#60 Storytelling 101: CMO of LG Electronics Shares the Key

In the past, we had good reviews on our refrigerators, our laundry, our TVs. But now it's like, wait, what does this company stand for? So reinventing the brand, committing to telling the brand story has been a big part of our development of where we're going in the last few years.
What got us here won't get us there. Telling the story of what this brand means so that people feel connected.
We want to feel like we are a part of something in that. And it's not just a product that we put on our counter, but it's actually something that's here to help us live a better life.
Hello, everyone, and welcome to Experts of Experience. I'm your host, Lauren Wood.
Today, I am joined by Luis Gia Grande, the Chief Marketing Officer at LG

Electronics USA. Today, we are going to explore how he's leading a transformative shift in the customer experience at LG, leveraging innovation, new market expansion, and a redefined brand vision to strengthen LG's connection with both customers and businesses.
Before we dive in, I just want to share a quick little PSA for everyone who is listening. If at any point in this episode you say, I totally agree, or that was really interesting, I'm really enjoying this episode, please let us know by giving us a quick rating wherever you listen to your podcast.

That helps us to know that we're doing this right. And we really appreciate your support.
Now, let's dive into it. Lewis, how are you doing today? I'm doing great.
Thank you. And yourself? I'm very, very well.
So I'm really excited to talk all about LG. and in our prep conversation, you told me that you have over 1,400 products on your website.
Is that correct? Product pages, yes. Product pages.
You know, variations and accessories and everything. But the point is the product portfolio is broad, for sure.
Which is huge. And you also shared that the way that you would design these products is really built on the premise of human-centered innovation.
And so I'd love to talk a little bit about what human-centered innovation really means at LG and how that's a differentiator for you. Yeah.
No, it's one of the things we take the most pride in is that, and it's really one of the core brand values that we have is that there's a lot you can do in our space in terms of making innovative products. And sometimes we do have products that have innovations that is more for the fun of it.
But most of the products' innovations are really tied to your consumer pain points and things that consumers are asking for. You know, we have a really robust voice to consumer, social listening platform.
We're always looking at what consumers are saying is a challenge with not only our products, but competitors' products. I like to start with dishwasher because it's such a category that most people don't talk about.
But just from listening to consumers' feedback on dishwasher usage, the things kept popping up. It was very loud.
So if you ever had a dishwasher that was in the vicinity of where you're watching TV, the TV always had to be increased in volume. There would be promises of a wash and dry cycle, but things were never really quite dry.
It would take so long so that if you're like, you want to do a quick wash, if you're in the middle of a party and whatnot. So, um, you know, last year, uh, we came out with a dishwasher, one hour wash and dry that was super quiet and address these issues.
And, uh, you know, right away you saw, you know, great success for that product. And it's, it's not a surprise because we're addressing, you know, what the, what the consumer needs.
So, you know of the product or whatever. But just hitting on the innovations that really are consumer-driven is very key to us.
And something that our factories are very good at. And you were telling me earlier that you've recently made updates to your Voice of Customer program.
Can you tell us a little bit about what inspired that change and what it looks like now? We're really proud of our team that's working on this. I don't want to say his name because I don't want anyone to poach him, but I'm keeping on the DL for those who understand what I'm saying.
But the leader, that team in general has done a fantastic job of really aggregating feedback. You know, there's so much data out there right now.
In fact, I think we've moved into a point where there was a time when you were always struggling to get the right data. Now you're almost like struggling with what to do with all the data that's available.
Yeah. And that's really been a guiding principle from our CFO in North America.
It's like, he doesn't want to see data anymore. He wants to see data insights actions, you know, and it's totally right.
And it's like, so this platform we have is aggregating 12 to 13 different data sources from product reviews on our site to product reviews on retailer sites, to social listening, every call to our call center, every chat that's going on. I mean, any interaction that we can capture that's either on our platforms or public is being pulled in.
And, you know, I mean, there used to be a time when you'd like, I wonder what consumers would think of this or how they feel about this product. And you do a focus group and you're four hours talking to 12 to 15 people.
And now in four hours, we could really pull up the sentiment of like 40,000 people in the last two weeks with all various data sources and inputs. So it's really been such a fantastic tool for us.
It feeds, it tells us exactly what we have to do. There's no more like guessing.
It's like, oh, okay, this is what a majority of consumers are saying. That's what we'll do.
Whether it's a content creation or a change in our process, it's just been so helpful. What are some of the data sources that you're using that you weren't using previously that you found to be really valuable? Of course, we'd use the call center data in our support group to understand pain points.
But I think it was used previously more of like, how do we expedite fixes? And now we're using it to get in front of things, to be more proactive. So I think that's been such a great tool.
When we were doing our pre-call, I mentioned that we saw a bump in laptop returns in a certain period of time from our direct-to-consumer platform. And we were able to look it up just from this VOC platform

