12 Oct

Ah yes. One of your earth emotions.


“Irritating?  Ah yes, one of your earth emotions…”  mused Spock when Captain Kirk accused him of playing an “irritating” game of chess.

However, despite Spock’s detachment from feelings, he doesn’t entirely live up to his anti-emotion rhetoric.  He even allowed himself an enthusiastic shoulder grip and smile  when he discovered that he hadn’t in fact killed his Captain in hand to hand combat. (bonus points if you can name the episode)

Those of us that live in the B2B technology world tend to think of it as being an intensely rational environment.  Purchasing decisions are based on a reasoned analysis of the features, how it integrates into the existing technology stack, how the product roadmap aligns with the internal infrastructure roadmap and so on.  Complex stuff, decided on rationally by very smart people.

And yet, when you actually sit down and talk with the people who make these decisions, and who are responsible for making these systems run, their words are charged with emotion.

Take for example this system administrator discussing a system upgrade: “The stress on my team was unbelievable.  I am never putting us through that again.”  

He felt eviscerated because while he was performing a version upgrade of one of his enterprise systems, he had critical processes that went down for hours at a time.  He and his team had to field angry emails and calls from over 10,000 employees.

Needless to say, he wasn’t really happy with his vendor during that upgrade cycle.

Or this lawyer describing a very useful feature in an electronic documents processing application:  “When I show my lawyer colleagues how to do this, their jaws drop.  They are totally blown away.”

Or this comment discussing common user configurations that need to be done manually:  “I spend hours every week doing this over and over again.  It gets really annoying.  It should take only a few minutes.

On one level, you can look at those comments and notice that they are discussing features.   But that’s only the surface.

What always strikes me is that the way they talk about those features is in the language of emotions.  If you met these people in a social setting, you would perceive them as quite nerdy.  They might even speak Klingon (or at least Esperanto).  But even among the geekiest of the geeks, emotions still play a prominent role in the way they interact with their world.

Emotions are rarely discussed or even acknowledged in the context of B2B technology, which is strange, considering how high-stakes these deals usually are.  

Someone buying a new CRM system for their organization could lose their job if they choose a vendor that can’t deliver.  Or they might have to face an endless stream of angry employees who can’t figure out how to use the expense reporting system they approved, or some of their customers’ livelihoods might be in jeopardy if their data integrity was compromised.

The Canadian government recently rolled out a flawed payroll system which has resulted in over 80,000 people not being paid properly, or at all.  As a result, government employees are losing their homes, or are not able to afford critical medication. Every night,  there are thousands of people that are lying awake, stressed out and losing sleep because of this payroll system.

On the surface, B2B products seem cold and unemotional.  When I say “payroll management system”, the primary emotion it triggers is boredom.  Did your eyes glaze over just now?

We tend to think of even running shoe purchasing decisions as being more imbued with emotion (“Just Do It!”), but really,  what’s the worst that will happen if you buy the wrong shoe?  On the other hand, when a payroll system grinds to a halt, it can have life-changing reverberations for thousands.

Here’s the bottom line:  If you want to provide excellent customer experiences, you have to acknowledge that emotions are what defines that experience.   

Just because your buyers are technical and smart, it doesn’t mean that emotions aren’t part of the picture.

Photo credit: JD Hancock   

16 Sep

Build your own ninja army



In  16th century Japan, times were tough and chaos reigned.  A few regions decided to take matters into their own hands by setting up their own government and getting their own citizens to protect them.

Up until that point, towns often turned to Samurai warriors for protection.  However,  they were expensive, they drew too much attention to themselves, and they were known to be jerks to the peasants.

To top it off, when a Samurai warrior failed in a mission,  they would kill themselves because of the shame, in order to protect their honour.  There goes your investment.

People needed to do things differently.  Enter – the ninjas.

Aside from amazing fighting prowess, ninjas had three main advantages.

First:  Ninjas were originally citizens of the towns they protected and tried to blend into their surroundings disguised as merchants or cleaners.  Contrary to their popular depiction, they rarely wore those all-black catsuits that are synonymous with ninjas today.  Unlike Samurai warriors, you never knew who might be a ninja.

Second:  If ninjas failed in a mission, they just tried again.  None of this self-disembowelment business.  Honour shmonour.  They cared about results.

