Name: Turning voice of the customer into revenue: Lessons in product-led growth
Uploaded: 2025-11-18T18:31:17.849Z
Duration: 51 min
Description: Turning voice of the customer into revenue: Lessons in product-led growth

Transcript for "Turning voice of the customer into revenue: Lessons in product-led growth": Hey. Hey, Matt and Diane. Thanks for joining me today. Morning. Good to see you. Yeah. I really appreciate this. Okay. So we're here today to talk about turning voice of the customer into revenue, some lessons in product led growth. I'd love for us to go around and introduce ourselves. I'll start and kick things off. I'm Rosie Davenport. I'm the director of product marketing at Alchemer. We're a feedback company. We specialize in building software to help folks collect and act on feedback at a, you know, a very broad level. But, Matt, why don't you go next? Tell us a little bit about yourself and and your company. Yeah. I'm I'm Matt Burgess. I'm a director of web engineering here at Malwarebytes, and I'm honored to join today's discussion with Diane and Rosie. At Malwarebytes, we're protecting people from the world's evolving cyber threats. And over the years, what started as a very effective product that protect devices has now grown to an award winning suite of products that trusted by millions of users worldwide, and we continue to provide that leading protection for devices. But now we are also protecting our customers' digital lives. And that includes things like privacy and identity where criminals are very, very active right now. Our focus has always been really simple. Like, we wanna make powerful solutions that simply work, and our customers love us for it. So, today, I'm joined by a close colleague at Mauerbytes, Diane Bodette. She's been instrumental in driving success at Mauerbytes and brings incredible insight to today's discussion. So, Diane, would you please take a moment to Oh, thank you, Matt. Yeah. You're welcome. Well, I'm Diane Beaudet, and I'm, the senior manager of customer life cycle marketing at at, Malwarebytes. I've worked at Malwarebytes for the last eight years. The majority of my career has been in the field of cybersecurity and in the field of, of analyzing and looking at customer feedback and taking those insights and getting, people across companies to understand what our customers need, what customers need. And, I've been doing that since I've been at Malwarebytes. Yeah. I know, you guys have really taken the lead at Malwarebytes building something really special, and that's you know, you listen to your customers. You've built a program that allows you to actually enable product led growth. It's really special. I'm honored to talk to you about it today. Hopefully, some of, you know, you're sharing some some insights here that'll help folks listening kinda figure out how they can mimic that same level of success. Just briefly take you know, the topics we're gonna go through today. This is our agenda, kinda setting up why consumer trust is important, and and how that factors into decision making, how you've used feedback to create these kind of trust building moments. Then, operationally, what does that actually look like? Like, what are the nuts and bolts of it? And then how does that actually become a competitive advantage for you as a company? So let's jump in, shall we? We're gonna kick things off with a stat here. So 34% of tech companies cite trust as a barrier to customer acquisition. I will say, you know, being a feedback company who builds software, we see this every day. So many organizations, you know, kinda complain about how, a lack of transparency and credibility is is a top obstacle for for kinda what they're trying to do and what they're trying to achieve. I'd hazard a guest here this this stat. If we ask consumers, I think this number would actually be a lot higher. You know, this is a tech company's reporting, and I think if we were to ask the consumers, it might actually be a little different. But it's still it's an important part of of what folks are, trying to set up. Moving over to this next slide, you know, as we think about this today's market, we just talked about transparency with customers. It's this key foothold that allows for trust. Trust then enables buying decisions, you know, helps folks figure out what they wanna buy. Because we know there's a big connection between transparency, security, loyalty, Customers just expect you to be honest and transparent. If you're not, they don't feel secure, then they probably don't wanna use your product or stay with your organization. Diane, what we're looking at on the screen here, I understand these are real life customer quotes. If as we read through them, you know, there's some good and bad reviews. Right. I'm going to make the assumption that every voice is important to you. But what do you do with these quotes? Where are they from? What do you do with them? Well, so so you understand that we probably get, in the course of one quarter, over 10,000 respondents. And of those respondents, at least 60% of them leave us some type of comment. That's very high. We have very vocal customers, and we do. We take every every comment that we get, and we take a look at it, and we try to figure out if it's a good quote, that's great. But why is why is it good? And is there something that we can glean from that? And then the ones and and the ones that are bad or the ones where people are frustrated or whatever, that's interesting for us. It's a very important for us to understand where those friction points are so we can fix that for our customers. You know? And sometimes, it is just a frustration and something we need to change. Sometimes, it's a matter of developing something new that the customer wants. Yeah. In talking to you both, I get the sense asking customer for customers for feedback is not just lip service. You're genuinely curious. You're genuinely interested in what they have to say. Matt, from your perspective, how does your team think about empowering trust with customers? Right? So how do how how does Malwarebytes set up a culture where transparency is so important? Well, we'll, we'll get into a lot of the details, you know, here in a minute, but, I think it it starts with us asking our customers for that