to find out there was a mixture of our 17-inch laptop,

which is a really great laptop,

but it actually doesn't fit into some people's laptop bags.

And they weren't ready to swap out their favorite laptop bag.

Or they were seeing sales go on the next week after they bought it.

And instead of, you know, when they would call the call center, they were calling to return it and buy and rebuy it. And we're able to cut off that step by just giving them the credit for, you know, the sale.
So I really think bringing that in has been super helpful. And we've also found a nice way to balance our survey data with, you know, with our other data, which gives us a nice combination of perspectives.
Yeah. You're highlighting something that is just music to my CX ears, which is the collaboration between customer experience and customer support and marketing.
And when we really marry those two teams and we look at the insights and the wealth of knowledge that is coming through customer service, we can not only improve the experience for the customer, improve the marketing messaging for the customer, but also create products and think about how these products will impact the customer in a more meaningful way. Yeah.
If you're not marrying up marketing and support at this point, you're falling behind because it's, like you said, it's just so integrated. There was a time, I've been with LG almost 15 years and with the marketing team, there was a time when on social platforms, they'd be like, oh, that's a break-fix issue.
Here you go, support team. And then like, oh, that's a non-break-fix conversation.
And it was literally like all we were doing was triaging and separating and that was it. And now we have people within our marketing team that's having daily conversations with the support center and regularly pulling it in.
That's especially going to be helpful as we're growing our D2C e-commerce platform. This isn't just about breakfast, it's about delivery and the experience of interaction, transaction.
Fully. What challenges have you experienced in this? Because at the same time, as we create these deeper connections, we also create often more complexity.
And I think a lot of the reason why we've stayed in our own lanes is because it's easier to stay in your own lane instead of merge the highways, if you know what I mean. Yeah, absolutely.
I mean, you hit on a big challenge. I think most companies are dealing with this.
Prioritizing customer experience really means breaking down the walls between groups within companies. And the biggest one being a support center, which is like, for us, it's like a different headquarters in Alabama.
We're headquartered here in Northeast. So it's like you have to break down these walls.
So that's a challenge. Now you're starting to creep into each other's R&Rs and the RACI charts look different.
And, you know, collaboration has to be a lot more than just the handoff via some sort of triage tool. It's, you know, like, what are you doing? Even to the point of, like, training the chat agents, training the, you know, the call centers on how to have a brand voice that's consistent throughout.
I mean, there's a lot that goes on. And that's been a challenge.
I think the good part is we have alignment all the way up to our CEO in Korea. So it's the most aligned I've ever seen LG.
And that's one of the most exciting parts of things. But the challenge is making it, you know, putting it to action.
Yeah. Breaking down as well.
I think that because of the difficulty that we're talking about, that executive alignment all the way at the top to say we are going to take on the challenge of cross-functional collaboration and integration into our systems and our ways of working,

it's worth, the juice is worth the squeeze, basically. And we acknowledge that it's not

going to be a cakewalk. It's probably going to be somewhat challenging.
We'll need to invest

in that collaboration. And so I, it's something-

Trial and error.

Yeah.

Trial and error.

