The Experience Strategy Podcast: Modes Series, Episode 1: A Revolutionary Way to Manage Restaurant, CX, and Brand
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Today we are talking to Roger Beasley about Customer Modes, the mindsets and behaviors that help people get jobs done. We look at what they are and how they work through the lens of the restaurant industry. Tune in to learn how modes thinking has the key to unlock experience strategy and journey work in powerful new ways.
Voiceover: [00:00:00] Welcome to the experience strategy podcast, where we talk to customers and experts about how to create products and services that feel like time well spent. And now here are your hosts experienced nerds, Dave Norton and Aransas. Savis
Aransas: welcome to the experience strategy podcast. I'm Miranda south. And I'm Dave Norton today, Dave, we're talking to your friend and mine, Roger Beasley about customer modes and you know this, but for the experience strategists out there who have not heard of the idea of modes, the essence of modes is a mindset and a set of behaviors that people get into temporarily over the next few episodes of this show, we're going to.
Go way deep into modes and look at a variety of the most iconic modes out there, as well as understanding how businesses of all shapes [00:01:00] sizes and types across. All categories can employ modes thinking to better understand their customer journey and their customer experience in powerful new ways. Today, we're going to look at what modes are, how they work through the lens of the restaurant industry.
And we are joined by none other than Roger to help us look at this. Now, for those of you who are. Familiar with the famous Roger Beasley. Roger has developed business brand and marketing strategies for absolutely some of the most recognized companies in America during his 30 year career. Some of Roger's most noted accomplishments include helping to develop the brand positioning for a regional consumer finance company that has.
Now grown into, I feel so cagey not mentioning the name, but you know, things are top secret, but it has grown into the nation's [00:02:00] largest retail lending chain. So I'll let you do the math on that one. He's also led the successful turnaround of a golf management brand that ultimately led to its multimillion dollar acquisition and helped identify the brand strategy for the successful turnaround of one of America's most popular 24 hour restaurant chains.
I know you're all out there Googling. Uh, Roger right now. Um, but stop and come back and tune in because Roger is going to have lots of great insights for you today. So, Roger, welcome. Thank you so much for taking time out of your busy schedule to join us today. So happy to have you. So, Roger, I just shared with everyone that we're going to talk about modes today.
So I know you were a part of the collaborative that initially identified modes thinking and began to look at the way modes thinking was [00:03:00] impacting some of the top performing customer journeys. I want to give you and Dave a chance, uh, as part of that founding team, an opportunity to, to talk about what modes mean to you and how you identify them and why it felt so groundbreaking to begin to see the customer journey through the lens of modes.
So we'll start with you, Roger, and then to you.
Roger: Okay, well, your introduction was maybe a little over the top, but I appreciate it. Um, but, um, anyway, um, so I'll, I'll talk a little bit about modes, but it's hard to talk about modes without talking about jobs and cues and all of those things together in my mind, because it feels like, you know, modes were one of those things that we identified.
Really what helped connect the job to the context, you know, supporting that moment. I mean, moving from supporting a [00:04:00] moment to more of a targeting a mode that a person's in was kind of a big jump for us and understanding that, especially in the restaurant industry was really more about supporting a moment it's historically has been that way.
With what's gone on in the industry, what COVID did, which was essentially forced people into taking them out of their routines as it related to dining out and food. Um, and it also forced them into a deeper engagement with technology. It essentially just fragmented our industry and. Well, what I'm getting at here is that we can no longer kind of target and occasion.
We have to identify what mode people are in at very specific occasions where they are going to consume food. Whether they're at home, they're at work, they're in their car, coming to the office. Understanding what mode they're in is really what has helped them. [00:05:00] Kind of become a little bit more effective in our engagement, whereas it used to just be about socializing and sharing.
Now the food occasion can also be about organizing for the family off. Off-premise producing some kind of moment for the group or, you know, whether it may just be fitting into an, uh, a planning mode of some kind for that person where food is part of the occasion, but not the central piece. So. Um, I'm rambling on this a little bit, but understanding that we've shifted to a time where the business is so fragmented, that we have to understand what mode people are in.
If we're going to be able to engage with them and accomplish the job that needs to be.
Aransas: Yeah, it's a good
Dave: application. And back when we were working on this, uh, originally, which is going on nine years ago, Roger you're exactly right. We were trying to understand the difference [00:06:00] between thinking about moments and thinking about all of the different technologies and channel opportunities that are out.