feedback. And, and we'll talk about some ways that that we do that, very practically and also how we encourage that. But it's it's giving the customer an opportunity to give us that feedback. And then when we get it, we celebrate that internally. You know? You know, sometimes the feedback can be negative, especially if you're rolling out a feature that the teams are very excited to get out and then, you know, maybe a comment came comes in that's like, hey. You know, this thing's not working quite right, or I don't understand it. That can be very demoralizing. But, culturally, what we try to do is we try to celebrate those things and say, no. No matter what the feedback is, this was good that we got it because it gives us this opportunity to respond to that and make things better. And if if our culture and our company is all about putting the customer first, that's ultimately what we're all about. So developing that culture is very, very important. And for me as a as a leader of a team, I think about that not only in how we serve our our end users, but also how we interact with customers internally. You know, we're we have different teams that we work with, serving different needs. So as a as a team and a team leader, like, we talk about that very specifically. Like, hey. How are we serving our colleagues really well? How are we listening to them and getting their feedback and responding, you know, to that? And, and and, also, you know, we're in the middle of hiring right now. So as we're looking at candidates that we're gonna bring into the organization, like, this is something that as best we can, like, we wanna bring people into the org that already have this as a value, if at all possible. And then when they join the team, we're gonna focus intently on that during that onboarding period just to convey, hey. This is a very, very important value. We want you to know from day one it's important. So, you know, we we're setting you up for success and setting you up to to help the team, you know, effectively. Yeah. You're setting up kind of our next slide very perfectly here, which I appreciate, whether you did it knowingly or not. But I will say I wanna put you on the spot a little bit, both of you. I think I recall you saying that, you actually post every quote, every customer quote, whether it's good or bad, you make them publicly available. There's so there's a couple ways we do it. And, again, it's really important that all that information gets shared with everyone in the organization. You know, when when a cup when a customer criticizes a product, it's like you're it's like criticizing your child. And Yes. Product folks can get and and rightfully so, they they get they're very protective. And what we just need to show is that there's nothing wrong. They didn't do anything wrong. It's just that there's something about it that is a friction point, and we need to fix it. And all of the, input that comes in through NPS is shared on Slack with everyone in the corporation. We also have in product. There are two places inside the product where if there's something going on, either you're delighted by or you're not delighted, there's a place where you can put comments, and all of those comments go on Slack too. CSAT is also shared across the company, and, and that's also very helpful. And and all of this, is looked at and read by customer support and, you know, and they take it they take it and they take a and they work with the product marketing group to or, sorry, the product development group to, you know, figure out what needs to what needs to be done. Yeah. I appreciate that. Your And just one last thing. It's not always it's not always just the product. I mean, it's also marketing. It could be something that needs to be said differently or we need to, educate customers. You know, customers still today have a very hard time understanding what VPN is. Yes. If we'll ever get over that. Yeah. How do you how do you communicate, in a way that they'll understand? I completely understand. I think, again, you're you're teaming up perfectly to talk about common trust breakers here. You know, and this is something I hear from our customers at Alconer all the time. They want more impact out of their feedback program. Mhmm. And I think a lot of the time folks aren't aware that they're actually breaking customer trust in a few really, really common ways. Yeah. So we look at the kind of what's on the screen here. The first thing is sending out a survey, you get responses, and then you never talk to the customer about what they told you. Right? So we got all these responses in. Cool. They told us what they like or don't like. Super common. Second, you send out really generic surveys, and that's all you send. So maybe, you know, NPS is a great survey, super important. But if it's the only thing you're doing and you're doing it once or twice a year, you're not really getting to the heart of what every customer cares about or how they're using your product or how you're communicating to them about that product in a really specific way. And the third one here, you know, we see different teams and orgs with a lot of siloed information. You know, maybe the product team gets feedback. They ask for feedback from users about a release, and they don't share it out broadly. Right? So they kinda keep that information to themselves. They use it to improve the product. But maybe to your point, that might impact how marketing helps push for customer adoption in the future, right, or or support. You know, there's there's this siloed information is very common. So how do we address these? Right? So what are some practical strategies? We're gonna go into specifically how you guys have addressed some of these things, but I think some broad practical strategies folks can think about for building trust with feedback would be ensure you get back to a customer or customers after a survey. You send out a survey. Tell them you heard them. Give them what your plan is, you know, let them know you have a plan to address it. Tell them why you're building or changing a product. Right? So based on what you've heard and how it might impact them. And then I think crucially, and you guys have done this, build a program where it's easy to share out the results with