Category: Customer Experience

It’s far easier now than it’s ever been before.

(You can look it up.)

[Bonus PS: highlighting some climate-related art and artists who helped with the Almanac: Von Wong (launching a new piece this week), Justin Brice Guariglia and Shepard Fairey.]

[Bonus PS2: A major addendum to the Almanac just went live today. It’s free here.]

The iGaming industry is one of the most prevailing industries to date. Yet something that’s not commonly spoken about is just how the iGaming industry promotes itself so well. Like tobacco companies, iGaming companies have strict laws on how they are able to promote their services. The use of influencers Influencers, whether social media or…
The post How does the iGaming industry promote itself so well? appeared first on Customer Experience Magazine.

The UK currently has 1.3 million job vacancies, and 60% of current workers are job hunting. Many are looking to offset the cost-of-living crisis with a pay rise. Even if this means changing jobs.  A recent McKinsey report looked at why people want to move on. A common result was feeling undervalued by their manager,…
The post The Great Recalibration: the workplace burnout crisis appeared first on Customer Experience Magazine.

Nearly two-thirds of UK brands are underutilising their data. Its effectiveness is limited by focussing on general analysis activations, rather than more sophisticated techniques. While the majority are activating their data, just a few marketers (5%) are not applying their data at all. Only 39% of brands are utilising the power of advanced measurement solutions…
The post Two-thirds of UK brands are underutilising their marketing data appeared first on Customer Experience Magazine.

It must be more than a coincidence that there are almost enough jobs for everyone–a billion more jobs on Earth than there were a generation ago.

Unemployment is debilitating and a real problem, but even high unemployment in many countries still means that most people have a job. Many times, it’s a job that didn’t exist before they had it.

Jobs exist because people are productive. When their productivity produces more value than the money they are paid, someone keeps the difference. Actually, two someones: The customer gets some of the benefit and the organizer of the job gets the rest.

Viewed this way, it’s easy to see that jobs aren’t a bureaucratic niche to be filled. They’re the opportunity for value to be created.

Find the value and you will find the job.

A recent global survey of 1,250 managers and senior executives looked at environmental, social and governance (ESG) practices in companies across the U.S. and Europe. Unsurprisingly, this found ESG to be a growing concern for companies.   Within the UK, most surveyed were concerned about the environment. 51% of UK respondents say their businesses plan to…
The post The cost of ignoring ESG appeared first on Customer Experience Magazine.

On the West Side Highway in Manhattan, there’s currently a billboard for some sort of placebo supplement. In the corner is a QR code for more information.

Unless the person in the passenger seat has a telephoto lens on their phone, there’s no way in the world that this is going to work.

My late friend Jay Levinson said that the most effective billboard would say, “FREE COFFEE, NEXT EXIT.” A call to action, relevant to the viewer, easy to see and understand.

Actual billboards are a whole category of media, but now we’re surrounded by a new kind, a smaller, more evanescent and common one: Social media posts. You might see a thousand of these a day.

Social media began as text updates from one human to another, but thanks to photo sharing, some of the posts have become something else entirely. A chance to create consistent, actionable and clear reminders of what you are and what you stand for.

But keeping Jay’s edict in mind, they work best when they’re about the viewer as much as they are about you. They work better when they can seen and understood from a distance. And they work better when they “sound like you.”

Here’s an example of a few dozen digital billboards that my fellow volunteers created for the Almanac. These blew me away. Free coffee indeed.

Which way to head?
We live in a world characterized by mistrust, ill health, economic uncertainty, inflicted racial trauma, generational shift and the existential crisis caused by carbon. Not to mention the stress and dissolution of traditional pillars like organized education, office space and live gatherings.
And we live in a world with breathtaking medical technology, artificial intelligence, widespread and rapid cultural coordination, efficient farming, a move away from greed and the beginning of green tech. As well as self-driven learning, diverse cultural projects and the long tail.
Now more than ever, there’s room for leaders. Go first.

Businesses home in on specific purposes. To achieve results and stay on track, capabilities must be well established within both the company and individual members. Capability development is the backbone of what one organisation can achieve long term.   A McKinsey survey of 1,240 business leaders have found that 80% acknowledge capability building is extremely important…
The post Capability development: the guide to internal transformation appeared first on Customer Experience Magazine.

There might be a 100% correlation between what you do and what you get and what you want (if you’re trying to train for the hundred-meter dash.)

Anything that makes you go faster is correlated with the goal, which is winning the race.

On the other hand, being funny isn’t always correlated with being a rich and famous comedian. Being the funniest is not the same in comedy as being the fastest is in sprinting.

And most of what we spend our time on is closer to comedy than it is to sprinting. The things we believe are important, useful or moral are not always related to the metrics that the marketplace focuses on.

That’s partly because we’re not being compared using something as simple as a stopwatch. And it’s because what other people seek out might not match what we think is the point of the work.

It’s important to figure out whether the thing you want to accomplish is correlated with the performance that some imagine it might be.

For a lot of us, that’s more difficult than it sounds.