And really having a jobs to be done. Point of view about all this, how do you get jobs to be done done when you've got so many different channels and you can't really always identify the moments. And, uh, part of the research that we were, we were doing at the time led us to believe that cues are very important and we should explain what we mean by queue.
A Q is any type of newsfeed shopping list, email list, chat, feature, all kinds of things like that, where. You can start a conversation, start a task, start an activity and leave it for a while. Come [00:07:00] back to it later and kind of work through that particular piece. So we were, we were trying to understand how these cues, how these jobs to be done, uh, how these moments, how they all work together.
And from the research that we were doing, we were doing ethnographic research with consumers. It became clear that they were kind of switching between these little mindsets very quickly, uh, back and forth, moving between these different mindsets and because they were doing that. They kind of behaved a little bit differently.
They acted a little bit differently and it was clear that they weren't like setting themselves up for some kind of moment. But in fact, they were getting into something and that's where we begin to realize that it was a mode that were, they were getting it. [00:08:00] Right. So that, uh, do you remember that Roger?
Yes. Those conversations that we were. I
Roger: do. And there were, I mean, and you may disagree. We used to have some nice disagreements in these discussions, whereas I thought that those were finite. And I think you've, since you're the boss, you re you said that they are not. So, um, but with that said, I, I think for me personally, I, the way I, because when I mentioned the QS earlier and we were talking about those, I've always looked at it.
And if you disagree with me or. Can add shed a little bit more light on is that it's always about how do you connect the brand to the consumer and then, but context is in the middle. It's like, so how does the brand get to the context that's important to the consumer? And if I, if the simplest way to put that is I believe that cues are what brands use to connect [00:09:00] their content to the customers, come into the context.
And, but the modes are what consumers use to, to connect the job to the context. If that makes any sense. I mean, I have a job to do, I have to be in a certain mode and I would also say that mood sometimes impacts what job is going to be done. And then once that job is going to be done, they have to be in a certain mode to accomplish it effective.
Um, to get to the, to the solution they want. So I'm not sure if that,
Dave: um, I, I agree with that. I don't, I don't disagree with that at all. I think that people are constantly trying to attach their situation or their context to the job that they're trying to do. And in restaurants that may. Hey, I'm driving right now.
And I really want to go to five guys or, uh, [00:10:00] somewhere, somewhere else. Is there a way that I can start to that whole process? And of course there's a five guys app. I can choose that. I choose my favorite. By the time I get there, most of my orders done. It's just the fries that aren't done. And then I can make a choice if I want to stay, or if I want to go, I have a lot more control over what it is that I'm doing.
And I'm kind of in that mode where the right type of food situation, uh, is for me to be able to. Tell them ahead of time. Here's what I, here's what I want. Have it ready for me so that I can eat it quickly. And that's the mindset that
Aransas: I'm in. Would we describe it then as I'm in productive mode, I've got to drop off the dry cleaning and pick up the groceries.
And I have all these errands to run and a finite amount of time to do it. And so [00:11:00] time. Is the major driver there and the block for my decision-making. And so it's really, it's about productivity. It's about efficiency. It's about getting lots done in a short period of time, in a really convenient way. And so I choose to order my coffee ahead on the Starbucks app so that I can breeze through, grab that and beyond my way.
Sure.
Dave: That's that's productivity mode and of course, Um, fast food restaurants have been, have had drive-throughs for a long time. They've recognized the importance of allowing us to quickly if we're in that particular mode to quickly get food. Would you agree with that to Roger or what
Roger: are your thoughts?
I mean, drive-through is. They were built to, even though you didn't realize it, then that they were serving a mode, which is get in and get out fast. [00:12:00] That's what they were there for. Um, but now technology has enabled so many other modes as well, or even more application of a productivity mode, as you were just mentioning about Starbucks.
Some people like to sit in Starbucks and enjoy their coffee, but people use the app to get into. And you are fulfilling that mode for those people, a prototype,
Aransas: right? Yeah. And they've, they've gotten better and better at meeting productivity mode. I was reading yesterday about the taco bell test store.
The two story. Drive through only store. I think it has something like 15 lanes of drive-throughs and I think it's Minneapolis. And so they're just taking, they're pushing that further and further. I, I think I was a little surprised, I don't know that I, I see lines around the block for taco bells, the way I do for say a Chick-fil-A or some of these other kind of iconic brands [00:13:00] that Minnesota must really be feeling taco bell.