every team. So you don't have those data silos happening, and it's it's really easy to get information cross functionally into every part of the org. Ultimately here, you know, trust isn't just PR. It's actually a strategy to develop better products. We have a stat here. You know, trust shapes 88% of consumer buying decisions. I know we're really hammering this point home, but folks don't wanna buy something unless they know they can trust the company. The company is transparent, and that's a huge amount of our consumers that are, impacted by, you know, who they consider to be trustworthy. Okay. So let's move on to our next topic. I think we've kinda set up the problem here. How do we actually build trust and drive product led growth, through a feedback program? We've been covering why transparency and trust are so important to customers. Let's get into the specifics. Diane, I'm gonna tee you up. I'd love to hear more about how Malwarebytes has been able to actually harness feedback and enable product led growth. Sure. Well, we think of this product led growth programmatically. It's not just a series of events or it it is actually a program that's laid out, and it's laid out across the the customer life cycle. So we ask them for input. We keep track of them. We there are other other types of information that's that's being collected by the product engineers about how the product gets used. So we have a lot of different ways to look at, you know, what's going on, and that helps us then refine our plans for, like, next year. We're going into we're in long term planning right now. And so there, you know, the the executives and, the leaders of the company are talking about, you know, what are we gonna develop next year? What are we gonna change? You know, how do we what kind of programs do we wanna run to, make sure our customers are educated about what's going on in the arena or the business segment of cybersecurity? All of that really matters. It's complex, and it it's it's we're just really important that it's a it's programmatic, and it has a lead. And, you know, everyone is watching this, and everybody's got skin in the game so that we can make sure that we drive our company goals and the products in the right direction. Yeah. I like that. So, I'm assuming those executives are going to be very interested in hearing kind of the high level or maybe the specifics of, you know, what what folks are saying, what your customers are saying. Mhmm. They like the they like the specifics if well, they like the specifics if they're really good. And, also, if there's something really going on that is is showing up a lot in comments, and I read all the comments every week. It's that's a lot of comments. That is a lot of comments. It's it's important that and the there are folks on this committee that we have the working council that look at me and ask to make sure that okay. So is there anything else that you're seeing giving you know, this is all a lot of this is done by AI, but they want me to chime in just to see if I see a story evolving about something. And yeah. So Yeah. It takes a lot of work. You mentioned every comment. So, I you know, that's kind of the first bullet point here. Tell us exactly what that means. Like, how do you do that? Where are you collecting feedback? What are the ways it's coming in? Who are you asking? What are the segments? And then, you know, how is this developed kind of over time? Well, so we this the customer support folks, you know, deal with the customers on a on a daily basis, and usually, it's something's wrong. Yes. So, so we get a lot of feedback, and they send out a note to folks asking, you know, did we solve your problem? You know, is everything fine? And if and then the second, request they get is, okay. So tell us what you think about the product because those are two different questions. So they tell us about what the service they got, and they tell us about the product. So all of that is included in in what we we look at in terms of what customer feedback. We also do an NPS every six months, and this is for all products. That even includes, trial wear and what we call free, which is people who stay on trial wear for a long time. That actually get done that gets done in product. The rest of the customers get emails from us, and we have a fairly high rate, higher than most surveys get. And so we do all of that, and we get we get all those we get all those numbers back. The NPS tells us the what. The why comes from the settlement analysis, and that is something that we've started within this last, you know, twelve months. And it's really been phenomenal to be able to find out the whys behind it. I mean, for me to read all the comments, and I was doing sediment analysis on a spreadsheet, it was very difficult. And and the analysis we could do was fairly rudimentary. This this points us in very specific areas that we need, you know, to take a look at, you know. And we can and with sediment analysis, we can tell what people we can see over time some of the changes that have taken place, and we can see, did it help or did it not? Sometimes it does. Sometimes it doesn't. And so that lets us know then what we need to go back and take a look at. So and And I know we've talked about this. This is where purpose built AI really Yes. Really helps. Right? Having Yeah. So you don't have to actually go in and and categorize every single you wanna collect all of this feedback. It's a ton of feedback to get on a daily basis. There's no way you as one human or even a team of humans can do it. So, you have to have tools like purpose built AI, to actually be able to to understand the sentiment behind it, right, and counter it without sentiment bias. It takes a little time for the AI to I have to say when we first started started it, I felt like the AI was grouchy. It was the the responses I were kinda open, you know, the the the culminated this is what's happening, and it because it gives you, like, an overview. I'm like, wow. Okay. And then now it's it's smoothed out and, you know, given more feedback, it's, it tells you a better a a better story. So Yep. Yeah. Yeah. I know. Cybersecurity feedback is is very complex, and that's a that's somewhat of a problem. And it means that we need when we do look at