Oh, completely.

Because this is new to so many, you know, people who've been in LG 30, 40 years, you're very bright, you know, sales, product focused, you know, people. And you're now being asked to like reinvent an org chart that's been relatively, you know, similar for the past 20 plus years.
Yeah. But what got us here won't get us there.
and that is a great segue into what I would love to now talk about, which is what's the next phase of LG? It feels like you're really at a turning point right now. So tell us a little bit about that.
A lot of positives for us right now. I just brought up the fact that alignment from our most senior leader on down is there.
And that's fantastic. This year, we became the number one home appliance brand in the US in both units and dollars.
So we've always been one of the top brands. And this year, we broke through.
We're still like the number one in OLED, over 50% market share. But we've hit a point where we really have to rethink our company because there's only so far you could take a hardware business.
And if you've heard or if anybody's seen like last year's CES or our CEO spoke or even any press announcement, the step for us that we have to take is become what our CEO is calling a smart life solutions company. going from the simplest way to explain this is going from like a singular transaction that happens once every five to 10 years to a customer experience that's happening on a day to day basis.
And we have the hardware that we spoke earlier about having such a wide portfolio of products. we're going to have the hardware in homes in every room in the home from the kitchen to the basement

to the living room, the bedroom. So we have the products in the homes.
And now how do we get them all to get to what was that initial vision of connected homes, smart homes? So that's really where we're going as a company. and what we talked about earlier about shifting the orgs around to really focus on customer experience, that's small changes compared to what we have to do to really become a solutions company.
We're fantastic when it comes to hardware, but taking that next step is a big step. And what does that require? What are you looking at in terms of different ways of working and also different ways of designing products? We'll hear a little bit more with the CES about our take on AI.
We refer to it more as affectionate intelligence versus artificial intelligence. I love this so much.
Yeah. And the reason we're making that distinction is, you know, we want to find the right balance of proactively supporting and helping customers in their home and not crossing the boundaries we all worry about with AI, right? So when you're talking about what does it mean when we're designing products or thinking about the future of products, it's like, you know, when it comes to the washing machine,

giving early detections, if we notice filters are clogged or a connection with the water isn't right, or just even letting people know when the laundry is done so they could swap it out. Simple little things like that that will help people in a day-to-day all the way up to like when autonomous vehicles start becoming more regular,

the car becomes another room. that will help people in a day-to-day, all the way up to like when autonomous vehicles start

becoming more regular, your car becomes another room in your house, in your home, right, in a

sense. So what you're watching, what you're doing in your home can seamlessly be brought into the

car experience, whether it's watching something or you're on a Zoom like this and you're like,

you're just saying switch to the automotive platform. So it's a lot of like servicing the