Roger: Really understanding the mode people are in. Um, they're not looking. I mean, while they have a very, um, uh, they probably have a more, a better dine-in business than a lot of other QSRs, but they realize that what people want is to get their food they're in productivity mode. They'll wait in line, but that line needs to move.
So they, they become, I always call them. They're not really a restaurant. They're a chicken sandwich, logistics company to figure out how do I get my chicken sandwich and be on my way. And that's why they have such intricate or made such investments in the drive-through area is so they can get more people, their chicken sandwich when they want it, how they want it as fast as they can get it to them.
So they understood that and realize that that having a store to just come into. It's not [00:14:00] enough. That's that's the nice to have.
Dave: Well, let's talk about food as a logistics company instead of a restaurant mindset. Talk a little bit more about what's going on there because you have kind of been looking at this for a while, I think, right?
How, how do you do food logistics or a food restaurant logistics rather than be a restaurant?
Roger: So. Logistics is all about streamlining, moving through the system, get it, you know, almost like we've talked about remove the friction from the process a little bit. And I think the way I would, I would talk about that logistics would be to understand that the restaurant industry, even almost five years pre pandemic and even right up to the pandemic really.
Most sit-down restaurants or casual dining put taking fast food out of this mix, looked at the business as [00:15:00] we're a restaurant that people come to. So all we do is, is focus on driving traffic into the restaurant. And then if we, as the new technologies came along like door dash, where delivery comes and if we get some of that business, that's great.
It's incremental business, um, curbside. Okay, great. People will come pick it up and take it. That's great incremental business. Um, catering incremental, but everything was looked at as incrementality, but the whole business of the logistics were about service inside the restaurant and getting turning the tables there.
Well, pandemic, as I mentioned before, changed everything. Uh, well, it forced change to happen faster. Let's put it that way. We took people out of their routines, which was going to a restaurant. We took businesses out of their routine of looking at just traffic into the restaurants, um, to survive. We have to understand now customers are not coming into the restaurants anymore.
What are we going to do to survive? [00:16:00] And what happened was door dash, uh, the third party delivery companies blew up. It was the only way to get food to them. So we had to transition and understand how do we get food to customers that are now in their homes and can't come to us and are not going to the grocery store.
And they're not, they didn't learn how to cook overnight. So how do we get food to them curbside? Well, they are venturing out, but they can't come into the restaurants. It's cheaper to get it curbside. So we'll bring it out to their car and put it in their car. All of these different areas. Didn't I guess in store did not go away when everything kind of the dust settled and everything.
What we'd had was essentially a fragmented multichannel business that every restaurant has to look at. Individual businesses. So now it's not, we can't get a hundred percent of our traffic back in the stores. Maybe the target now is 90 because 32% of our business, it was only 2% before. So [00:17:00] essentially we have to develop marketing plans and understand the modes.
People are in that are ordering from us from door dash.
Aransas: It's so interesting. You have now really doubled down on the work that you guys were doing nine years ago. So you were saying, okay, we've got more channels. So we have to understand how people interrelate to these channels. And I think as you were talking, I'm hearing you say that productivity mood is not the only mode that we're trying to address and.
Restaurants by a long shot. In fact, more than ever, we have to be responsive to these different modes via different channels, and maybe some channels are better tailored to certain modes. So what are some of the other top modes that you are seeing in the restaurant industry and how do those relate to these expanded channel options?
Roger: Okay. So [00:18:00] that's, that's a good question. Um, I'm not sure that the. There. Well, there are new modes, socialization for like in, in restaurant dining, which has come back is still more of a socialization sharing type situation in. Um, but when you're talking about things like lunch productivity is, is very large there.
So some people might say lunch might be a price-based or cost-based, it's typically productivity based. I have one hour to eat lunch. I need a place that I, I am confident that they're going to be able to get me in and get me out. So. And I, I don't, I don't mean to get off on a tangent here, but when, when you're looking at rolling out a lunch menu, you better, you're more likely to get customers to come to you.
If you can, if you appeal to their productivity mode, which would mean, can you get me in and can you get me out? Then you [00:19:00] are to tell them I can give it to you for 8 99, because if they don't believe they can get in and get out, then you can make it free. And they're not. So, um, you know, understanding that as a mode of a lunch and a person who has to go out of the office or go away from home to eat lunch.
That's, that's a major motivator when we look
Aransas: at
Dave: a very good
Roger: when's your, uh, you're here all week comedy, sir.
Aransas: Oh, wait. Jokes don't get any better either.