settlement analysis, we are constantly looking at, are we asking the AI to answer the questions we really need answering? So we've made some significant changes since the beginning of, you know, us us putting together sentiment analysis. So I, yeah, I actually wanted to hear, Matt, in your role, because we've talked about this now. You guys work in this very technical field where maybe customers might have a hard time translating, you know, some of the things you do into nontechnical talk. When you're thinking about implementing feedback, how do you how do you adapt that? Like, how do you what are your the tools, techniques? What's the thought process for you on on on adapting, you know, technical to nontechnical and vice versa? Yeah. I I I think there's really an art to it, you know, because, especially the world that we live in, you know, we are the industry that we're in, we're releasing products that didn't exist previously. And in some cases, it's an entire new category of thing that the general public's not aware of yet. So there's this big gap of, you know, hey. We have this amazing product. It's very, very powerful. How do we explain to you what it does, in in a in a meaningful way so that you can use it, for all that it's worth? And, you know, oftentimes, when we launch these new products, we'll get the we'll get feedback back. You know, Diane mentioned, like, the marketing being a part of it. Yeah. That is a piece. Right? Like, there there is the there's the technical component, like how the thing works, what it does, but then there's this whole user experience that goes beyond just you know, if it's an application or a web based, product. It goes beyond that. Right? It's it's it has to do with everything that we communicate about this. And for new products, that can take, you know, quite a quite a long time or a big investment upfront, to become familiar. So I think, I think there's a bit of an art. Like, we have people within the the company like Diane, that can understand the feedback and, make sense of it and help interpret that for other people in the company. Whereas somebody that's not spending time in that, it's it'd be really easy for them to jump in and look in a comment and and jump to some conclusion that may not be the right conclusion that we need to make decisions based off of. Right? Yeah. So having having the, like, this team engaged, I I think, is is really important. And the I mean, it sounds like the AI is very, very helpful. And, Diana, it almost sounds like what AI is accomplishing for us now might have been even impossible prior just due to the the magnitude of data that we're dealing with. Right? If you figure it's at least six or 7,000 responses, you know, written responses a quarter. Yeah. So that's, you know, that's that's around 30 to 40,000 responses. Mhmm. So that's a lot. One thing one thing I was gonna add about AI, you know, we were talking earlier about the the statistics about trust. This is just my opinion, but I think that's I think those numbers are gonna become more pronounced, and a lot of it is, like, the negative side of AI. You know, all the misinformation that we're seeing out there, you know, I think people are gonna become sensitive to that, and it's harder for them to distinguish between what's real, what's not real. Right? So trust I I think trust is gonna become even even larger of a factor. You know? So it can be helpful. It can also be, you know, detrimental in some ways. Yeah. And how that transparency, you know, explaining what you're doing, how you're doing it, that you're listening to folks, how that plays into the trust aspect. I think that's huge. And it could be a constraint for businesses. Right? The businesses that can do this really well, like, you'll be able to take a big leap away from, you know, maybe your competitors that aren't. You know? Yeah. It's absolutely true. You mentioned this earlier, translating things, you know, technically. I work with our product team all the time. They're so smart. Sometimes they say things or write things or document things, and I'm like, I don't know what that means, guys. If I don't know what it means, you know, our customers certainly aren't gonna know what it means. And I think what I'm hearing is you guys have been able to, you know, form a process here where you're you launch something. You're constantly improving. You don't rest on the laurels. Right? It's like we launched this. Was it really clear? No? Could we make it clear? Could we continually make it clear? Like, that you're working together so seamlessly, with the process you've developed to ensure that everything that goes out, you know, ultimately becomes the best version. Yeah. Yeah. And I'm I'm glad you mentioned that because, especially when we're launching something new, like, we we've started to build in, like, plans to be acutely aware of that feedback. You know? If it's something entirely new, like, we're gonna go ahead and plan. Like, in those following weeks, like, we're paying special attention to the feedback we get. Yeah. You know? I think that's I think that's been really nice. You know? In in the past, maybe we would build something and and kinda move on pretty quickly to the next thing. Yeah. But we we've learned those lessons, I think. Yeah. Yeah. Well okay. So we've talked about theory here. We've talked about how you put that theory into practice. You're collecting a ton of feedback. You have a great process to go back and forth between teams. Your data isn't siloed, which all sounds lovely. It sounds exactly like we'd want. But, you know, the proof's in the pudding. What are the outcomes you guys are seeing? So I'd like to kinda move into that to help folks understand that beyond just the words and and and the the nice things we've we've talked about here, what have you actually been able to achieve? Diane, do you wanna kick us off here? Sure. So, over the course of this last year, let's see. Yeah. Over the course of last year, we've had with our NPS has stayed fairly consistent, and it's going up to the right, which is great. And it's it's considered pretty high. I'm not gonna tell you what it is, but it's just pretty high in the cybersecurity. Think a very high score. Okay? I'll put a high score on that. Yeah. What we didn't