Kevan Yalowitz

We see this specifically in the software space, right? So we've started to see this shift from doing measurement just to recognize that that problem exists to now being able to actually attribute the savings, which to be fair, has been a bit of a driver of investment into customer experience, right? Which makes total sense.

We see this specifically in the software space, right? So we've started to see this shift from doing measurement just to recognize that that problem exists to now being able to actually attribute the savings, which to be fair, has been a bit of a driver of investment into customer experience, right? Which makes total sense.

If you can invest $1 upfront to say $3 later in net new acquisition, it makes total sense. So we've made progress on that front, which I think is good.

If you can invest $1 upfront to say $3 later in net new acquisition, it makes total sense. So we've made progress on that front, which I think is good.

If you can invest $1 upfront to say $3 later in net new acquisition, it makes total sense. So we've made progress on that front, which I think is good.

Yeah, so to be very honest, I think that the jump to actually connect that cost is more clear now than it really ever has been, to be totally honest with you. We've made material progress in that.

Yeah, so to be very honest, I think that the jump to actually connect that cost is more clear now than it really ever has been, to be totally honest with you. We've made material progress in that.

Yeah, so to be very honest, I think that the jump to actually connect that cost is more clear now than it really ever has been, to be totally honest with you. We've made material progress in that.

But going forward, I would argue that we are seeing clients, particularly in the tech space, have very good understanding of what customer lifetime value is, clarity on what consumers want, and are investing upfront, even in product, to solve the issues that are causing churn and drop-off later in the process. So it actually has ended up being product that's become really the beneficiary of this.

But going forward, I would argue that we are seeing clients, particularly in the tech space, have very good understanding of what customer lifetime value is, clarity on what consumers want, and are investing upfront, even in product, to solve the issues that are causing churn and drop-off later in the process. So it actually has ended up being product that's become really the beneficiary of this.

But going forward, I would argue that we are seeing clients, particularly in the tech space, have very good understanding of what customer lifetime value is, clarity on what consumers want, and are investing upfront, even in product, to solve the issues that are causing churn and drop-off later in the process. So it actually has ended up being product that's become really the beneficiary of this.

And it is paying dividends. And if we look at in any space that has recurring revenue, right? If you think whether it's Amazon Prime or a premium Spotify subscription, in every case, it's cheaper typically to retain a customer than to acquire a new customer, right? Specifically in the environment where, I mean, if you think about it, telcos have been in this dynamic for years, right? And-

And it is paying dividends. And if we look at in any space that has recurring revenue, right? If you think whether it's Amazon Prime or a premium Spotify subscription, in every case, it's cheaper typically to retain a customer than to acquire a new customer, right? Specifically in the environment where, I mean, if you think about it, telcos have been in this dynamic for years, right? And-

And it is paying dividends. And if we look at in any space that has recurring revenue, right? If you think whether it's Amazon Prime or a premium Spotify subscription, in every case, it's cheaper typically to retain a customer than to acquire a new customer, right? Specifically in the environment where, I mean, if you think about it, telcos have been in this dynamic for years, right? And-

I actually think T-Mobile is a great example here, right? I mean, T-Mobile took an experience that was very much driven by lock-in, contracts, and they created the Un-Carrier. And they totally flipped the script on what experience meant as a wireless consumer for those of the audience in the U.S.,

I actually think T-Mobile is a great example here, right? I mean, T-Mobile took an experience that was very much driven by lock-in, contracts, and they created the Un-Carrier. And they totally flipped the script on what experience meant as a wireless consumer for those of the audience in the U.S.,

I actually think T-Mobile is a great example here, right? I mean, T-Mobile took an experience that was very much driven by lock-in, contracts, and they created the Un-Carrier. And they totally flipped the script on what experience meant as a wireless consumer for those of the audience in the U.S.,

And they went from being, you know, what, fourth in market share to, you know, they're now very near the top. And their lifetime value of a customer is longer than it ever has been. And it's proven that investing in experience is actually ends up being better than investing in solving problems on the back end.

And they went from being, you know, what, fourth in market share to, you know, they're now very near the top. And their lifetime value of a customer is longer than it ever has been. And it's proven that investing in experience is actually ends up being better than investing in solving problems on the back end.

And they went from being, you know, what, fourth in market share to, you know, they're now very near the top. And their lifetime value of a customer is longer than it ever has been. And it's proven that investing in experience is actually ends up being better than investing in solving problems on the back end.