Customer Experience & Psychology - Companies should focus on understanding customer psychology to improve customer experience, as 95% of decisions are made by the subconscious mind [1] - Psychological and neuroscientific approaches are applicable not only to marketing and advertising but also to customer experience [1] - A simple question can change the customer journey and lead to a purchase [1] Branding & Marketing - Branding is not just a logo or colors, but the feeling associated with the brand; companies invest millions/billions in advertising to maintain this emotional connection [1] - The difference between marketing and neuromarketing is that marketing targets the conscious mind, while neuromarketing targets both the conscious and subconscious [2] - Content is not king, but the "Pawn" (sales) is, because sales has one-on-one interactions; reaching the end of the board transforms the pawn into something else [2] Case Studies & Strategies - The mirror strategy at a coffee shop created FOMO (Fear Of Missing Out) and built a strong community base [1] - Nestlé targeted children in Japan with Kit Kat to cultivate a taste for coffee later in life, resulting in Japan becoming a leading coffee importer after 30 years [1] - Companies should view customers as human beings, not just sources of revenue, to ensure sustainability and brand longevity [1]

Core Insights - Verizon is prioritizing customer experience to reduce churn and enhance customer loyalty, aiming to optimize the lifetime value of its customer base [3][6] - The company reported significant improvements in wireless retail postpaid phone net losses, decreasing from 356,000 in Q1 2025 to just 7,000 in Q3 2025 [3] - Friction in customer interactions is identified as a major reason for customer attrition, and the company plans to eliminate these friction points to improve retention [4] Customer Experience Initiatives - The new CEO, Dan Schulman, emphasizes a shift to a customer-first focus to capture growth opportunities and strengthen customer loyalty [6] - Verizon has previously invested in AI technologies to enhance customer experience, including tools like MyPlan and Fast Pass [4] - Schulman indicated that the company is only beginning to explore AI's potential in improving customer satisfaction, with proactive issue detection being a possible application [5] Strategic Direction - The company aims to build the best overall value proposition and customer experience in the industry, moving beyond just network reliability [4][6] - Schulman stated that Verizon will work to simplify offers and eliminate processes that detract from customer experience [6] - The commitment to significantly elevate customer service across multiple dimensions is a key focus for the company moving forward [6]

Financial Data and Key Metrics Changes - The company reported revenue of $3.51 billion for Q3 2025, a 1% increase from $3.48 billion in the same quarter last year, marking the first revenue growth in eight quarters [5][20] - Consolidated adjusted EBITDA increased by 11% year-over-year, despite a challenging revenue per day (RPD) environment and significant fleet recalls [20][21] - Consolidated pricing declined by 1%, with RPD in the Americas decreasing by 3%, while international RPD grew by 5% excluding exchange rate effects [21][24] Business Line Data and Key Metrics Changes - The Americas segment experienced a 3% decline in RPD, attributed to softer leisure pricing, while the international segment saw a shift towards higher-margin leisure and inbound business, contributing to a nearly 40% year-over-year increase in EBITDA [21][66] - The company retained older vehicles to meet peak summer demand, which increased depreciation expenses and impacted per unit fleet costs [21][24] Market Data and Key Metrics Changes - The company noted a mixed demand environment, with leisure demand remaining healthy but uneven across segments and geographies [49] - The government segment was affected by the shutdown, impacting commercial demand [49] Company Strategy and Development Direction - The company is focusing on enhancing customer experience as a key differentiator, emphasizing service reliability and value over price competition [10][12] - The launch of Avis First is part of a broader transformation strategy aimed at moving the business out of the commodity trap and improving brand equity [15][18] - The company plans to maintain a strong balance sheet while investing in fleet and technology modernization, with a long-term view on customer experience and brand loyalty [25][56] Management's Comments on Operating Environment and Future Outlook - Management expressed optimism about stabilizing revenue and improving customer experience, while acknowledging challenges from rising costs and vehicle recalls [18][25] - The company expects the impact of vehicle recalls to persist into early 2026, affecting overall performance [24][63] Other Important Information - The company has available liquidity of nearly $1 billion and an additional borrowing capacity of $1.9 billion in ABS facilities [24] - Adjusted free cash flow was negative $517 million year-to-date, driven by voluntary fleet contributions [24] Q&A Session Summary Question: Discussion on summer season performance and RPD decline - Management noted a 3% decline in RPD for the summer, with stronger performance in July and August, and a softening in September due to typical seasonal behavior [30][32] Question: Impact of recalls on financial performance - Management estimated the full-year impact of recalls to be in the range of $90 to $100 million, primarily affecting costs [38][63] Question: Trends in the international segment - The international segment has seen a strategic shift towards higher RPD leisure demand, resulting in a significant EBITDA increase [66] Question: Future of RPD and competitive environment - Management believes RPD can be structurally higher due to cost inflation and is focused on maintaining return on invested capital thresholds [44][45] Question: Long-term strategy for customer experience - The company is committed to a long-term investment in customer experience, aiming to build a sustainable EBITDA base while enhancing service quality [53][56]