know I mean, so and that's great. But, again, why? And so what it was interesting is to to every month, I send out reports to the executives about what's going on. And in this last report from November to November, which is really when we started, the settlement analysis. I mean, we had we had set it up, but we didn't really launch the info because it takes it a while to to actually be soup. So in some of the product one product in particular, our sentiment has gone up 60 points, which is huge. And what was interesting is there there is one product. It's a new product. A new this is not unusual for new products, but, we couldn't figure out. There were four different subscription plans to this product, and we couldn't figure out why. There was somewhere there's there was something going on that was pulling the NPS down. Anyway, so I went to sentiment analysis, and I split these different subscription plans apart. And I was able to and then I went in and looked at the, themes, the words that were being, you know, populated and, and were being looked at by the AI. And we actually found that there was one product that was bringing everything else down. And it just turned out that you know, there's one aspect of the product that people just don't understand. And so that's we know is a we know is a problem. We know we need to figure it out. It's not necessarily this it it's not necessarily a product problem. It's more an education product problem, and people understanding, a, what it what it what this product does and how it works, and they don't understand that. And I'm not sure I do either. Anyway, so that was really helpful to find that out. So, actually, I'm preparing for next Tuesday to, report all that out to the the executive staff, and then we're gonna figure out what we need to do with that. We do launch new product features sometimes based on it, but I would say we make more refinements. These tools are great for refinements. I mean, the idea of launching a new product or a new feature takes a lot of research, not just by our research group, but our PR group and also and certainly the engineering and product development people. So there's a lot that goes into launching new features and, and new products. Yeah. But Yeah. They analysis is is very helpful to refine and see if there's any friction involved. I think I recall, Matt, correct me if I'm wrong here, but I think I recall, especially on the new product features launch, you telling us a bit about how directly open text reviews you're getting that are, you know, you're you're getting into that purpose built AI are actually allowing you to launch new features. Is that right? Yeah. Yeah. I think, I mean, really, the whole program has kinda led us to understand our our customers, you know, better and what, what types of friction they experience, both with our products, but also, just the the threat landscape. And, there there's two products that or an enhancement enhancement new products that come to mind, you know, thinking about this. One is a feature that we released called trusted advisor. Mhmm. And this is within all of our all of our products now, Windows, Mac, Android, iOS. And it basically tries to simplify the complexity of cybersecurity and our product features to give our customers a clear indication of how protected they are and what features, they have not enabled yet. Because there are there are features, like, especially on devices that, we can't control for you. Like like, we need you to you know, hey. As a user of this Windows machine, here's a setting that's not on right now. If you turn this on, you know, you're protected much more. And, and so we introduced, like, this simple, graphical experience that is really easy for, you know, for people to use. It it takes the complexity and and simplifies it. And then you built that because of feedback you received. Is that right? Yeah. Yeah. It was it was both, you know, it was both, like, feedback we were receiving from comments, but also, you know, just the some of the telemetry that we have in the product to know, well, hey. Why, you know, why is it, you know, this number of users has not turned on this protection? You know? What can we do to encourage that? You know? So, I think that it it was really you know, ultimately, it's probably a combination of all that, you know, getting the feedback, looking at some data we have, and in some cases, like, sitting with customers to, you know, try to understand, hey. What specifically is going on? And, the other thing I was gonna mention is just some of the new products we've launched, in the last year. We're really seeing the criminals focus more on attacking the individual rather than the device. So Oh, interesting. Things like getting access to your PII, you know, through breach data, you know, maybe accounts you have Yeah. At certain, sometimes very large, you know, seemingly, you know, protected institutions, and exposing that on the dark web and and arming that. And, and I think, you know, one of the things that we're looking really closely at as a company is how AI is going to intersect with this. And then and what we're what we're seeing is that social engineering attacks is gonna be on the rise. And so, so we're we're using that feedback to think about, oh, hey. How what what sorts of things can we do as a company to protect people in those ways? And so the the future is gonna be challenging and and interesting in that in that way. But, yeah, with the identity protection, that that feedback came from the customers. Right? Like, hey. You got these products. Hey. This, you know, here here's how I was attacked recently or whatever. What could you guys do, you know, to help with this? Yeah. I, I think it's gotta it's gotta feel really good to build a product that people want and to help them protect, you know, the things they wanna protect and in the ways that they want and what's important to them. I'll also say I'm not gonna put you guys on the spot here to say a number, but I do understand that launching those new products leads to significant revenue growth, which is never a bad thing. Right? I think that's, you know, probably a nice a nice perk here is, the amount of of new revenue you've been able to unlock from new product features. Again, I'm