Category: Customer Experience

A written contract benefits the party with the least power.

Power might be in the form of money, access to plenty of lawyers or simply a willingness to burn it all down to the ground.

In the moment before a contract is signed, the lower-powered party momentarily has more power. That’s because the other entity wants what you have. But as soon as they have it, it’s only the contract that offers concrete protection against future events.

Handshake agreements are great when there’s an ongoing, stable interaction. As long as each side is honorable, the other party can continue to do what they said they were going to do. But when priorities or outside factors shift, an at-will arrangement can end up harming the person who can least afford it.

The two things to focus on are:

Is the contract specific enough so that there’s no doubt about who is supposed to do what, even when the world changes?

Are the remedies in the contract clear enough so that if the contract isn’t honored, the lower-power party can easily and efficiently obtain a fair result?

This is why adding a binding informal arbitration clause to a contract is a smart idea. Why it makes sense for there to be worker and other protections in the law. And why we need to reinforce and applaud judicial systems that enforce clearly defined agreements.

In 2023, it is essential to understand and recognize your customer’s purpose is key to business growth. The crucial factors that will influence the customer experience solutions are growth strategies that are purpose-led, customer-centric, CX-driven, A.l enabled, data-friendly, and technologically scalable. Prioritize New Customer Experience Solutions Use the customer purpose portfolio to ideate new CX solutions that will enable your personas to prioritize their needs. Focus on: New Customer Journeys that are purpose-driven and dynamic to CX. CX blueprint that synthesizes new customer journeys, top experience concepts, required capabilities, CPI/KPI impact, and other vital attributes. Align Employee Roles and Goals The marketing team must document their daily tasks to align with the assigned purpose and reflect on training, operational practices, KPIs, and policies. Moreover, it must impact employee retention and customer perceptions and reflect intangible metrics like satisfaction, loyalty, and lifetime value. Assemble Teams to Deliver on Customer Purposes Assemble marketing, sales, and service teams and brainstorm over customer experiences and purposes. Working, brainstorming, and collaborating to define customer journeys will transcend channels and organization silos. Thus, cohesive work will help design, build, operate and optimize experiences and generate business value in 2023 and beyond. Transform Operations for Delivering New Experiences Rewire the operating processes and technological platforms to upgrade your employees’ and overall business’ ability to deliver customer experience solutions. Integrate data and A. I craft personalized CXs. When you align the why and how of your business purpose, customers will be your growth engine that will drive success. ​ https://preview.redd.it/lbfug8t1591a1.png?width=800&format=png&auto=webp&s=5ede908ff2f525c49334ec09e78edae3c5bcf9e4 submitted by /u/Contactpoint_360 [link] [comments]

submitted by /u/Bob-Dolemite [link] [comments]

There’s no competition for cookbooks on making food out of soccer balls and hockey pucks.

There’s no competition for software that charges you to find out the temperature on Mars.

There’s no competition for a service that counts how many pairs of shoes you own.

In fact, in every market that’s worth entering, there’s competition. That’s what you’re looking for. It’s a sign that people have a problem that they’re trying to solve through commerce.

The goal isn’t to find no competition. It’s to find a better way to solve the problem.

This is a problem that comes up every year or two, but no one has implemented a useful solution yet.

Advertising is a surprisingly bad way for a culture to pay for content, because the kind of content that gets rewarded is often dumbed down for a large audience or is optimized for a small audience of people eager to buy something that makes a profit.

It’s also inefficient, as advertisers can’t know in advance what’s going to work, and creators get a very small share of the ad spend.

An alternative is to pay for what you get, the way we treat carrots, baseballs and clarinets. Instead of buying a baseball, though, you’re buying a chance to watch a video.

Micropayments are a system where you pay a penny or a nickel or a dollar for a piece of content.

It introduces two kinds of friction, though:

There needs to be a tech system that can effectively move tiny amounts of money around.

As a reader/consumer of content, you need to constantly make decisions about what’s “worth it.”

About thirty years ago, I described a simple solution to both problems:

For $25 you can buy a content passport. It’s available for purchase on any website that is part of the content network, and you need one to read the content on their site. The site that sells it to you gets $10 in commission for selling it to you.

It keeps track of every member site you visit (that’s really easy now, with a cookie). And then the coordinator of the system allocates, on a percentage basis, $10 to the sites you visit. It’s all gonna go somewhere, whether you visit one site or a thousand. There’s no friction, because it’s a buffet, just like it is now. Read all you want, no ads, no hassles.

The sites that get visited the most get the most aggregate money from the monthly distributions of royalties.

Each site has an incentive to sell a lot of passports (the commission is significant) and the coordinator of the network is making 25% as well.