Thank you. Or you're on a Zoom like this and you're just saying switch to the automotive platform.
So it's a lot of servicing the customers, making life seamless, proactively providing solutions to customers. And we call it, for the kitchen, we call it zero labor.
So how do we make the kitchen experience less of a chore and more enjoyable? So this is what we're talking about when it comes to our vision. I'm just thinking about the Jetsons right now and how I never thought that that would be a reality in my lifetime, but here we are.
Yeah, you're 100% right. That's in essence, a fun way of looking at it for sure.
It's like, you know, connecting the products, having, but that's why it was important for us when we were establishing this vision. One of the big steps we had to do was evolve the brand and make the brand communicate what the brand stood for, because allowing a brand into your life in this sort of way where we're integrated.
And like you're saying, we're Rosie telling you that the kids need to be picked up at four o'clock and we'll have food ready when you get home. Customers really aren't going to just, in the past, we had good reviews on our refrigerators, our laundry, TVs.
All right, I'll buy it. It's good reviews.
It's a good price. It's worth it.
But now it's like, wait, what does this company stand for? So reinventing the brand or better yet, committing to telling the brand story has been a big part of our development of where we're going in the last two years. Tell us a little bit more about that.
What was the real, like the philosophy and the influence of this new brand story that you're telling? As I mentioned, as we started to think about moving beyond being a hardware company and being solutions-based and recognizing that, you know, the brand is going to play a huge role. It already plays a big role, but even a bigger role as we evolve.
We were noticing that in the US over the past 10 years, we've doubled our revenue. We've had significant growth in sales, and we've seen good improvements in our product brand metrics.
When we looked at corporate brand metrics, it was somewhat stagnant over those 10 years. And it wasn't a surprise because we really were allowing people to experience the brand through our products.
So if you're a refrigerator owner, you're seeing LG through the eyes of the refrigerator and what it brings to you. Or if you're a gamer and you're looking at UltraGear gaming monitor, you're experiencing LG that way.
Thankfully, as I mentioned, we make fantastic products that are always well-reviewed. So sentiment was pretty positive about LG, but there still was a gap in what LG stood for and the brand affinity you want.
So two years ago, really beginning of 2023 into 2022, we set out the U.S. and was working.
I mean, it was really driven by headquarters team because the U.S. market is so big.
They welcomed us into the process. And what I loved about what they did is even though the press really said LG launches a new brand identity, what they really did, which was very smart, was harness what was there.
What do we stand for? And so the new brand identity was really us saying, we're going to commit to telling the brand story, to exposing customers to what the brand is about. And you've seen a lot of improvements.
We're LG, our slogan is life's good. And what that is is like a promise to really champion positivity and optimism, not just in your life, but your work life, your personal life.

So that's really been the foundation of what we've done.

We've made a lot of progress in that.

It's a very long answer, but the main thing where you're seeing the results is interbrand this year noticed a difference from last year, this year, where they value your brand value. And it's a 40% increase in our brand value, really based on the fact that we were exposing consumers to our brand and opening up what we stood for.

And LG is now in the interbrand top 100 brands in the world as of this year. So it's nice to see the fruits of labor paying off, but even more encouraging that we're seeing it in the brand, we're seeing it in our own brand metrics, a lot of improvements in the perceptions of the brand.
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I'm sure that feels really good to say, oh, okay, there's recognition for what we've been doing. But I just want to highlight the importance of storytelling here.
And it is the first thing is always having a great product that works well, that people enjoy, that solves the customer's problems. But there's also, in what you're describing, this really important piece of telling the story of what this brand means so that people feel connected to it.
And I can only imagine that as we become more and more connected to our technology, that our homes become connected, our technology becomes connected to each other within our homes and all of that, that we, we want to feel like we are a part of something in that. And it's not just a product that we put on our counter, but it's actually something that's here to help us live a better life.
Yeah. We are now entering the 12th year of being the number one selling OLED TV.
There was a point where all manufacturers having trouble mass producing OLED screens. They knew how to produce it, but the failure rate with the way they were doing it was just too high to make it a viable product.
And at one point, LG took a different path to manufacturing than what you were seeing the competitors take. And that was a very bold, optimistic kind of approach to this.
You're not going to get fired for following everyone else's path, and we're all failing, we all can figure it took, and it produced an incredible run in our industry to be the sole manufacturer of a certain technology for 10 years. It's just unheard of.
It's that we're a fast follower, copycat industry where, oh, that's a great idea. And we'll, we'll bring that in next year.
I mean, we, every year is a new line of products, right? So for us to own OLED TV manufacturing for such a long time, mass producing it, incredible story and something we didn't really tell, you know? And now you're starting to see us bring those stories to life. And you mentioned this a little bit about Interbrand, but I'm curious to know, how do you measure the effectiveness of these campaigns in really driving the outcomes that you are trying to create? Yeah, one of the biggest challenges, especially when it comes to brand metrics and tying it back.
It's so hard. Yeah, I mean, what Interbrand did for us is, you know, we could always debate methodology and whatnot, but they have a very solid formula for how they're measuring brands.
So at the very least, we looked at that formula for how they were measuring it and said, oh, there's a lot of great insights here on how to improve our brand. Even down to, they look at how much the company, the employees themselves are aware or aligned to the brand vision and, you know, the brand voice and whatnot and things like that, that, you know, maybe we didn't prioritize, you know, all of a sudden you saw us doing multiple internalization events where we're talking about the brand sharing stories like we just talked about, even to each other.
And it's a nice, besides the fact that you feel better