Roger: Um, I think you see. And this is where the restaurant brand is not as important as the, the, um, actual occasion that it may become a part of. Let me, let me try to explain that.
So, so if you'd take a door dash or an Uber eats, or these third-party delivery companies [00:20:00] that, that come and get the food from me. What a lot of people in the restaurant industry don't understand. And it takes a while to get there. Is that those customers that you're serving through third-party delivery services, they are not your customer.
Like if I, what if for brand, well, I'll do some work for Charlie's. If someone orders, oh, Charlie's on door dash. They're not an old Charlie's customer they're door dash. Why are they adored Ash customer because they want food delivered to their home. Why do they want food delivered to their home? It's because they don't want to go out.
Maybe there it's part of it's part of their planning. I don't have time to go out, but I need food or I'm relaxing and I don't want to have to go out, but I still need food. We become kind of an ancillary part of a bigger job that they're trying to do. All the brands that are sitting inside of doors. [00:21:00] And we have to realize that that's what we are.
So we have to understand what do people that don't want to go out, want to order, or they're willing to pay a premium to have it brought to their home. So we have to understand it's not about the old Charlie's brand anymore. It's about the customer who wants to eat at home. So what are the things that we have on our menu that would appeal to them and that we can get to them and understand those things and understand that we're, we're the secondary player.
They might choose us because they like chicken fingers, but it's not because they like of Charlies it's because they want to eat at home and they have a number of brands they can choose from. We try to stay in that queue. And I, I think I mentioned this to you. This is why the rise of virtual brands came about is the realization that the, the Uber eats and the door dash custom.
Is not a customer of your brand specifically, they're a customer of eating at home or they're a [00:22:00] customer of door dash. That's what they're motivated by. So as a restaurant and you say, you know, Chili's did it. We we've actually rolled out five or six of these for companies that we work for and are running with one of our brands running three on top of the brand simultaneously is you create a brand that you think is going to appeal to the customer.
It's essentially the same food that you may be serving in your core brand restaurant, but they don't care. They they're door dash customer, and they scroll through and look at what are the different things that I might be interested in eating right now, if you can appeal to their sensibilities and their understandings of what they're looking for, kind of be exciting and interesting.
And maybe I'm going to try something new with a brand personality. Although it's the same food you might be selling the corporate. You win a new customer, but it's not, it's a virtual customer. It's not a customer is ever going to come [00:23:00] to your restaurant because they don't like, they might not like that.
But they like the food wrapped up in a different
Dave: brand. Yeah. So the, the actual, uh, restaurant functions almost like a ghost, a kitchen. But before the virtual brand that supports the relaxing mode that this family is in while they're watching TV and just enjoying themselves, they're in relaxing mode. And this particular brand really appeals to family relaxing mode.
You know, this is like it's designed specifically for that situation. Right. And somehow.
Roger: Yeah. I mean, the, the point about a lot of those people, the food is ancillary. It is the adjacency or the overlay to another thing that they're trying to accomplish because it's, they may, like you said, they may be having a party.
They may be just watching [00:24:00] TV. That's the real job that they're relaxing, watching television. They need food. Whereas going to a restaurant becomes the occasion and everything. So, and you
Dave: can, and you can actually create a virtual brand that supports party mode. And it may be, actually be the same food, but it feels to the customer as if you've customized the experience to support the mode that they're.
Roger: That is exactly right. And, but we have to understand that that is not our customer, it's someone else's customer that we have to understand and, and peel and create a brand that fits them regardless of what food is. You're exactly right. It was so hard. It's been so hard for a lot of restaurant executives in the beginning with the virtual brands to say, are we just cannibalizing our own.
I said, and the realization that everyone's recognized now is that [00:25:00] know it, because I do realize that those people may never have come to my restaurant, but they liked the type of food and they liked the other brands. So there are 100% incremental. So we have to manage that as a channel, not just as a nice to have some extra business coming from a virtual.
Dave: Yeah. Does it ever bother you as a person who's spent his entire career building brands, this fragmentation of, of branding this virtual branding? Does it ever bother you that you're like, no, we don't have that pure brand essence anymore for this particular type of chicken fingers. Does that ankle you in
Roger: any way?
It doesn't. It actually. I often refer to virtual restaurants as the LTO of the 21st century and LTO. And the restaurant limited time offers, you know, everybody's got a promotion on television. Hey, introducing these [00:26:00] new line of products for the summer, and then you try to drive traffic in on that and get people into the restaurants to eat your new dish.