Third:  They spent a long time practicing and honing their fundamental skills.  If you wanted to be tough, you had to do tough things – like sit under a waterfall of freezing water for hours on end, or run barefoot through the forest.

When your company wants to do customer research, do you take the Samurai approach, or the ninja approach?

I see a lot of companies take the Samurai approach.  They hire some high-priced consultants (cough), do some saber rattling where the term “customer experience” is thrown around a lot, and if it doesn’t quite work out, heads will roll.

Consider instead the ninja approach instead:

Blend in
    Practice the basics
    Keep trying

Blend in

There are a lot of people in your organization that you can leverage to gather customer insights.  For instance:

Customer Service representatives

Sales reps

Professional Services

Pre-Sales engineers

These people can be your Voice of Customer ninja army.  They already blend in with your current business and all they need is a some training on how to do it.  Your customer doesn’t even have to be aware that you are doing anything differently until they start to get better experiences from you.

The key difference of course (and I can’t stress this enough) is that unlike actual ninjas, you would be gathering data on how to better serve your customers instead of, you know, killing them.

Practice the basics

The basics are simply this:  Talk to your customers consistently.

You can do this with actual conversations, with surveys (carefully), or with analytics.  Preferably some combination of all of these.  The secret is to just keep doing it.  You don’t even have to stand under freezing waterfalls – although by all means feel free to try that too.

Keep trying

Not everything you try will work.  That’s OK.  Learn what you can from the experience and try again.  Each time you try, you will get better at it.

Here is the bottom line: Your own employees are your secret weapon.  You can use them to gather insights about your customers and build that consistently into your culture.  

Photo credit:  https://flic.kr/p/9nz5hj  (Creative Commons Commercial license)

A lot of the source for this comes from the “Our Fake History” podcast episode  on ninjas.  Check it out! 

22 Jan

Your customers don’t think about you


Your product is amazing.

You’ve been working on it for over a year.  You’ve thought about every feature, every button.  You’ve had interminable meetings with spreadsheets discussing every little nuance of the feature set, product roadmap, marking strategy, and brand alignment.   You’ve stayed late in the office to work on it.  You lie awake at night thinking about it.

Meanwhile, in a parallel universe, what is your customer thinking about?

I hate to be the one to break this to you but…  There is only one way to say this…

Your customer isn’t thinking about you.

You want to know what they are thinking about?  They are thinking about their own job because they have their own set of interminable meetings to deal with.  They are thinking about their spouse and their kids and the fact that they have to coach little league next weekend and that they really ought to check out that noise their car has been making all week.

On any given day, this is what your customer’s brain looks like.


Notice that your product isn’t in there.

So when you are sitting in one of your interminable meetings and you find yourself saying: “Yes, maybe it’s a little confusing at first, but once they’ve used it a couple of times they will get used to it.”  Remember:

No.  They won’t get used to it because they don’t think about you.

When you find yourself saying: “We’ll just provide some explanatory text to describe what they need to do”.  Remember:

Nope.  They don’t want to read your explanatory text.  They don’t want to think about you.

When you find yourself saying: “We don’t want to provide that functionality because we will cannibalize our existing product lines.”  Remember:

Your customer doesn’t care about your existing product lines.  They care about their own jobs and their own lives.  Unless you are helping them with those things, they won’t care about you.

So rather than like awake at night thinking about your product, I have a suggestion for a more productive use of your insomnia.  Try thinking about what your customer is thinking about.  Because knowing that is the trick to getting them to think about you.

06 Jan

The simple trick to delighting your customers

I don’t mean to brag but I give awesome gifts.

For example, here is what I gave my husband this year for Christmas.


No it’s not the plane (although I’m sure he would love that too), but flying lessons.

This isn’t what he asked for for Christmas.  Not at all.  When I asked him for his Santa list he mentioned that he needed some new shirts, and maybe an art piece that he saw a while back that he really liked.  He never said anything about flying – but that was his favorite gift this year.  How did I know that he would like it?  Shouldn’t I just have given him what he asked for?

Amazing gifts don’t have to be expensive.  Fifteen years ago, for my mother-in-law’s birthday, a bunch of us got together at her cottage and played “Happy Birthday To You” on kazoos, recorders, and Dollar Store tambourines.  She still talks about it to this day as the most amazing birthday gift ever.  “It showed that you know me so well!”  she said.

Therein is the secret to giving amazing gifts.

Know the person really well.