not gonna put you on the spot to tell us a number, but you can just tell us whether or not that's been impactful. That's true. But I think it's also it it helps with retention. Yep. Mhmm. And it helps with, referrals, which our customers do are a lot. So the fact is that we listen to them. They know we listen to them. We make changes or we're working with them to to make better you know, to to make the less friction in the products and or, you know, educate them into what they need in this very volatile industry. So, that has probably has a lot to do with why we're growing. Yeah. Malwarebytes is just a poster child for everything Alchemer wants, you know, our customers to achieve. It's so nice to hear what you know, the goals you've set, what you've been able to put in place, and and what you've been able to achieve. It's it's wonderful. They they are to answer your question, they are very effective products. Good. Like, people are using them. It's helping people for sure, and and our customers see value in them for sure. Great. Well, moving on to our next section here. I appreciate you guys sharing those outcomes, telling us how you've built your program. You know, for those listening today, who, again, think this all sounds great and maybe they wanna go out and mimic that, I'd love to get your help in talking them through how they can also design, you know, a program, a feedback program that enables product led growth, and and really focus on that trust element with customers. So, you know, let's show folks how to how to do this. Dan, what do you need? You know, what are the things when you guys were putting together your program and as it continues to evolve, what are the things you've you really absolutely needed in order to build the successful of a program? Well, we we need absolute buy in from the top Mhmm. From our general manager. He's very involved and very you know, I I talk to him often about this stuff, and that's probably the most important thing. And he lives it, and so his staff lives it. And so their staffs live it, and then so we live it. And that that's really important. That, as well as making sure that, we're very transparent with the information we have, making sure that when we talk about what's going on, it's again, we're not criticizing somebody's kid. We're just trying to figure out what we can do so we can, you know, make our customers happier and which would is good for everything, good for them, us. And and you really need to, if this listening to the customers is important, but then we just can't listen to them. We need to be able to take that and and really, put forth some ideas about how we can move forward. What do we need to do next to make our customers happy? And that's and that's what we do. It's a full circle, and it's you start with, you know, getting their input. You need to end the circle by making sure they understand you've received the input and that you're gonna do something with it. And, you know, so the and we're doing more and more of that. This program probably started just with NPS about two, three years ago. And this last year, we put sentiment analysis, which has really propelled us forward for everybody in the company. Yeah. That's fast. I mean, two to three years, and you've put this program in place, and now you've been able to unlock new ways to grow and and help folks. And and what's very, very important too here, and I know it's not here, and I'm gonna say it anyway, but you have to have the right platform and the right partners, you know, to do this. If you don't and you have to be careful because you've gotta make sure that, first, that whoever you bring on board, understands where you are today and where you may wanna go tomorrow. Because if you you decide you know, if you every company wants to grow, so you can't. Everything changes. So, I mean, I'm very glad that we, started with Alchemer. We added Pulse, and it's it's really helped, you know, propel our product led growth. Is there something about when folks are looking for their own program, were there certain things you were looking for, you know, that would make it easier, for you to run your program? I mean, was there anything in particular that's important to think about? So no. And I think, Matt, you may have said this to me. You're not you're not buying a platform. You're buying a company. So as far as I'm concerned, I better be able to personally get along with the company. If I can't if they if they're gonna treat me like if you're you're gonna treat me horribly, it's not gonna go over well. If they're not gonna listen to me, it's not gonna go over well. I mean, I need to know that we're in it together, that they're gonna help propel us forward and be successful at it. And, you know, I have to say, I we're we're really happy. And I and and I'd say in the last eighteen months with the addition in addition to our new CSM person, Katie, Arneson, it's it's just really it's just been superpowered. It's been great. So, you know, what I'm hearing is look for a program that treats you as a strategic partner and vice versa. Yeah. Yeah. That makes sense to me. I think when folks think about their first steps, what are the things that they need to do? Obviously, you've you've talked about about finding a great program. I I think it's really important to think, you know, how do you build these agile feedback loops across customer touch points? Like, you don't want your job to be harder because you're setting up or evolving a feedback program. You want it to make your life easier, enable those insights really easily. I think something we always advocate folks to do is to set really clear goals and objectives. I I think, as you mentioned, from, you know, your top executives down, does everybody understand goals of the program? Assigning ownership, ideally, again, there's no data silos. So who's doing what when? How is that information getting shared out? I think it's important to share that information on a really regular cadence so folks can have an expectation of of, you know, what's changing, across a regular period of time, including stakeholders. We've talked about this at cross functional work. All of your employees have input. Everybody touches some aspect of the product and or customer, you know, input