about where you're working because you're hearing these great kind of stories about overcoming

obstacles and challenges, it also really starts to make you become advocates and believers in

the brand. But to your question, I mean, we have multiple, we have local brand trackers,

global brand trackers, we have the interbrand stuff. And by all metrics, we saw a lot of survey-based data, of course, but we saw lifts and willing to pay more for and brand preference and affinity.
We also have, I think, a campaign going on right now for our home appliance group. That's the perfect time for us to really we became the

most reliable home appliance brand based on consumer reports uh you know surveys and rankings a couple years ago and we've started really leaning into that um it's part customer experience part you know a tough time uh you know for the economy right now so it was a great message that's resonating really well with consumers.

We typically have one of the higher price points, but the products are a little bit more premium and they don't break as much according to Consumer Reports. So you're seeing like all this sort of coming into place, all these things that were're running in parallel paths kind of converging from, you know, growing what the brand means, improving our relationship with consumers because we're a D2C, the reliability, which is like customer service, customer reliability.
So, yeah, it's all sort of converging. So it makes it a very exciting time for us around you for sure.
So You mentioned something that I am curious to go a little bit deeper on, but it's really sharing customer stories internally. Because I think that talking about those experiences, those pieces of feedback or the things that went well or the things that didn't go well internally is so great.
What practices do you have on your team to really share those stories, if any practices? Right now, it's a little ad hoc to be completely honest. It's like town halls, it's meetings.
It's funny because we've had a conversation about this. Ideally, it's integrated into everything, right? We don't need to have specific meetings to talk about this.
It should be part of every meeting. But at the same time, you want to sort of expedite it a bit.
So we do have sort of breakout sessions, but, you know, our CEO has us do, like for him, a monthly sort of recap on our voice of consumer tool where we'll pick like five key topics and just do deep dives into, it could be as simple as like delivery issues or vacuum features. It could go all over the place, but it's getting us into this habit of pulling the data, drawing out insights.
And then the actions that come off of this is, in the room in the room is everyone from supply chain to product marketing, product development, you know, to regular marketing, to call center support. So it just shows you how impactful listening to consumer it can be when you look at all the different departments in this room and during these meetings.
Yeah, it's that cross-functional understanding that I think goes so far. And it's something that in my experience is, it feels like a nice to have and we're like, oh, it takes time to have these conversations and no, no, no.
But the result of it means we're thinking about the customer more. And I find it can really drive innovation.
And speaking of innovation. I wanted to talk a little bit about LG Nova.
Can you explain to us what LG Nova is? It works with like startups and entrepreneurs, investors, you know, sort of to help empower them and bring, you know, their ideas to light, you know, through partnerships. And it really had a broad mandate, but at the end of the day, it's really, you know, it's trying to sort of help push forward what's next and whether it's hardware solutions, experience, you know, it's all about future focus.
Cool. So it's kind of the innovation incubator where you're bringing different minds to the table outside of people from outside of LG to come in and help think through what the future can really look like.
Yeah. And LG is helping these groups or these teams or entrepreneurs in different ways.
But it's this idea that innovation can come from anywhere. And so it's not like it has to go through the process that we've gone through in developing our products in the past.
And, you know, so that's the root of it. It's a pretty cool group.
You know, when we, I do the brand introduction to, we have new hires, we have a new hire summit, like once every two months. And I always love talking to the LG Nova hires because they come in from California to our headquarters.
And about what they're doing, it sounds like a lot of fun. And really, it's so perfectly aligned to what the LG brand is standing for.
It's like championing that optimism and positivity of new ideas and new ways of doing things. Sometimes we need to think outside of the box in order to really find the next path forward.
I was listening to a podcast the other day. It was with Eric Schmidt, the former CEO of Google.
And he was talking about how their innovation lab, and I know Apple has an innovation, a lot of companies have innovation labs, but how they need to be in a different building, separate from everyone else. We have to like create that space of literally outside of the box of the normal building to be able to think about all these different ways of approaching perhaps the same problem,