Financial Data and Key Metrics Changes - The company reported revenue of $3.51 billion for Q3 2025, a 1% increase from $3.48 billion in the same quarter last year, marking the first revenue growth in eight quarters [5][20] - Adjusted EBITDA increased by 11% year-over-year, despite challenges in the RPD environment and fleet recalls [20][21] - Consolidated pricing declined by 1%, with a 3% decrease in RPD in the Americas, while International RPD grew by 5% excluding exchange rate effects [21][24] Business Line Data and Key Metrics Changes - The Americas segment experienced a decline in RPD due to softer leisure pricing, while the International segment saw an increase driven by a shift towards higher-margin leisure and inbound business [21][66] - The company retained older vehicles to meet peak summer demand, which increased depreciation expenses and impacted fleet costs [21][24] Market Data and Key Metrics Changes - The company noted a mixed demand environment, with leisure demand remaining healthy but uneven across segments and geographies [49] - The government segment was affected by the shutdown, impacting commercial demand [49] Company Strategy and Development Direction - The company is focusing on enhancing customer experience as a key differentiator, emphasizing service reliability and value [10][12] - Avis First was launched as part of a broader transformation strategy, aiming to deliver a premium customer experience and build brand loyalty [15][16] - The company plans to invest in fleet and technology modernization while maintaining a strong balance sheet and returning capital to shareholders opportunistically [25][66] Management's Comments on Operating Environment and Future Outlook - Management expressed optimism about stabilizing revenue and improving customer experience, while acknowledging challenges from rising costs and vehicle recalls [18][25] - The company expects the impact of vehicle recalls to persist into early 2026, affecting overall performance [24][63] Other Important Information - The company has available liquidity of nearly $1 billion and additional borrowing capacity of $1.9 billion in ABS facilities [24] - Adjusted free cash flow was reported at -$517 million year-to-date, driven by voluntary fleet contributions [24] Q&A Session Summary Question: Discussion on summer season performance and RPD decline - Management noted a 3% decline in RPD for the summer, with stronger performance in July and August, and acknowledged the need for a structurally higher base RPD [30][32] Question: Impact of recalls on financial performance - The estimated impact of recalls on costs for the full year is projected to be between $90 million and $100 million, affecting utilization and fleet costs [38][63] Question: Trends in the International segment - The International segment has seen a deliberate shift towards higher RPD leisure demand, resulting in a nearly 40% year-over-year increase in EBITDA [66] Question: Future outlook on RPD and competitive environment - Management indicated that while they cannot provide specific guidance on RPD for next year, they expect it to increase due to cost inflation and are focused on maintaining return on invested capital [45][56] Question: Fleet management and utilization strategies - The operations team effectively managed fleet repositioning to maximize utilization despite recalls, which had a significant impact on performance [58][59]

