Hi, welcome back. Both branding and customer experience in theory focuses on the same outcomes, provide an experience that leads to some desired outcome. These outcomes come in many shapes and sizes. But generally, they boil down to buying products, buying more products, recommending products to others or staying loyal by renewing or engaging with the products, it's that simple. However, branding and customer experience activities are typically managed in parallel by different teams with only some high level or superficial coordination. This is an opportunity lost. It's really critical regardless of your role in the organization, whether you're in branding or customer experience or some other part, to increase the coordination and depth between the activities of these two functions. Why? Because by coordinating these activities, you increase the likelihood that the outcomes, that is buying or recommending the products will be achieved. Its that simple. Each team or set of profiles whether branding or customer experience should be aligned around the corporate strategy, positioning, and differentiation. This alignment should lead to shared goals and complimentary or even synergistic activities. One challenge is that each function, brand new CX has many different organizational interpretations. To work better with the other department and to better connect with their activities, you need to answer these three questions about the other teams. Where do they sit in the organization? Where is the branding team? Or where is the customer experience team? Where do they sit in the organization? Are they marketing or operations or what other department they might be in. Second, what is the scope of the work? What are the types of activities they do? How much did they outsource, those types of things? The third, how did they measure their success? How does management measure their success? It's really important that you don't make assumption around these questions. Titles can be ambiguous, scopes of work can be very different from what they appear. When working with these other departments, you need to consider taking your colleagues to lunch. Have conversations with them about their job. How did they define it? Conduct a workshop where the outcome is to understand how the two teams or profiles are working currently or could work better together. Review their output, look at the research methodologies in their output. Look at the deliverables they make to their management and other parts of the organization. Look at the measures and the measures of success. To better understand the role, this will help to better understand the role. Lookout for differences in vocabulary. It's really important that you understand how they're talking about customers? How do they define customers? What's the research on which they're basing their understanding of the customer's. We'll go more into detail on this in week four. But for now, understanding roles, responsibilities and success measures is a critical first step.