbox-unwraps-customer-data-to-open-up-delight | Learn more about Birchbox here: https://www.netpromotersystem.com/insights/birchbox-unboxing-a-fantastic-customer-experience-nps-podcast/  Read about when BARK became public here: https://www.gunder.com/en/news-insights/client-news/barkbox-announces-it-will-become-a-public-company-through-merger-with-northern-star-acquisition-corporation  Read the email BARK sent to subscribers about tariffs impacting their business: https://bark.co/blogs/bark-post/tariffs-barkbox?srsltid=AfmBOor9u9SYva-tQuvmQGao4IbUBs89Hc_t1vvGEvfzASQiIAL4S1dS

  5. Jun 18

    Ep. 263 | Allie Kuehner and Sarah Phelps: Designing the Astronaut Experience: Turning a Half-Million-Dollar, 11-Minute Thrill Ride Into a Moment of Awe

    Episode 263: What does it feel like to go into space? To rocket past the Kármán line, float in perfect silence, and return to Earth—all in 11 minutes? Blue Origin's astronauts experience an expensive thrill ride: part theme park roller coaster, part life-altering pilgrimage. In this episode, Allie Kuehner, a Blue Origin astronaut from the New Shepard flight NS-33, relives the intense pause before liftoff, the three-G climb that somehow feels slow, and the instant gravity disappears. Joining her is Sarah Phelps, Blue Origin's former managing director of astronaut and customer experience, who reveals how her team turns that fleeting flight into a story people cherish for life. We take a behind-the-scenes look at Blue Origin's astronaut training program. It's curated, detail-oriented, and built to guide participants through an emotionally charged moment of awe. We unpack how a month-long window after Allie first decided to go into space narrows down to an intentionally designed two-day training sprint—one that forges six strangers into a crew that is forever changed upon their return to Earth. We explore, through Sarah's lens, what makes the experience meaningful via her design choices, such as why hearing that audible launch countdown is a moment you never forget. And how the first flight-suit try-on became an unexpected, emotionally charged moment of emphasis for astronauts and their loved ones. Sarah made many experience tweaks, as she explains: "We were going into the debrief, and I said, 'But I didn't hear the "go" poll.' … The answer was, 'Well, the astronauts don't need to hear that; that's not part of it. They can just hear the countdown.' I said, 'But I want to hear, "INCO go. Capsule go. Booster go. CAPCOM go. Crewmen go." I want to hear the flight director, "New Shepard is go for launch." … And just because that's never been done before and astronauts on previous vehicles didn't need to hear it, my astronauts … need to feel that reverberation in their whole being that we are go for launch." Allie and Sarah also share lessons any brand can use to choreograph peak emotion without sacrificing operational precision. And they cover what the future of space tourism looks like, such as why going to the space station just for a weekend may become a reality within our lifetimes. Guest: Allie Kuehner, Blue Origin Astronaut, New Shepard flight NS-33, conservationist, and board member of Nature is Nonpartisan Guest: Sarah Phelps, VP, Games Hospitality, United States Olympic & Paralympic Committee, formerly Blue Origin's Managing Director of Customer Experience Host: Rob Markey, Partner, Bain & Company Give us feedback: Customer Confidential Podcast Feedback Send us a note: Contact Rob Timestamped Topics [00:06] Seven-second rumble before motion and the surprise of a slow ascent [00:09] Capsule-booster separation and sudden silence [00:12] First look at Earth from above [00:14] The astronaut experience inspiration and reimagining astronaut training for modern civilians [00:16] Design brief and making 11 minutes meaningful without formal astronaut prep [00:18] Managing human variables like pausing the launch for final phone calls to family [00:19] Adding the audible "go" poll for emotional impact [00:22] Flight-suit reveals and custom bomber jackets as milestone markers [00:23] Humanizing an engineering culture and lessons CX leaders can mirror [00:25] Looking ahead to Sarah's vision of weekend trips to orbit Notable Quotes [00:00:02] "You're going faster than a speeding bullet. You go through three Gs, but you don't even feel the three Gs, because there's so much else going on. You're looking out the window, it's so loud, and then all of a sudden the rocket and the capsule dislodge from one another. And it goes to perfect silence." [00:00:48] "We're giving people an opportunity to go 62 miles above the earth, and you know that somehow, some way, that experience is going to change you, and it's going to change how you see the world moving forward. For me, it's how do we build an experience around that?" [00:05:34] "One of the most surprising things to me was the ascent—how beautifully slow it felt." [00:06:57] "The first time you get to look out these windows down at Earth, you just see this delicate, finite, beautiful planet. And in that moment, you just realize how connected we all are." [00:09:41] "This thing is an 11-minute flight. It's basically a half-million-dollar roller coaster ride." Additional Resources Watch a full replay of Allie's Blue Origin New Shepherd Mission NS-33 flight here: https://www.blueorigin.com/news/new-shepard-ns-33-mission