and and including them, making sure every team gets buy in here. You guys have done this, created an NPS council. I think it's so smart getting that cross those cross functional champions together to review the feedback. Different folks from different teams bring different insights and why things are being said, and I I think that's really critical to ensure, you're getting every voice represented across across the organization. Okay, Matt. Now when folks think about how to scale this they have a program. They know they wanna do this. They wanna evolve. They wanna grow. You know, what are some of the really, really specific things that organizations can do to scale and based on what you guys have done? Yeah. Yeah. And and before I get into this, I I I do wanna say, like, you know, we our our business is quite large, you know, compared to maybe some smaller businesses, but, I would I would just encourage a business of any size to be thinking about this from the beginning. It it'd be easy to set some of these things in place and let the business scale with it rather than trying to add them later. I think it would be more difficult. I agree with you, Matt. I think that's a great point. I think every Yeah. Companies think they're too small or teams are too small. They don't have the resources, and that's not true. If you have 10 customers, that's fine. Yeah. Well, they say begin with the yeah. Begin with the end in mind. Right? Something like that. That sounds right. Yeah. Well, cool. So, first, we're gonna be talking about operationalizing our reviews. And so, for us, like Diane mentioned, we get the NPS respondents and the CSAT respondents. And, you know, based on the scores that come in, we're gonna do different things with them. So, for those respondents that come in with a zero to six rating, we're gonna have, customer support follow-up with them. And, ideally, they're gonna do that within twenty four hours. So, we we literally have, people, like, real people reaching out to other real people. And the the gist is, like, we wanna understand what the feedback was about. We just wanna be crystal clear. Hey. We got your feedback. We wanna we wanna make sure we understand it. Right? Because we're gonna do something with it. Now for some of the reviews that are are positive, we reward those reviews. So once again, we're we're we're giving some feedback to show, like, what we value. And I'll talk about that a little more in a second. All the reviews, regardless of the score, are gonna be shared internally with every team in the organization. So the way that we do that is we distribute those, via Slack in a public channel. So they're there for anybody to look at. And there are, you know, there are gonna be certain people in the organization that are, you know, more tasked with that. So it's not like we're putting the data out there, and maybe somebody sees it, maybe somebody doesn't. Like, there are, you know, certain roles in the organization that are looking at that very intently, but it's all there for anybody to see. And and some of the feedback is also shared via email, but we're you know, being a remote culture distributor around the world, Slack is a is a critical platform for us. And finally, we syndicate. So within thirty six hours, a day and a half of receiving the feedback and also at the three month mark, we'll reach out and we'll ask those respondents to post reviews on other sites that our customers utilize. And, so we that allows, more of our potential customers and people interested in our products, to see that. So one thing that's not mentioned in this list that I wanted to add is, this feedback that we collect, we also make this available on our website. You can go find every single review that we've collected. And, if you go and look, you'll see that they're not all five star reviews. Like, we share everything, there. And that's that's one of the things that contributes to developing that trust, you know, with our customers is that we're not holding things back. Like, we'll share the we'll share the feedback there. And, so we share that on our website, in the form of that actual reviews. You can look at all of them. We also consolidate the aggregate. So we take, what is the average review that we got for particular products, and we make that available on certain product pages and specifically at the point that our customers are gonna make a purchase. And I'll share in a second, I'll share some of the results that we glean from doing that. Yeah. I do wanna mention go back to one thing. Mhmm. You mentioned that, integration, getting getting all of the reviews into Slack and then being able to take action. I cannot emphasize how important I think this is to making folks' jobs easier. I I imagine, you know, the work, that used to have to be done to manually, you know, bubble up every review to the right person in the right channel, getting those alerts set up. You know? I think that's something that's so critical today. It's really, really important to us here at Alconer to help folks understand how easy it is to set up any kind of integration. Like, you want your data to go where, when, how, and to whom. Right? I think that's such a crucial part of making this program easy is is finding you know, going back to what Diane was talking about, finding a partner that can help you set up those integrations that make your job easier, not harder. Like, automate as much as possible. Is that you guys feel the same there? Yeah. Sure do. Yeah. And and and speed, you know, speed being a factor. Right? But when when we get the feedback, the faster we can respond back, the the respondents feel heard and valued. Right? If we happen to leave large gaps of time in between, you know, you're kind of, you know, you're entertaining, like, doubt and skepticism at that point. Right? Yeah. I mean, this is personal anecdote, but I know companies will, you know, often reach out to me after I've experience gone through an experience or bought something. And when they do it, you know, a week after or three days after or, you know, I've I've put in a support ticket and they don't get back to me for a week, like, I don't care anymore. Right? I'm I'm over it. And, generally, if it's taken that long to get back to me, I assume that's that's