Category: Customer Experience

All about Customer Experiences that you ever wanted to know

  • Looking at taxes

    Ever since there have been taxes, people have been against paying them.

    If we define a tax as a “non-productive burden on our activities,” then it makes sense. And a payment doesn’t have to be to the government to be a tax.

    Is paying your electric bill a tax? Most people don’t mind paying for electricity, because it makes their lives safer and happier, and helps them do their job with dramatically more productivity.

    So the payment isn’t what makes something a tax, it’s the non-productive part.

    When industrial systems arrive, they’re usually embraced because the transactions they offer are so productive. When Walmart comes to a town, everyone gets a short-term raise, because the cost of buying the things we want and need goes down. When a new technology or system offers to save people time and money in the short run, it’s often embraced because it’s a free choice and productive.

    But then the rules start to change.

    Monopolies are a tax. They limit choice and raise prices. As a result, we pay “taxes” on a regular basis for things like broadband and spare parts because there are no options.

    Loss of vibrant markets is a tax. When local businesses are upended, then jobs are lost, choices are diminished and the essence of a community fades away.

    Lobbying is a tax. As large industrial entities invest money to capture government control, each of us pay for this even though it only benefits the lobbyists.

    Subsidies and duties are a tax. Last year, Americans spent 50 billion dollars subsidizing the beef industry. Constraints on trade aren’t called taxes, but they are.

    Traffic is a tax. The time we spend waiting for a train or sitting in traffic is time we don’t get back, and unmade investments in mass transit infrastructure cost us far more than the ones we do make.

    Lack of public health systems is a tax. The inability to find clean water, or the prospect of often getting ill is a real cost.

    And climate change is a looming and sneaky tax. The money and loss of productivity that it already costs us, and the extraordinary amounts it will cost us are unproductive burdens on meeting our goals and living our lives.

    There are no government taxes on an abandoned desert island. But it’s almost impossible to imagine living or working there.

  • Third-party privacy risks: how to protect your users’ data

    A network of third-party vendors is essential to the success of a business in today’s global economy. Unfortunately, when organizations overlook the security of the vendors they use, customer data becomes vulnerable—at a time when data breaches are rising and consumer trust is at an all-time low.   A data breach at a third-party vendor can…
    The post Third-party privacy risks: how to protect your users’ data appeared first on Customer Experience Magazine.

  • McKinsey’s latest research finds that a third of UK consumers see a lengthy economic recession 

    Consumer pessimism about the UK’s economic recovery hit an all-time high in April 2022. Nearly 35% of UK consumers say they believe the economy will show regression or fall into a lengthy economic recession. This lack of confidence in the UK’s economic recovery has drastically declined since October 2021 when economic pessimism was at 17%, having further…
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  • The progression of the metaverse era: what challenges are social media teams tackling?

    According to the recent Sprout Social’s UK & Ireland Index 2022, 85% of social media marketers anticipate incorporating new technologies like Virtual Reality, the Metaverse, and NFTs into their social media strategy within the next year. Moreover, 30% of marketers believe their brands are already ahead of the curve in incorporating new technologies.   However, consumers are ambivalent…
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  • UK EXA’22 winners announced: improving the employee experience across the UK

    Last week, HR professionals and enthusiasts alike had an exceptional day. At the live UK Employee Experience Awards TM ’22, the attendees had the opportunity to bear witness to 65 finalists of the programme presenting their top initiatives.  The Awards Finals and Ceremony were held at the Hilton Hotel near the country’s national stadium in the…
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  • Job interview task, analyze data and create a 30-60-90?