but from a different way, a different perspective. And I know LG has done some incredibly innovative things.
I was telling you earlier that I used to live in Korea. I went on a student exchange there.
And I remember this was about 15 years ago. And that was when they first started launching or talking about the flexible screen, which I've seen incredible improvements on over the years of this concept of having a screen that you can fold and bend and stretch.
It is wild. It's wild.
We had a TV that was rollable.

So, you know, it'd be just in a baseboard. It kind of, you know, rolled up.
We have a monitor that, you know, for people wanting like a gaming and wanting more of immersive, like the sides can kind of come in. Even more so, like now you might have seen, we have a transparent screen TV now, a transparent OLED.
So it looks just like a piece of glass.

And then you turn it on, and it's like full HD OLED TV picture quality. And it's just, yeah, it's awesome.
Last year at CES, it won like numerous awards and there was reporters couldn't stop reporting on it. And that was just a 55-inch model.
This year, we'll be launching a bigger screen size. And the applications will probably be a little bit more in the B2B world.
We have a storefront that you always want, even like a restaurant, you want to show beautiful pictures of your food, but also show the beautiful interior. You can kind of switch it on and off and do both.
But even in the home, what the transparent OLED screen does is it could look like a regular shelving unit. And then all of a sudden it becomes a beautiful TV.
That's awesome. Yes, there's a lot of cool stuff.
I mean, I am definitely of the generation where I don't like having the black box in my house. So I don't have a TV.
And I'm like, I want it when I go to somewhere else. I love having a TV, but I just don't like seeing it.
So I love the innovations around how we can make that more just a part of my life instead of this reminder of like watching TV. Yeah.
You know, we have another product that fits into the mold you're talking about. I do think TV, different form factors of TVs is going to be the future of television and where brands like LG can differentiate from the cheaper brands that are really commoditizing TVs.
But we have a product called a Stand By Me. It's basically a battery-powered TV on a stand with rollable.
So what we've done, my wife wasn't keen on having a big TV in the bedroom. So we have this Stand By Me Go.
It's just in the corner. And when we want to watch TV, we just roll it out.
And it's battery-powered. It's so easy to work with.
And then you just throw it back in the corner and it could be for, you could use it sometimes if you need like a second screen when you're working on your laptop. I mean, so there's a lot of different ways displays will be evolving for sure.
Well, I am going to check that one out because that sounds like exactly what I want. I should definitely send you some footage.
Amazing. So speaking of B2B, there's been a renewed focus on your B2B segment.
How are you approaching that, especially when it comes to customer experience and marketing? Yeah. Well, you know, again, we touched on it earlier.
You know, how does the brand or how does the current organizational structure adapt to that? I mean, for us, I've mentioned that we've had fantastic growth over the last 10 years. B2B offers an untapped area for us in many ways.
We're definitely a player in the B2B space, but it wasn't a focus for us. It's becoming much more of a focus.
You're going to see our overall portfolio, even though it'll still be B2C, majority B2C, you'll see B2B taking up a larger part of our, you know, of our revenue split. And B2B for us is a lot of different things.
It's, you know, the builder market for home appliance, you know, we're getting very involved in working with home builders. It's commercial displays, you know, store it's hospitals.
I mean, there's so many verticals that we're working with and expanding. I think we're like the official TV of the Dallas Cowboys and the New York Yankees.
So we've been talking to them how to bring B2B displays into their arenas.