Financial Data and Key Metrics Changes - The company reported revenue of $3.51 billion for Q3 2025, a slight increase from $3.48 billion in the same quarter last year, representing a $39 million increase [5] - Consolidated adjusted EBITDA increased by 11% year-over-year, despite a challenging revenue per day (RPD) environment in the Americas and significant fleet recalls [19][20] - Overall pricing declined by 1%, with a 3% decrease in RPD in the Americas, while RPD in International grew by 5% excluding exchange rate effects [20] Business Line Data and Key Metrics Changes - The Americas experienced a 3% decline in RPD, attributed to softer leisure pricing, while the International segment saw a shift towards higher-margin leisure and inbound business, contributing to a nearly 40% year-over-year increase in EBITDA [20][63] - The company retained older vehicles to meet peak summer demand, which increased depreciation expenses and impacted per unit fleet costs [20] Market Data and Key Metrics Changes - The company noted a mixed demand environment, with leisure demand remaining healthy but uneven across segments and geographies [47] - The government segment was affected by the shutdown, and the commercial side faced challenges, particularly in the government-adjacent business [47] Company Strategy and Development Direction - The company is focusing on enhancing customer experience as a differentiating factor, aiming to deliver dependable service at the best value proposition [10][12] - The launch of Avis First is part of a broader transformation strategy to move out of the commodity trap and improve brand equity [14][15] - The company plans to maintain a strong balance sheet while investing in fleet and technology modernization, as well as returning capital to shareholders opportunistically [22] Management's Comments on Operating Environment and Future Outlook - Management expressed optimism about stabilizing revenue and emphasized the importance of cost discipline to reinvest in product and people for revenue growth [7][17] - The company expects the impact of vehicle recalls to linger into early 2026, affecting overall performance [21][60] - Management is focused on maintaining a baseline of over $1 billion in normalized annual EBITDA while investing in customer experience [54] Other Important Information - The company reported available liquidity of nearly $1 billion and an additional borrowing capacity of $1.9 billion in its ABS facilities as of September 30 [22] - The company is actively working with OEM partners to accelerate repairs and return vehicles to service [21] Q&A Session Summary Question: Discussion on summer season performance and RPD decline - Management noted a 3% decline in RPD for the summer, with stronger performance in July and August, and attributed the decline to typical seasonal behavior [28][30] Question: Interest expense outlook for next year - Management indicated that half of the $3 billion in term maturities next year were issued at lower interest rates, while the other half would be refinanced at higher rates [32][34] Question: Impact of recalls on various metrics - Management estimated a $90 to $100 million impact from recalls for the full year, affecting costs significantly [36][60] Question: Expectations for RPD and competitive landscape - Management believes RPD can be structurally higher due to cost inflation and is focused on return on invested capital rather than market share [42][44] Question: Demand dynamics and upcoming events - Management highlighted mixed demand, with leisure remaining strong but challenges in the government segment, and expressed optimism about upcoming events like the World Cup [46][49] Question: International segment performance - Management reported a strategic shift towards higher RPD leisure demand in the International segment, resulting in substantial EBITDA increases [62][63]

Customer Experience (CX) & AI - AI in CX focuses on empathy at scale [1] - Successful companies will leverage AI to create meaningful customer experiences [1] Business Strategy - Companies that thrive will prioritize building customer experiences that feel meaningful [1]

Core Insights - Delta Air Lines reported a strong recovery in the third quarter with a revenue growth of 4.1% year over year, driven by premium offerings, corporate travel, and loyalty programs [3] - The airline achieved a record third quarter revenue of $15.2 billion and updated its full-year outlook to between $3.5 billion and $4 billion [4] Revenue Breakdown - Premium revenue increased by 9% year over year, while main cabin revenue decreased by 4% year over year [4] - Loyalty revenue also saw a growth of 9% year over year [4] Strategic Focus - Delta's strategy has shifted towards enhancing loyalty programs and premium offerings, which has shown resilience amid previous uncertainties [5] - The airline is expanding its premium seating through retrofits and new aircraft deliveries, increasing the mix of premium seats [5] Customer Retention - Delta's retention rates for premium product customers are in the mid-80% range, indicating strong customer loyalty [7] - The company emphasizes a relentless focus on improving customer experience, which is central to its industry leadership [7]