how important you think my feedback is. So I think that time and and automation is so important to making sure customers feel important. Yeah. Absolutely. So, Matt, you've been hinting at impact across the organization, you know, from the very beginning of the webinar today. I imagine beyond just raw outcomes, you know, new revenue, there's other things that that folks who are building their programs should should expect to see. You know? What are the metrics you guys look at to determine that whether you're having success with the program? Yeah. Yeah. Well, I mean, we we we definitely see a new revenue. And a couple of the stats here that you can see on on the left hand of the slide is results that we found when we put our review data, on our website and in our web experience. So, adding the schema. So there there's certain schema that you can add to a website that the search engine like to see. And when our search in when the search engines pick that up, we see a an average 30%, increase in click through rate. So this is where, you know, Google will get this data, and they'll actually include it in the search lens listing. As people are searching through Google, they'll see the ratings there. And that that increases the click through rate on average about 30%, which is huge. Our SEO team loved our SEO team loved it when we added added this data. And then the other thing that that was really significant for us, is putting, the ratings right at the point that the customer's gonna make a purchase. And when we experimented with this, we saw, somewhere between a 612% lift in conversion right there, and we've maintained about a seven and a half percent increase. And so anybody in the ecommerce space knows that that's a lot. That's a lot. You know, we're we're doing all we can to get fractions of a percent in in some cases. So that was huge for us. And and once again, I think it goes along with the trust. Right? Like, we're putting the information there. Once again, they're not all five star reviews. Right? They're real ratings, real reviews there that that the users can go and click on. But, anyway, be beyond that, you know, the this this list on the right hand side of the, the deck, it talks about, some of the things that have happened as we implement this program. And for us being a subscription based business, one of the big improvements we've seen is an improved retention rate. So these are customers that have bought the product, and they decide to renew. And for us, that's that's huge. You know, that that that means that we're delivering a product and delivering value, you know, over and over and over again. And for most businesses, keeping a customer is a lot a lot cheaper than trying to acquire one. Yeah. Just just all these results here. You know, the real time re re alerts that allows us to respond faster. We have better alignment across the team like Diane talked about. Our customers feel like they're part of our team because of how we respond to them, involve them, in this process. And all that stuff, you know, leads to some of these results we shared. Yeah. Well, congrats on all the success. It's exciting to see in here how evolving this food drive program has been able to really, you know, allow you to have this giant amount of product led growth. As we wrap up today, ideally, hopefully, folks have had a chance to glean some insights, some help, some things that they can go and do, within their own programs and organizations. But if you were to distill takeaways from today, Diane, what's the first thing you'd want folks to know? Well, I have my top three. One is, you need to get the buying from the top. Absolutely. Because that'll make everything easier. If we if we had to do this again, well and the person who now is who is our leader wasn't here, but it would have been a lot easier had he been here. So that's number one. Number two, you need to look at this as as a program. So it's like a marketing program or something like that. You know, you need to set goals and objectives. You need to know who the key stakeholders are. You need to make sure everybody's involved. You need to make sure everybody's accountable and and responsible. And responsible is one of those words where people think, oh, that's bad. But you can also be responsible if something good happens. So I always say responsibility is a good one. And then number three is continue to look for other types of feedback. And I bring this up because over the course of this year, we've added you know, we've got CSAT and we've got NPS, but we also just also added for our mobile products all the input from both Google Play Store and, and Apple Store, which is amazing. And then there is a product manager who decided to put, what he, inside the product to places where people could give us feedback from when they're real using the product right then, and we'll put that in. So those are the top three things I'd say are my take takeaways to get things going and started. Yeah. I really appreciate that. Great insights, you guys. I really appreciate your time today. I know we're almost out of time, but I just wanna ask. I know you at Malwarebytes are never done evolving your program, you know, continuing to work harder to to to keeping more successful. Anything you wanna share? Anything on the horizon you're working on that that's exciting or things for us to look out for in the next year? We are gonna start publishing the results of the fee we're gonna start publishing the results of the feedback in our monthly newsletters, and we're gonna start telling customers exactly what they said. They know some of that already, but this is gonna get a lot more granular, and it's also gonna point directly to the changes that have been made or or what we're gonna do in the future. And that's gonna be a big one. And I I would say just as a company, look forward to Malwarebytes, delivering some really cool innovations and and ways to protect you that, the industry hasn't seen yet. God for that. Yeah. Well, it's exciting. Like, cool things coming up. Awesome. Thank you both for your time today. It's been so wonderful, you know, sharing your expertise with this group. We I really appreciate it, and, I hope you guys have a hope of have a great day. You too. Thanks. Thanks. Bye.