Okay. But you never really get enough traffic to make. It's just news. Just keeping yourself out there. What's really been interesting. Intriguing to me is how many brands. And I think there is a brand essence still to your core brand. I mean, you've helped us with a couple of those and they're still relevant, but what you find out when you start exploring what are our potential virtual restaurant brands is, is you understand.
The, that your brand goes deeper than what you thought it did. It's almost like there are sub-segments of the brand site if, for like Charlie's for example. Yeah, we did one for chicken tenders because we're known for chicken tenders at O'Charley's. So we knew we have a good product, but how it started [00:27:00] helping us understand how important that product is to our customers.
And then you start adding anything around, uh, maybe burger or pasta. You start understanding that there are multiple layers of what you offer that your brand has a lot more depth to it. You know, maybe, uh, maybe some people are coming to me for pasta and why are they coming to me for pasta? And is there a certain reason understanding of why?
Because my virtual brand. Successful around that. So it's, it kind of gives you a lot more texture to the brand, I think is understanding what are the underlying drivers of your core brand versus just some fancy words you put on a page. I know that for one of the brands that we work with, we've essentially taken that brand statement that we stand for that kind of purpose driven statement and in almost the job to be done and, and rewritten it for every one of the channel.
Or tweaked it slightly for each one of the [00:28:00] channels, because you understand that those people are going to be in a different mode. There's a different job, but the core of it stays the same.
Dave: And if you think about it, if we really believe in brand strategy, we've been saying for years that the customers, the brand, the experiences, the brand.
Then why wouldn't the positioning statement, the purpose statement shift a little to support what it is that they're actually trying to do in that particular situation. In for that context in that particular mode, it makes complete sense that you would do it. It's a furthering of that personalization.
And I don't necessarily like. So you use the term personalization in this case, I like use the term situational. it's a further customization to the situation that you're allowed to do. Through these virtual brands and it's all supported around the mode that they're getting in. [00:29:00] Right. It's fascinating.
It's very different from where we were at, you know, nine years ago.
Roger: It definitely is because, you know, I would say eight, nine years ago, we used to have the bed. I think we had some of these discussions around retail brands, especially in the restaurant industry, our frontline brands and what that essentially is the front line.
You can say. Do anything you want create the greatest communications you want, but at the end of the day, when they walk into the restaurant and have an interaction with a human being representing your brand, that's what the brand is going to stand for in that person's mind. And then, whereas shelf brands, you, you can, you can create whatever image you want.
It's just you picking it up off the shelf. And you're only going to be affected more by the retailer, but what's happened with that whole front lot. There, there are a lot more front lines than there were. I mean the interaction with that, that customer hears everything about you. It engages, listens. Okay.
You've made [00:30:00] me a promise. It's still true. I do come into the restaurant and we have to ha we have to make sure that we're living up to the expectation there, but there's a new one where like, we've talked about with curbside. I'm only going to pull into your pocket. So what is going to be the engagement with me there?
Where does tech just the tech do I have technology where I'm notified that your food will be coming right out? We've got to understand that the front line is more than just a person now with an Uber eats. The front line is going to be an Uber eats driver, which is not always going to be a good. And it was one that we can't control, but we can, we can control the unboxing experience.
How did we package that up? And that, because our brand now is a box that is filled with food. How did we organize it? What did we say on that bus? Do we do anything to make you smile? We were living in several different places now or channels as we used to tell. [00:31:00] Uh, that we have to have, we got to put our frontline face on, in a different way sometimes through technology, sometimes through packaging, sometimes through product and also through people.
And we have to figure out the, the most effective ways to do that based on what the job is and the mode, those people. So yes,
Dave: to really deliver on an experience. And what's fascinating about this conversation, and I think restaurants are at the forefront of this or at the, I don't know, at the point of the spear, because you've been kind of, it's all been kind of forced on you, is that each channel each tool, each way of interacting has its own set of requirements.
And the reason why the customer hires that particular channel is those sets of requirements actually support what the customer's trying to do in that situation when they're in that particular [00:32:00] mode. So if you're in party mode, you're more likely to choose. A type of virtual channel that supports party mode.
And then the company has to figure out what the experience is. That's going to support it. So, I mean, kudos to you for figuring out how to support all of these different experiences. Still make the experiences feel brand appropriate and accomplish what it is that we're trying to accomplish. It's just a fascinating thing that you're going through.