Summary of SAP Connect Virtual Conference Highlights Company and Industry - **Company**: SAP (NYSE: SAP) - **Industry**: Enterprise Software and Cloud Solutions Core Points and Arguments 1. **AI-Driven Innovation**: SAP highlighted five patterns of AI-driven innovation, including embedded AI, agent-driven autonomous execution, AI-native applications, appless experiences, and a new conversational AI-driven engagement layer called Gen UI [10][12][14] 2. **Collaboration and Integration**: Emphasis on breaking down silos within organizations through the SAP Business Suite, enabling proactive collaboration across functions [11][21] 3. **AI in the Workplace**: 44% of workplaces report using AI tools, but only 20% of employees understand how to apply them, indicating a need for SAP's role in integrating AI into business processes [14][15] 4. **Human-AI Partnership**: The future of work is seen as a partnership between humans and AI, where AI enhances human creativity and decision-making rather than replacing it [15][16][17] 5. **SAP Joule AI Assistants**: Introduction of various AI assistants tailored for specific roles within organizations, aimed at reducing administrative burdens and enhancing productivity [17][18] 6. **Productivity Gains**: Industries most exposed to AI are experiencing a four-fold increase in productivity growth, particularly in smaller and mid-sized organizations [19] 7. **Customer Experience Focus**: Three main themes from the conference were dealing with uncertainty, evolving workforce, and customer centricity, highlighting the importance of a seamless customer experience [25][26] 8. **SAP Business Data Cloud**: This platform is crucial for unifying data across processes, enhancing customer experience, and supporting AI agents [32][34] 9. **Supply Chain Innovations**: Launch of SAP Supply Chain Orchestration to manage disruptions and improve resilience in supply chains, alongside new products like Logistics Management and IBP Reimagined [78][79] 10. **Next-Gen SAP Ariba**: Introduction of next-generation procurement solutions that integrate AI capabilities to enhance efficiency and effectiveness in sourcing and procurement processes [115][121] Other Important Content 1. **Customer Engagement**: SAP Engagement Cloud aims to unify customer interactions across various touchpoints, enhancing personalization and context in customer journeys [23][36] 2. **Workforce Management**: SAP SuccessFactors is integrating AI advancements to prepare workforces for future challenges, including the introduction of multiple AI assistants for HR tasks [49][50] 3. **Acquisition of SmartRecruiters**: This acquisition is expected to enhance SAP's talent acquisition capabilities, integrating seamlessly with SAP SuccessFactors [56][67] 4. **Experience Center**: The SAP Experience Center showcases how SAP Business Suite integrates data, AI, and applications across various industries, emphasizing the importance of a future-ready workforce [88][91] 5. **Real-Time Insights**: SAP's solutions are designed to provide real-time insights and analytics, enabling organizations to make informed decisions quickly [93][94] This summary encapsulates the key themes and innovations presented during the SAP Connect Virtual Conference, focusing on the integration of AI, customer experience, and supply chain management within the SAP ecosystem.

Core Insights - Freshworks has appointed Enrique Ortegon as the new Senior Vice President and General Manager of Americas Field Sales to enhance growth and customer expansion across North and South America [1][2] - Ortegon brings over two decades of experience in enterprise SaaS and go-to-market strategy, having previously held senior roles at DocuSign and Salesforce [2][3] - Freshworks aims to deliver exceptional customer and employee experiences through its uncomplicated service software, which is trusted by over 74,000 companies [4] Company Strategy - The company focuses on a growth strategy that emphasizes operational excellence and strategic vision to accelerate regional growth [2] - Freshworks' value proposition is centered around simplicity and superior return on investment, distinguishing it from competitors in the employee and customer experience markets [3] Leadership Background - Enrique Ortegon has a strong track record in scaling businesses from SMB to enterprise levels and has significant operating experience across the Americas [2] - His previous roles include leading North America Majors, Mid-Market, and SMB businesses at DocuSign, and various senior leadership positions at Salesforce [2] Community Engagement - Beyond corporate roles, Ortegon advises startups and an investment fund focused on empowering Latin entrepreneurs and supporting underrepresented communities [3]

Business Philosophy & Strategy - The company evolved from prioritizing profits and appearances to valuing and nurturing its team as its strongest competitive advantage [1] - The company shifted its priority from investors-guests-employees to employees-guests-investors, believing that nurturing employees leads to better guest experiences and ultimately benefits investors [1] - The company emphasizes trust and respect for employees, moving away from traditional strict monitoring and control [1] - The company values effort and consistency over perfection, creating a supportive environment for employees to grow [2] Employee Welfare & Development - The company provides interest-free loans to employees (up to 10 times their salary) with a long tenure, demonstrating trust and support [1] - During challenging times like COVID-19, the company prioritized employee well-being by offering stipends to cover basic needs, with a commitment to repaying the full salaries and bonuses later [2] - The company focuses on educating employees about saving and creating passive income, aiming to improve their financial literacy and well-being [2] - The company believes in helping employees evolve not just professionally but also as better human beings, focusing on their confidence, self-awareness, and overall well-being [7][8][9] Leadership & Culture - The company promotes a culture of physical touch (hugging) to break down class barriers and create a sense of equality and ownership [5][6] - The company emphasizes the importance of chasing passion and being thorough with product and service, rather than just chasing opportunities [15]