    I’m in the process of interviewing for a Customer Support Manager role, a title I’ve held at my current company for a while now. However, in this interview process I’ve been given a task to do something I’m not familiar with. You are the Customer Support Manager in the US in charge of two teams based in San Francisco and New York, each team has a Team Lead (your direct reports, Name1 and Name2), each TL has five Customer Support agents reporting to them. Based on the mock-up data for Q1 for Customer Support globally attached, create a report and analysis of your teams and proposed actions, feel free to expand as needed, we are looking for analytical, solution-oriented free-thinkers. Create a 30-60-90 strategy to be presented in your final interview (20 mins). Use any tools, resources and formats that you are familiar with for your presentation and report, at COMPANY NAME we use Google Suite (Sheets, Slides and Docs) and Notion mainly but we love to discover new tools and platforms, we favour getting things done over platforms use. Here are the headers of the report w/ data they’ve given to me. I understand the metrics I’m looking at but I’m unsure exactly of what they’re expecting of me. I’ve not had to do something like this at my current job. It’s a small startup though so I’m assuming it’s just not something we’ve implemented yet. Is anyone able to help me out or point me in the right direction? submitted by /u/ComprehensiveDig8 [link] [comments]

  • Sharp language

    The internet has provided all of us with an advanced class on using innuendo, piercing invective and anger to make a point with our writing.

    Now, instead of simply seething or ranting, just about anyone can write an email or a social media post that absolutely destroys someone else.

    To what end?

    If the goal is to persuade, it’s clearly not working.

    If we want to let someone know we’re upset, it might be easier to just say so.

    The purpose of speech is to alert others to our point of view, and the purpose of conversation is to connect and to persuade.

    It’s not clear making language angrier or more cutting is helping much.

  • CX with empathy need for fintech

    submitted by /u/fives-digital [link] [comments]

  • The smallest viable audience

    It’s a stepping-stone, not a compromise.

    The media and our culture push us to build something for everyone, to sand off the edges and to invest in infrastructure toward scale.

    But it turns out that quality, magic and satisfaction can lie in the other direction. Not because we can’t get bigger, but because we’d rather be better.

    One of the three best restaurants in New York only has 14 seats. With the right fan base and technology, that’s enough to allow the chef to build an experience he can be proud of. Down the street is an extraordinary cafe that pays a tiny fraction of the rent that a midtown neighborhood would require. It’s not about getting found by everyone. A focus on experience creates something that (some) people want to look for.

    Eliot Peper writes books that his fans can’t get enough of. And the long tail of online bookselling lets him do that without having to get a movie deal or a fancy publisher to thrive.

    Junior is able to run a successful appliance repair business without a fancy truck or office, simply by earning a reputation in a very specific lane on a very specific website.

    A focus on the SVA can also enable a business to scale. PSAudio doesn’t reach many people… but the team’s focus is precise enough and deep enough that they’ve built one of the largest and most successful operations in their industry.

    Or chocolates or software or baked goods or …

    The strategy of the smallest viable audience doesn’t let you off the hook–it does the opposite. You don’t get to say, “well, we’ll just wait for the next random person to find us.” Instead, you have to choose your customers–who’s it for and what’s it for. And when you’ve identified them, the opportunity/requirement is to create so much delight and connection that they choose to spread the word to like-minded peers.

    Not everyone, but someone. And it turns out that ‘someone’ isn’t as easy as it sounds. When you strip away the alternative mantra of “you can pick anyone, and we’re anyone,” then you have to lean into the obligation of being the sort of provider that people would miss if you were gone. That’s not easy, but people with this sort of focus wouldn’t have it any other way.

    Specificity is the way. It has nothing to do with absolute scale and everything to do with being really clear about what hook you want to be on and setting a standard for producing work that people connect to and are changed by.

    What could be better?

  • The department of bad behavior

    What if organizations had a division that simply did the bad stuff? The people who were responsible for creating system updates that slow down old computers, that cover up bad behavior by employees, the people who dump pollution into the river when no one is watching…
    If all the folks who invent dark patterns, lobby in secret, and gaslight whistleblowers all worked in the same department, we could watch them a lot more carefully.
    After all, the lawyers have a department, and so do the customer service people. Couldn’t we have a VP of dirty tricks?
    Alas, mixed incentives and short-term thinking mean that it’s unlikely we’ll ever be able to narrow it down to just a few people…