If you get that part right, I guarantee that you will naturally know what things will make them happy.

How do you get to know someone really well?  It’s so simple I’m almost embarrassed to spell it out:

  1. Talk to them
  2. Notice things about them that they might not mention out loud.

When it comes to customer experience, the product designers I work with try very hard to figure out the best way to delight customers.  One common strategy is to simply ask them “What would make you really happy?”.

While this approach is not bad (and a darn sight better than not talking to them at all), it is a pale imitation for simply knowing your customers really well. 

Like the best gifts, delighting your customers doesn’t have to be expensive to have impact.  One of the best examples of a customer delighter is this compelling confirmation email from CD Baby which informs you that  “Our world-renowned packing specialist lit a local artisan candle and a hush fell over the crowd as he put your CD into the finest gold-lined box that money can buy.”

Total cost of development?  20 minutes and zero dollars.

They simply knew their customers well enough to realize that they would appreciate something more whimsical than the usual “Thank you for your order, let us know if it doesn’t arrive” email.  That single email has become famous since it was originally written over 10 years ago and it earned them legions of loyal fans.

So go ahead and ask your customers what they want for their Santa list, but don’t underestimate the value of getting to know them.

How do you get to know your customers really well?  It’s not that complicated really.

  1. Talk to them
  2. Notice things about them that they might not mention out loud.

This is much harder than simply asking them, but likely to be much more successful.

Customers after all, are people too.  


Photo Credit: Stefano Mortellaro  Creative Commons Commercial license

25 Nov

Customers are Smarter Than You Think


I don’t know why the hipsters accepted a nerd like me into their social circle but they did.

As a young woman in my twenties I found myself regularly going out to clubs with a set of stylish young things despite the fact that my presence significantly brought down the cool quotient.  One of the women in the group always wore cute little strappy sandaled high heels, no matter what the weather.   I live in Canada, so weather is no minor consideration in February.

“Ooooooo…. I’m so cold!”  She would squeal and shiver, hugging herself.  Inevitably, some guy would come around and offer her his coat, or sometimes wrap his arms around her comfortingly.

I just thought she needed some solid, practical advice on footwear.

“You know what you should do?” I ventured helpfully, “You should really get these Sorel boots.  They keep you totally warm even in -35 weather!” (that’s -31 F for you Farenheit folks).  She stared blankly at me from under the arms of some suave, bearded hipster in a trucker baseball cap.

I was truly mystified.  Why on earth would she wear shoes like that in the winter?

We repeated this conversation about 6 times before she finally firmly pulled me aside and said “F*** off with the boots already, OK?!?”

It was then that I finally clued into the fact that she knew exactly what she was doing.

I was under the mistaken impression that she was behaving irrationally or needed some information about sensible shoe choices.  Like it somehow wasn’t obvious that wearing open-toed sandals in a blizzard was not the optimal choice for keeping warm.

It was however, the perfectly rational choice for what she was trying to do.


I have this experience when interviewing customers all the time. 

We often enter into interviews thinking that the customer needs to be educated, or perhaps is just not very intelligent.  It is not unusual for me to hear from clients (especially from the engineering team) “Our users are stupid”.

However, we usually find that customers are behaving perfectly rationally and intelligently.  They just have a different frame of reference, and different goals than we expect them to.

A while ago, I conducted some interviews in which we asked customers about how they use certain security features.  Surprisingly, almost nobody used the security features the way they were supposed to.

Our first thought was that perhaps they didn’t understand the benefits of the added security and the audit trail.

But they did.

Then we thought, perhaps they just didn’t understand how to use the darn thing.

But they did.

Finally, we asked them why they did it the way they did and they said that it was basically too much of a hassle, and it didn’t provide them with enough benefit.  The security benefit was to protect them against some hypothetical threat at some point in the future, but in the meantime, they were under the gun to get their work done quickly.  Doing things the quick and less secure way seemed like the sensible thing to do.

While we were trying to give them the sensible shoes, they were just trying to snag the suave hipster (and keep their boss happy).

When you suspect your customers of behaving stupidly, you should stop and make sure that you understand their frame of reference. 

Customers are smarter than you think.

Photo Credit:  http://www.spera.de/  (pretty awesome shoes too)

18 Sep

A story is worth a thousand graphs


Joey was a happy and healthy eight year old boy with lots of friends.  One day, his buddy was over for a game of Minecraft and a sleepover when all of a sudden, a giggle fit turned into choking sounds.  Joey turned to his mother and gasped “Mom, I can’t breathe!”