It’s really clear who the customer is (the reader) and it’s easy for any site to join the network. Aligned incentives, a simple and resilient solution.

Have fun. (PS this is unrelated to yesterday’s post about federations, just a coincidence.)

It is, by far, the fastest-growing social network in history, growing more than 20% in about a week.

And yet it didn’t stutter much.

How can this be?

It’s a network in the real internet sense of the word. It’s not just a network of users, it’s a network of servers as well. No one owns it. Like email, it’s a set of principles and rules, not a place. A federation is different than a corporation. It might not be as shiny, but it’s far more resilient.

It’s inconvenient. You can’t get started in ten seconds. This leads to less initial stickiness. It means that the people who get through the learning curve are more likely to be committed and perhaps generous. In the early days of email, of Compuserve, of AOL, of the web, of just about every network I’ve been part of, these early users created a different sort of magic. It never lasts, but it’s great to see.

I started one of the first internet companies in 1990, and the new frontiers tend to rhyme with each other. This might be one.

Part of the power of a network is its distributed nature. That’s a plus when it comes to tech and innovation. It’s a minus when it comes to the speed of central agreement as well as the potential for abuse. Email never quite recovered from the open nature of inputs, which meant that spammers, scammers and hustlers could do what they liked, and the defense was imperfect filters.

The intentional decentralization of the Mastodon federation seems designed to make those filters more natural and effective, at the expense of a super loud amplifier in the middle. You can discover new voices and ideas, but there isn’t a megaphone at work, just begging to be hacked by selfish behavior. It’s a bit more like life and a bit less like traditional social networks that create controversy to earn a profit.

And finally–the culture of this federation is still being created. A lot of the folks who just arrived will be the authors of that culture, and if they figure out how to be generous and kind, that’s what will get built. Alas, as is often the case, culture is up to us, particularly when the commercial bias is removed.

I’m reposting my daily blog here, and might dip in from time to time, and I’m eager to see how this peer to peer experiment unfolds.

If you’re a developer with chops in APIs, apps, and what’s happening in the Mastodon world, I’d love to hear from you for some future projects I’m noodling on. Simple form is here.

📌It’s incredibly complex to interact with another human, even in its simplest form. In-person social cues and the subtle nuances of simple conversations are sometimes difficult to discern. Obviously, attempting to translate in-person interactions into online experiences poses more challenges. In recent years, customers have increased their expectations of how businesses should treat them. If you walk into a store, most people expect an associate to help you. An assistant will then help you find the right product or service based on what you say you need. In the years since COVID hit and even prior to it, we’ve noticed that people expect the same level of navigation online, just like in the physical store. As businesses collect data about their customers, they expect an online experience that is highly customized to their intentions and needs. Due to these factors alone, it has become necessary for many businesses to translate in-person interactions into digital experiences. BUT WHAT ABOUT NEXT YEAR?! Find out some of the trends here: https://www.lumoa.me/blog/evolution-of-customer-experience-in-e-commerce/ submitted by /u/pupunggi [link] [comments]

Happy Friday! ‘This week in CX’ brings you the latest roundup of industry news. This week, we’re looking at retail reports ahead of the shopping season and which fashion retailers provide the best CX. Zoom have also launched their first Contact Centre, and Reputation have investigated hospitality reviews. We also have the latest business updates from…
The post This week in CX: retail in focus; Zoom & Optimizely appeared first on Customer Experience Magazine.

If you often find yourself saying “sorry” in a way that doesn’t advance the conversation, it might be interesting to substitute “thank you” instead.

So, “I’m sorry this came out of the kitchen after your other dishes,” becomes, “thank you for waiting so patiently.”

And, “I’m sorry we got disconnected,” becomes, “thank you for calling back.”

It’s a subtle shift, from separation to connection.

Hello, I need your help because I am convinced that I am underpaid for the work I do. I’m looking for a job title that best describes what I do to be able to look and find an average salary estimate for the tasks I do. I am looking for a job title that best describes what I do. I need your advice. I am the first person employed in a start up for customer service. I have to handle calls and emails, check customer documents to validate their onboarding. I have to configure from scratch the CRM tool we use to communicate with customers (Freshdesk). I have to define and document all processes and workflows related to customer service activities (also deal with our external partners to define inter-company workflows). I have to create a complete FAQ in think ahead. Create a complete knowledge base on confluence centralizing all processes, workflows and resources needed for future agents to do their job properly. I also have to create a learning path for the newcomers and also manage their onboarding. I have to work with the Saleforce team to optimise the agent interface so that they can be as efficient as possible in their to-do’s. Today I am employed as a Customer Success Agent, but in my opinion this title does not reflect the whole implementation of the customer service environment that I have set up. submitted by /u/CnCAddict [link] [comments]