So right now, it's a separate entity from what I'm working on. But of course, the brand stays the same, all the best practices that we're learning from customer experience.
A little bit different of how we're working with them. But at the end of the day, it's the right message to people at the right time.
right you know delivering a sometimes unexpected a very comforting experience throughout the whole

weather the right message to people at the right time, right? Delivering sometimes an unexpected, a very comforting experience throughout the whole, whether it's a purchase or transaction or ordering. So there's a lot of best practices that overlap, but we're sort of developing that skill set right now.
Yeah, it's in many ways another world. And at the same time, it's like you said, it's providing the right message.
It's thinking about what that customer needs and wants and how do we deliver to it? Um, so that's exciting. It also sounds like there's, I mean, just with the innovation that is happening in this space, how can we be integrating products more into our lives, as you said, like in our homes? That is really exciting.
You've been making big improvements and waves when it comes to your brand and your customer experience. And I love to just look at the other side of things sometimes.
What are the challenges that you're currently facing? The big challenge that the industry, well, there's two challenges that companies like LG are facing now industry-wise. The first goes back to COVID.
So during COVID time, a lot of non-breakage demand was pulled forward, right? So you had people who understandably were like, didn't lose their jobs and they were home and they weren't spending money on gas or vacations or anything. And they're like, oh, this would be a great time to build the man cave or to redo the kitchen or whatever.
So much demand was pulled up. And then after COVID got better or loosened up, people started shifting their discretionary income into what they were missing those few years, so vacations and other things.
Right now, you're seeing in home appliance the largest percentage of purchases ever that are purchasing because something broke. So demand is down, and now you're seeing what we call a distressed shopper, someone who's something's breaking or about about to break as accounting of over 70% of home appliance purchases, where typically it's 60%, maybe even a bit lower.
Yeah. So the demand is down across the board.
People are just buying less products, less TVs, less appliances, which made our becoming the number one brand for home appliance even more impressive because it wasn't just that we sort of got more. We were really stealing share and grabbing share from others.
But now the second big challenge for a brand like this is the commoditization of television. So we're five years removed from people that when they were buying a TV, it was a highly considered purchase.
They research it, they, you know, figure it out what they wanted. And now you're seeing people that go to Walmart for eggs and milk and they see a 55 inch TV for like 200 bottles.
And they're like, why not? You know? So now if you're a videophile, if you really care about having a really good picture quality and the best available, we still win in that market most of the time. But when you start, that's a sliver of people at this point.
A lot of people are, we even saw the purchase dynamic shift where you used to say, I'm going to buy a new TV. It goes in the living room.
The living TV moves to the bedroom or bedroom TV moves to the basement, you know, and it was like this pecking order. And now that TVs have, you know, become much more affordable, you're seeing people be like, well, why not? I'll just get that cheap 55 inch for the third bedroom.

You know, so it's the dynamic has shifted a bit. So that's a bit of a challenge where we have to, you know, address by really bringing more to, you know, our TVs.
And the first thing that we have, it's a very, I think a big differentiator for us versus the cheaper televisions is that LG smart TVs come with something called LG channels, which is 300 free channels. You just hook up the TV to the

internet and you basically get something that I feel is better than basic cable was, you know,

when we were younger. Which is expensive now, by the way.

Yeah, exactly.

I'm like, how much does it cost to have cable TV? It's insane.

Yeah, I know. And now you're getting, and if you just have lg smart tv and it's going into a second third bedroom and you're like i don't need a new cable box or there's only so many uh youtube tv connections i could have you this is a lg is a great tv to have because you're gonna have like i said 300 free channels for the life of the life of the television.
So things like that, that's what we have to figure out. And it also makes us, we talk about moving away from hardware.
We have a partnership with NCAA right now. And part of the partnership, we have a channel on our smart TVs that's unique to LG TVs.
It's called the NCAA champions channel. And we talk about championing the, you know, the people who make life good.
There's so many like schools, D2, D3, there's so many sports programs. So right now, majority of what we see on television is like D1 famous, like more popular sports.
This channel is like playoffs and championships of D2, D3, of like rowing, of tennis. So it gives these athletes who work just as hard as like D1 athletes or just as hard as football players, where 99% of them, there's no big payday at the end of it.
It gives them a platform where now they have their championships being broadcast nationally through our smart TV platform. And it's, you know, so now we're bringing content play into our hardware play.
And even one more step further, we started creating unique content by ourselves for that channel. So we have a series called The Rivalries, which is like finding these niche little rivalries in D2, D3 schools that have been going on for 100 years and doing like a docuseries on them to put on our channel.
So it's forcing us to rethink what we can do to make our products more than just a good picture quality. I mean, sometimes that competition or the shifts in the market force us to take it a step further and really think about how do we provide more value for the products that we are selling.
So I love that story because I never would have thought,