His mom grabbed him, threw him in the car, and raced off to the nearest emergency room.  When she got there she parked in the ambulance zone because Joey was starting to turn blue and she wasn’t able to carry him in without help.  “I thought he was going to die right in front of me” she said.

Let me pause here and ask you a question.

Do you want to find out what happens next?  

I bet you do.

This is because your brain is hardwired to want to know what happens next in a story.  That is a profound part of what makes us human.

Scheherazade knew this important detail about people when she always ended her stories with a cliff hanger for the Persian king – so that he let her live for another day.  As a result, the rest of us got a collection of stories of those 1001 nights (well not really, but it makes for a good story).

Stories move people in ways that facts and figures don’t.  Stories will stay with you far longer than a statistic.  Politicians know this.  That is why they talk about “Joe the Plumber” or “Mary from Milwaukee” in their stump speeches rather than focus on statistics.  The power of stories are why a picture of a drowned toddler on a Turkish beach prompted more action from the international community than innumerable people telling us that thousands of children die every day because of the conflicts in the Middle East.   A thousand dead children is a statistic.  A single drowned toddler is a tragedy.

Customer research has to do the same thing.   It has to tell the story of your customers.  That’s why Customer Journey Maps are such a powerful tool for getting the organization aligned around what their customers are experiencing.  It remains my favorite go-to-tool for getting everyone from the executive level to the tech support agent on the same page about what it’s like to be a customer.

Whenever I use other research tools like surveys, social media listening, or usability tests, I always have to work hard to craft a customer story from that data.  Because I know from bitter experience that without a story to frame the research results, the research gets shelved.

When I started as a starry-eyed people data nerd, I thought that by doing research and collecting data, the data would “speak for itself” and persuade people to make evidence based decisions.

Wrong.   Here’s what usually happened instead.

A sales person would pipe up with a story “from the field” and that story become the single data point that team would rally around.  “We need to help people like Bob the Builder!” they would announce.

But… but… my charts?  Anyone?

Sound familiar?


That’s what makes Customer Journey interviews so powerful.  By interviewing a relatively small number of customers, you can create an aggregate story that is representative of the collective experience.  It’s a great way to package customer data because it is truly data driven, but it is inherently in the form that decision makers will immediately understand, remember, and be compelled to act on.

Oh, you must be wondering what happened to poor Joey.

Thanks to his mom’s quick actions, he pulled through his crisis.  It turned out to be a suddenly developed allergy.  He is now recovered and healthy again, as long as he avoids that particular allergen.

Do you feel better now?   I know I do.  Everyone loves a happy ending.

(Photo credits: Shutterstock | Matt GibsongStock-studio)


03 Sep

Just answer the question!


When my son was between the ages of 4 and 6, he managed to turn every single conversation into something about dinosaurs or guns.  He described his older sister’s princess dressup chest as “a T-rex head with no body and no eyes.  Just a big mouth – with no teeth”.  When we watched “The Sound of Music” together, he thought that the “Reverend Mother” was the “Weapon Mother”.

Kids.  Don’t they just say the darndest things?



Adults do too of course.  With some of my relatives, every conversation seems to turn into a religious discussion.  With my anarchist cousins, it seems that every conversation goes back to the inequality between rich and poor.  And don’t get the conspiracy guy started.

This can be somewhat tiresome in a social setting but it does tell you something important about the person you are talking to.  When a conversation about the price of milk suddenly turns into a discussion about who really shot JFK, you can be sure that they spend a lot of their time thinking about JFK.  This is a topic they are very passionate about.

When you talk to customers, you may find that the conversation you start out having doesn’t bear much resemblance to the conversation they want to have.  While it may not be what you want to hear, this can be valuable information to you because it tells you what they are truly passionate about.

This comes out even in supposedly constrained feedback tools such as surveys, especially in any open-ended questions.

If your survey asks:

Tell us about your favorite product feature and why.

You may get a few answers that look like this:

Ever since the new CEO took over, the partners have been treated very poorly.  We used to feel included in decisions and we are now kept in the dark.

Woah!  Where did that come from?  We were asking about features, not about the CEO!

Many times, when organizations analyze their open ended responses, they will discard this response because “it does not answer the question”.

But that is missing the bigger point.