  6. Apr 9

    Ep. 262 | Megan Riggs: From Farmers Market Fav to Supermarket Staple: How a Lean Juice Company Scaled Fast

    Episode 262: What happens when a cold-pressed juice passion with humble beginnings in your own kitchen counter suddenly meets nationwide demand? Complications arise that demand fast decision making. Meet Crunchy Hydration CEO and founder Megan Riggs, whose company scaled at lightning speed, sending her into problem-solving mode. (The memorable company name, she says, is because her early carrot juices were too pulpy/crunchy for people's liking.) There was one key problem with scaling their product for a broad consumer audience. "With cold-pressed juices, you cannot wholesale unless you high-pressure pasteurize or heat pasteurize. I had a ton of stores reaching out to carry it, but I couldn't sell it to them," Megan said. So, Crunchy Hydration made a series of smart choices. They swapped fragile glass bottles for shelf-stable cans and kept pivoting in lockstep with consumer feedback. They unlocked national distribution after moving from perishable juice to functional sparkling water. Next, they saw velocities spike to 150 units per store per week—nearly 20 times the buyer's benchmark. They weighed pay-to-play math like $5,000 per SKU per store slotting fees or free-filling 12,000 cases across 4,000 outlets. They learned distributors wouldn't merchandise for you and that maintaining relationships was imperative. To succeed, they needed to choose a leaner path. Today, they're a coast-to-coast operation with just 12 employees. They juggle DTC subscriptions, retail velocities, and cash-flow gaps that can stretch four months. The result? A community-driven beverage that competes on flavor, cultural relevance, function, and customer devotion, all in one. Guest: Megan Riggs, CEO and Founder, Crunchy Hydration Host: Rob Markey, Partner, Bain & Company Give us feedback: Customer Confidential Podcast Feedback Send us a note: Contact Rob Timestamped Topics [00:00] Early juicing company origins and the product's shelf-life problem [00:03] Switching to shelf-stable functional cans [00:07] Pricing trust at $2.50 a can: too expensive? [00:12] Their first big grocery win and stock-out lessons [00:20] Slotting fees vs. free-fill economics [00:25] How their lean, 12-person team managed national reach [00:29] Picking partners and saying no to bad money [00:31] The new vision for 2026 and the evolution of the ongoing direct-to-consumer push Notable Quotes [00:01] "I wanted to create something on another level, from the flavor portfolio to the smoothness that you're tasting. People were spending hundreds of dollars a month on their juices because it truly was different." [6:00] "I'm grateful that I have access to clean water, and I take a sip. And even just those five seconds of mindfulness, it's going to change the trajectory of your day, plus all of the benefits that are actually in this water. You really will feel different." [00:16]  "Our net promoter scores of 10 are the people really diving into being the brand ambassadors that are then talking about how Crunchy is part of their identity." [00:38]  "I did everything from the start with Crunchy, from driving the forklift, being the delivery person, learning how to build websites, doing socials, creating graphics. I learned all of that, but I also know what I created was not what was going to help us get to the next level." [00:40] "We're big believers in time-blocking and knowing what metrics define success before you even start."

  7. Mar 26

    Ep. 261 | Andy Pierce: False Confidence at Machine Speed: How to Make Synthetic Customers Useful

    Episode 261: What if you could use AI-generated customer twins to test value propositions, pricing, and demand before you go to market? That is the idea my Bain colleague Andy Pierce is exploring. Synthetic customers can help teams move faster, pressure test offers, and simulate trade-offs much faster and at far lower cost than traditional research alone. Says Andy, "You can do things at half the time and a third the cost. You can be a hero internally by helping your business functions get to success better, faster, cheaper." But synthetic customers can also mislead you if you treat them like magic. Left ungrounded, large language models tend to be overly positive, can drift over time, and may reflect bad data rather than real human behavior.  To put theory into practice, we'll explore a 24-month telco case study that ran in parallel with a synthetic panel and hit ~85% overlap with human survey responses after confronting both bias and brown-nosing behavior. Guest: Andy Pierce, Partner, Bain & Company Host: Rob Markey, Partner, Bain & Company Give Us Feedback: Help us improve the podcast here: https://bit.ly/CCPodcastFeedback Time-Stamped Topics: 00:00 — Value proposition basics and the design target question 00:05 — Pricing as the most natural lever and why finance often doubts research 00:09 — Early LLM experiments 00:10 — Telco case study 00:12 — Over-positivity and tuning to an ~85% survey overlap 00:14 — Quarter-by-quarter improvement 00:35 — Rational vs. experiential vs. emotional  Time-Stamped Quotes: [32:00] "We've already started to see a world where I can train an LLM on a new idea, develop a new value proposition—or an extension to an existing value proposition—and instead of trying to predict the research outcome, I'm trying to predict actual sales in the marketplace." [37:00] "It's not good enough to just create the persona … you still have to test against real humans." [38:00] "Synthetic customers are here to stay. It's not a fad. And clients are already using them to build a competitive advantage." Resources Referenced on Today's Show: Generative Agent Simulations of 1,000 People — https://arxiv.org/abs/2411.10109 Simulating Human Behavior with AI Agents — https://hai.stanford.edu/assets/files/hai-policy-brief-simulating-human-behavior-with-ai-agents.pdf How Synthetic Customers Bring Companies Closer to the Real Ones — https://www.bain.com/insights/how-synthetic-customers-bring-companies-closer-to-the-real-ones/ UXAgent: A System for Simulating Usability Testing of Web Design with LLM Agents — https://arxiv.org/html/2504.09407v2 The Rise of Synthetic Respondents in Market Research — https://nielseniq.com/global/en/insights/education/2024/the-rise-of-synthetic-respondents Synthetic Users: If, When, and How to Use AI-Generated "Research" — https://www.nngroup.com/articles/synthetic-users/ A Tale of Two Identities: An Ethical Audit of Human and AI-Crafted Personas — https://arxiv.org/html/2505.07850v1 Luxury in Transition: Securing Future Growth — https://www.bain.com/insights/luxury-in-transition-securing-future-growth/