And, um, and at the same time, my heart kind of goes out to you guys that are in the restaurant business because there's so much change and it's gotta be hard sometimes
Roger: it's very hard, but it is to your point earlier, it's the brands do have much more texture now versus the past, in my mind, because you're having to think about them from.
[00:33:00] Different sides of the, I guess, the different sides of the coin, where might be, you have to think about them as much more, rather than they're not just one thing anymore. They are several things appealing to several different people having to run. We're running several different businesses. I mean, we've even gone through this and we had a lot of conversations about this back during the collaboratives about the shift from loyalty programs to loyalty modeling and understanding.
That there are people that look at loyalty programs as the reason they go there, but it only represents about five to 10% of your customer base at best. And those people sign up for coupons. They sign up for discounts, but there are other things that people will give you your loyalty for in a restaurant.
If you. If you understand what they're trying to accomplish again, it goes back to where do you insert technology across the entire experience? [00:34:00] From the moment I'm thinking about eating to the time that I'm finished, things like pay at the table. Things like being able to get on the wifi, to reserve in advance, to be able to get on a wait list.
All of these things are technology enabled friction, removers from the customer experience. But where they're willing to trade that data with you. So I'll give you a little bit of my information if you'll give me that friction removing experience from my process. So it's not about a coupon anymore. Now I have a way I find all the touch points across their entire experience that I can potentially do a handshake, trade your data for my advantage, to the experience that I can offer you.
And now we're talking about instead of loyalty, Being a way to give people discounts and kind of bait them back into your restaurants. It's a way to understand how they, how they actually [00:35:00] consume, what is their transaction look like? What are the things that motivate them and communicate them with them on a much more engaging basis with 80% of your customers versus the 10% that just wanted coupons.
Aransas: So it strikes me about this is given the. Wild complexity of the technology and of the channels and of the customers that you're trying to reach. It's just not straightforward. Everything is really more nuanced than ever before. And, and what I'm taking from this as an experience strategist is that it really does build the case for me.
It tells us, we have to think about modes. Otherwise we're going to get so sucked into the minutiae and the myriad of possible journeys that we really can't serve any of our customers. So what I'd love as we, as we start to wrap this up, [00:36:00] I'd love your help, Dave and Roger, with bringing this all home for the experience strategists who are listening.
Take a second and just ask yourself. What you hope all experienced strategists will remember based on your experience with modes. So, so Dave, uh, I'll start with you top takeaway.
Dave: As the number of delivery channels increases companies who don't use modes as a way of thinking about their customer experience are going to find that the complexity is going to be overwhelming, but it's not overwhelming to the customer because the customer does think in modes, I'm in.
Particular mode right now. And because I'm in this particular mode, I want the food delivered in this particular way. I think that's really what we're talking
Aransas: about. [00:37:00] Very well said. How about you, Roger?
Roger: Um, I would echo what Dave said. 'cause he's always the smartest guy in the room, but I will add, um, to, I, I think, understand why I think you've made the point that it just becomes overwhelming and complex if you're not thinking about most.
Cause I hear it a lot that people, what is our objective is to grow our customer base. Well, that's not an objective, that's an outcome. So how do I understand, how am I going to get those customers? I think understanding. The modes that those customers are in and how relevant you can be to that mode. We'll, we'll allow you to kind of strip away all the opportunities that are not real opportunities and tighten up your objectives.
I mean, we've talked about it a little bit here. Every restaurant is not going to be able to serve every customer. It's just. And every business is not going to serve every customer that might be interested in your type of price. You got to understand what are you good at? And [00:38:00] what modes are you good at serving?
Or what modes do you need to serve to survive and then build your business around that because that's where that's, what's driving the consumer. They have a job to do. They get into a mode. And if you don't understand the most. Then you're, you're missing opportunities
Aransas: very well said. And I think for all of us listening, there's, we've only begun to scratch the surface on modes and understanding how they can impact businesses.
So Roger, we will keep following up with you to better understand how the proliferation of channels and customer journeys and needs. Interact with modes over time. We think there's a lot more coming on this path and it'll be exciting to watch how it unfolds here. For those of you listening. We hope you will continue on the modes journey with us.
Another really exciting [00:39:00] modes focused episode coming up soon. So please keep listening. Keep liking subscribing following rating, reviewing. Things, wherever you listen, it helps us create more episodes for you. It helps us bring in great guests like Roger, and it hopefully helps you keep learning about how to drive your business and create better customer experiences.
Roger, thank you for joining us today and thank you all for listening. We'll be back soon. Lots more.
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