That person just told you what was most on his mind about your company.

Presumably he is not an idiot and knows how to read and is fully aware that he didn’t answer the question.  However, he felt it was SO IMPORTANT to convey this to you that he took the only opportunity that was open to him.

If you get a lot of comments with a similar theme about the treatment of partners that were in questions NOT about that particular issue, you should pay attention – this is clearly a hot button issue.

When you design a survey, you generally have a set of topics that you are interested in learning the answers to.  But sometimes that’s not what customers want to talk to you about.

You can do the easy thing and discard that feedback, or you can pay extra special attention.  Because they just might be telling you what really matters.

Image credit:  ShutterStock|Stokkete

05 Aug

The Paradox of Big Data


My local gym plays the same radio station whenever I work out.  They prefer a 1980’s throwback station – which tells you something about the demographics of the patrons there.  During my workouts, I have listened to more Gowan, Corey Hart, and Duran Duran than I ever wanted to since turning 18.   I only listen to that station 4 times a week for an hour at a time, but I have a pretty good idea of what that radio station is all about.  I can feel confident that I won’t hear any Mozart or Beyonce while I’m at the gym.

My personal radio station of choice is the local public radio.  On this station I can expect mostly topical talk shows, with some fairly tame satire or comedy, and with only the occasional smattering of music thrown in.   But I know there won’t be any top 40 from the 1980’s.  Also, no Beyonce.

You might wonder how I could be so confident about the content of these radio stations, when I only listen to them for a few hours every week.  I only have a small sample after all.  If I really want to know what kind of station they are, shouldn’t I listen all day, for several days?  Or even a few months?

The reason I don’t need to do that is that I have a representative sample of data from each of these stations. 

In this era of Big Data, data sampling is something that can be poorly understood.  Many people think that unless we are collecting all the data, the data will be of limited value.  Or even no value.

I recently spoke with a prospect about doing some social media analysis to investigate what the citizens of their country were discussing on Twitter.   This country has a population of almost 30  million people, and has a very high rate of engagement on social media.  As a result, the volume of data was very large, and it would have been outrageously expensive to collect every single tweet over an extended period of time.  To make the project more affordable, I proposed that we take a sample of the Twitter conversations in 10 minute chunks, several times a day, for a couple of months.   This would still give us huge amounts of data and would be more than sufficient to give valuable insights.

The client was taken aback.  Not collect ALL the data?  Surely that would leave too much information on the cutting room floor?  In the end, they decided to not proceed because of this issue.  Ultimately, they chose to have no data, rather than a representative sample because they felt that leaving out any data at all would make the project meaningless.

This reaction was surprising to me because we know that representative samples work and researchers use that principle all the time.

When scientists want to find out the water quality of a river, they take a sample from a few different places at different times.  They don’t try to collect all the water from the entire river.

When research firms perform opinion surveys, they don’t ask every single citizen about how they will vote.  They speak to a randomized sample.

These examples seem self-evident because it is intuitively obvious that it would be impossible to collect data from the entire population, or the entire river.

However, when it comes to Big Data, somehow the fact that it is possible to have all the data, makes us feel that we must use all that data.  But the underlying principles of representative samples still apply.

This is one of the paradoxes of Big Data.  We have more data available to us than ever before but the sheer volume of it makes it difficult to turn that data into insights.  We often get bogged down in just cataloging it all.

Here is the key point.  Like anything else you do in your business, gathering insights from big data requires you to take a look at what your constraints are in terms of time and money.  Everyone has constraints and that’s OK.  If you take a smart approach to sampling and analysis, chances are that you need less data than you think.

Image credit: Gregor Stoermchen (Creative Commons Commercial License)

08 Jul

How to date your customers


I’ll admit that it’s been a long time since I’ve been on a date. Having been married for 13 years, I will forgive you for being a little skeptical when I dish out dating advice.

Although my memory on this topic is a little hazy, I do remember this much:  The kinds of conversations you have with people depends on what stage of the relationship you are at.  You will ask different types of questions when you are just starting to get to know them, then if you are already in a relationship.

There are distinct phases in relationships, each coming with different sets of questions.

Initial checking out phase:  You are trying to figure out whether or not there is some basic compatibility there.  Do you like this person?  Do they like you?

Typical questions:  “Tell me about yourself.”  “What are your interests?”

Getting to know you phase:  You want to learn more details about this person because you are genuinely interested.