oh, LG is doing this. But look at that.
You said necessity, right? We have to find ways to differentiate and it's creating some good stuff. Completely.
So I have two last questions for you as we wrap up on our time here. And the first is I'd love to hear about a recent experience that you had with a brand that left you impressed.

What was that?

Yeah, I'd love to hear about a recent experience that you had

with a brand that left you impressed. What was that? Yeah, I remember, it didn't happen to me personally.
I remember reading about a recent experience a consumer had with Chewy, who's known for doing some great stuff. And it was like returning dog food because the dog passed away and Che Chewy responded with like, you know, condolences and like a gift.
Those are home runs. I want to just say Chewy is probably the most common response that I get to that question.
Chewy and apple, you know, but I think it just is such a testament to the way that Chewy not only recovers if there's a mistake, but I think

most of the time it's either the customer's mistake or misfortune that Chewy just steps up to the plate around. They made that like part of their DNA from day one, which is, you know, where I think, you know, the advantage while the companies are trying to recalibrate and restructure, changing KPIs from call times to customer satisfaction,

you know, things like that. Chewy's done a good job.
Zappos is another one that if you haven't read Delivering Happiness, I highly recommend it to anyone because that, again, Zappos really pioneered, I think, in the space of making their customer service, their marketing. Because people will tell that story of how the customer service agent that was helping them pick the right pair of shoes or find the right dog food went above and beyond their wildest expectations to support them.
That is the type of referral and storytelling that really goes so far. The value of a story like that is greater than a $200 million TV budget, you know, like advertising budget.
I mean, it's just like you get people thinking, oh, that brand goes above and beyond. You know, they provide sort of a certain peace of mind.
That's so important. Yeah.
So incredibly important.

And my last question for you is, what is one piece of advice that every customer experience

leader should hear?

You know, it goes back to, I think, what we were talking about earlier is as you embark

on this, it's really important that you bring your most collaborative team leaders to the

table.

And unfortunately, you know, you have people sometimes

that are very good at their job who are not collaborative.

You kind of have to put them in a corner

and still leverage what they do.

But that has to be a priority

when you're embarking on this journey is collaboration.

Even if somebody is maybe not the most strategic, if they can bring people together and get people working together, that's the most important talent when it comes to this. Because as we said, you're breaking down walls that have been up for quite some time.
Collaboration is going to make a break if it works for you. You are speaking my language.
I think that collaboration is one of the most important things. And our ability to develop relationships with our colleagues is essential to be able to get things across the line, to be able to bring the customer voice into the company in order to innovate through creating safe spaces for people to come up with new ideas.
And I do think if I take what you just shared one step further, will I agree that we want to make sure that everyone in the room is collaborative, that we really empower the people who are amazing at bringing others together. We can also teach collaboration.
I believe that, that people can change even if they don't want to. It is possible.
Yeah. And it definitely helps if your senior leadership is on board and is requiring it.
I definitely think, you know, it's, but, you know, I agree with you. You have to check egos at the door sometimes with this stuff.
And, you know, I was talking to a friend the other day about, like, org charts. And we were saying there's no perfect org chart.
Orgs work best when people have good relationships and want to be collaborative. Processes help and, you know, things help.
But if you have people that want to make it work, usually you find a way to make it work and vice versa.

I could not agree with you more.

Well, Louis, thank you so much for coming on the show.

This has been such a great conversation.

Pleasure talking to you.

And we really appreciate it.