  8. Feb 26

    Ep. 260 | Jeannie Walters and John Abraham: A Company with No Memory: When Your Systems Don't Remember the Customer

    Episode 260: When customers must re-explain the same problem, reopen old tickets, and chase for follow-ups, a shiny new tool won't help unless it's connected to support or sales history. How can leaders act on real signals to build shared memory and fix the root cause? Jeannie Walters, founder and CEO of Experience Investigators, and John Abraham, a customer experience consultant, believe that most customer frustration isn't about a single moment. It's about when someone becomes worn down by repeated fixes, handoffs, and follow-ups. When organizations chase shiny tools without a clear execution plan, it's harder to agree on what "great" customer experience actually means. Learn how AI-assisted listening (for things like tone, behavior, and patterns) surfaces exhaustion signals that surveys miss, why sentiment analysis becomes a dead end without action, and how to replace tool-chasing with cross-functional fixes that stick. We'll also cover the danger of becoming a "company with no memory," and the simple prompt leaders can use to ask, "What can we learn … without a survey?" The goal? When you stop celebrating case-by-case resolutions, you eliminate those frustrating repetitions that drain trust. Guests: Jeannie Walters, CEO, Experience Investigators, and John Abraham, Customer Experience Consultant Host: Rob Markey, Partner, Bain & Company Give us feedback: Customer Confidential Podcast Feedback Send us a note: Contact Rob Timestamped Topics [00:00] Shiny tools derail real outcomes [00:02] Learn without a survey mindset [00:04] The company with no memory [00:07] AI listening, beyond survey bubbles [00:12] Repetition, not incidents, drives exhaustion [00:14] Trade-offs beat vague promises [00:18] Redefine success beyond scores Notable Quotes [00:02] Jeannie: "The siloed nature of organizations is still here, and that's just the nature of how big organizations work. What I am more excited about is that it's not just about that holistic idea, but really helping individuals understand where they fit." [00:07] John: "The big debate [used to be] around driver questions and how long should the survey be. Now, the debate is much more, 'What can I learn without a survey?'" [00:08] John: "It's one thing to take a large data set and say,  'Okay, anybody can log in and play around with it.' It's very different when you see data, and you work in a frontline team or at a location." [00:15] Jeannie: "We have to say, 'This is who we are, and this is the promise we're making to you.' If we say we're gonna be all things to all people, we're saying we're nothing to no one." Additional Resources - Jeannie reveals how any leader can win with her proven method to drive performance, retention, and revenue by making customer experience their greatest competitive advantage in her upcoming book, Experience Is Everything: Making Every Moment Count in the Age of Customer Expectations.

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45 Ratings

About

The Customer Confidential Podcast unlocks a world of unparalleled customer and employee loyalty insights. Host Rob Markey, a Net Promoter System pioneer, uses his deep expertise and empathetic approach to challenge conventional wisdom, peel back layers of typical advice, and expose the real stories of industry transformation. Take a deep dive into discussions on CX, customer journey, customer insights, Net Promoter Score, and more. Every episode is a master class in loyalty. Guests include CMOs, CXOs, and heroes of customer-centric transformation, along with thought leaders who inspire them. Exploring organizational structures, operating models, goals, and metrics, Rob and his guests from companies such as Vanguard, American Express, and more bring to light practical marketing, product, customer experience, and technology strategies for earning customer-focused growth. This podcast is your source for untold stories of customer and employee loyalty. Challenging, insightful, and instructive—all in one place. Earned growth starts here.

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