Typical questions: “What are your parents like?”

Negotiating the specifics of dating:  At this stage, you are routinely checking in about specific plans, and maybe increasing the commitment level.

Typical questions:  “Do you feel like Thai food tonight?”  “Can I leave my toothbrush at your place?”

Getting feedback:  Periodically, you want to check in with your partner about how things are going.

Typical questions: “Did you like that birthday party I threw you?” “Was that good for you?”

Just like romantic relationships, customer relationships have distinct phases that each come with their own set of queries.

I often get asked, “what are the specific questions we should be asking customers?”

And I always counter with a question of my own (I’m annoying that way).  “What stage of the relationship are you in?”

The fact is, there are times when you should be doing a quick check-in, “Was that good for you?”, and there are times where you should be just getting to know them, “Tell me about yourself.”

A common mistake is to ask too many different kinds of questions at once, at the wrong time, and in the wrong way.  It would be like asking “What are your interests?” quickly followed  by “Can I leave my toothbrush at your house?”  Awkward.

No wonder nobody filled out your survey.  No one wants to date that guy.

For instance, when you are exploring innovation ideas in a particular market, you need to be asking questions like “Tell me about yourself.” “What are your challenges?” “What keeps you up at night?”.  This should never be done as a survey.  A survey is simply not a good tool for this type of question.  You need to have an actual conversation.

On the opposite end of the spectrum, when a customer has completed a transaction, that’s a great time to ask them “Was that good for you?”.  Skype does this very effectively with their call quality survey after a call.  It takes a few seconds to answer and you can continue with your day.  This would be a terrible time for Skype to ask you about your deep challenges with communication in general.


If you already have a relationship with a customer, then it is a good idea to periodically check in with them to see what other needs they might have.  You should ask things like “How satisfied are you with us?  Would you recommend us?” “Is there anything we can improve?”  “What kinds of things would you like to see from us in future?”  These kinds of questions can be done effectively through a survey.

The next time you are thinking about what to ask your customers, pause for a moment and ask yourself these questions.

  • What is the status of your relationship with them?
  • What are you trying to find out from them?
  • How can you deepen that relationship?

Once you know the answers to those key inward-looking questions, you will know what questions to ask your customers.

10 Jun

How do you make your customers badass?


I don’t care about your product.

I mean, I’m sure it’s lovely, and I know your team worked really hard on it.  But frankly, I don’t care about your product.  I don’t care about the terrific features you’ve developed.  I don’t care that it has triple layer wotzercracker encryption.  I don’t care that it’s “Like Uber, but for people with ferrets”.

Here’s what I do care about.  What problem you are solving?  And who you are solving it for?

Because here’s the thing.  No matter how awesome your product is, your customer’s goal is never to be badass at your product.  They want to be great at something else that they actually care about (it’s not your product. Sorry).  Find out what it is and make your product help them do that.   (Check out Kathy Sierra’s talk to learn about more software badassery)

Here’s one way I like to think about this problem.

Your product should solve a problem that is both very important to your customers, and also very poorly satisfied with current solutions.   I like to think of products as falling into a 2 x 2 grid.

Not Important and Very Satisfied: If the problem you are solving falls here, you will be competing for customer’s attention with cat videos.  Seriously, there is nothing they need from you.  Please stop now, and find a real problem to solve.

Not Important and Unsatisfied: You will find that customers will respond with answers like:  “I might do that… someday.”  It might be a frustration for them, but they will have developed work-arounds that they can live with.

Important and Very Satisfied:  You will have a hard time convincing people to change their behavior from the status quo.  Their habits are already ingrained andthe opportunity cost of switching is high for what they will likely see as only a marginally better solution.

Important and Unsatisfied: Now you’re in business.  This is when customers say things like “Shut up and take my money”.  This is where you want to be.  It means  that you are solving a problem that they feel viscerally.

DropBox did this. They helped people be badass at just getting on with their jobs. Canva does this by helping people be badass at designing stuff.  Contactually does this by helping people be badass at managing relationships.

So here’s what I really want to know.  How does YOUR product make your customers badass?

Photo Credits:

Walter White: Cara Thayer and Louie Van Patten

Darth Vader: http://celebritiesgivingthumbsups.tumblr.com/page/6

To Do: https://basisbugle.wordpress.com/2015/01/09/funniest-things-to-do/