Stacy Sherman

Thank you. And it's more than fluff. Like I want people to understand that, yes, enjoyable and joy are important outcomes, but it's so much more like there is a business outcome beyond just a feel good outcome, which I would hope people would want to. But business is in business for a reason. So those listening, this is not fluff.

They are intentionally designing experiences across an entire journey, how a customer learns and buys things. gets, uses, pays, get help, as we know, customer service, which is not the same thing as customer experience, but an important part. And so they intentionally design the experiences based on real customer needs, not based on what the internal teams think it could be or may be.

They are intentionally designing experiences across an entire journey, how a customer learns and buys things. gets, uses, pays, get help, as we know, customer service, which is not the same thing as customer experience, but an important part. And so they intentionally design the experiences based on real customer needs, not based on what the internal teams think it could be or may be.

They are intentionally designing experiences across an entire journey, how a customer learns and buys things. gets, uses, pays, get help, as we know, customer service, which is not the same thing as customer experience, but an important part. And so they intentionally design the experiences based on real customer needs, not based on what the internal teams think it could be or may be.

And they validate it with real customers. And then they fix the gaps where the needs are not addressed. They measure along those micro moments. And When they do it right, the people that have bought from them come back again and again. And the internal teams who are championing the brand, they stay and they keep championing the brand because they love it so much.

And they validate it with real customers. And then they fix the gaps where the needs are not addressed. They measure along those micro moments. And When they do it right, the people that have bought from them come back again and again. And the internal teams who are championing the brand, they stay and they keep championing the brand because they love it so much.

And they validate it with real customers. And then they fix the gaps where the needs are not addressed. They measure along those micro moments. And When they do it right, the people that have bought from them come back again and again. And the internal teams who are championing the brand, they stay and they keep championing the brand because they love it so much.

Yeah, I was going to say my book coming out next month is literally the transformational journey management and the impact of that. It's not just the customer journey and it's not just journey map. It's really the holistic ecosystem of the journey from all the different stakeholders and partners and employees and the customers. It's an ecosystem.

Yeah, I was going to say my book coming out next month is literally the transformational journey management and the impact of that. It's not just the customer journey and it's not just journey map. It's really the holistic ecosystem of the journey from all the different stakeholders and partners and employees and the customers. It's an ecosystem.

Yeah, I was going to say my book coming out next month is literally the transformational journey management and the impact of that. It's not just the customer journey and it's not just journey map. It's really the holistic ecosystem of the journey from all the different stakeholders and partners and employees and the customers. It's an ecosystem.

And I think that's important for people to realize.

And I think that's important for people to realize.

And I think that's important for people to realize.

Yeah, it's taking what I think has become a cliche word of journey map. We do journey mapping. Mm-hmm. That's kind of just a little bit of checking the box and not really understanding what it is and how you go deep and how does it actually design the experience that meets the customer needs. And it's an opportunity to learn.

Yeah, it's taking what I think has become a cliche word of journey map. We do journey mapping. Mm-hmm. That's kind of just a little bit of checking the box and not really understanding what it is and how you go deep and how does it actually design the experience that meets the customer needs. And it's an opportunity to learn.

Yeah, it's taking what I think has become a cliche word of journey map. We do journey mapping. Mm-hmm. That's kind of just a little bit of checking the box and not really understanding what it is and how you go deep and how does it actually design the experience that meets the customer needs. And it's an opportunity to learn.

not only just walk in your customer's shoes every micro moment and know that you're doing it right from each doorway of the learn awareness, as we call the marketing department might handle that, down the journey line. And And it's breaking the silos.

not only just walk in your customer's shoes every micro moment and know that you're doing it right from each doorway of the learn awareness, as we call the marketing department might handle that, down the journey line. And And it's breaking the silos.

not only just walk in your customer's shoes every micro moment and know that you're doing it right from each doorway of the learn awareness, as we call the marketing department might handle that, down the journey line. And And it's breaking the silos.

It's showing the domino effect so that every team understands where they begin and end, but the effect, because what happens is a lot of times people focus on their role, their goals, and then they're just like done. And you can't be that way because it becomes so disjointed. A great example is, And by the way, I say ecosystem because it's your vendors, your partners, your interns.