Podcasts about customer happiness

About the GuestLord Mark Price is a celebrated figure in the business world, best known for his contributions to enhancing employee engagement and happiness. As the former Managing Director of Waitrose and former Deputy Chair of the John Lewis Partnership. He is now the founder of WorkL, the leading global employee experience platform helping individuals to work happier and organisations to improve commercial performance by prioritising employee happiness.Mark is a member of the House of Lords, and serves as a Non-Executive Director of Coca-Cola Europacific Partners. His commitment to ethical business practices includes former chairmanship of The Fairtrade Foundation and Business in the Community, as well as his presidency of the Chartered Management Institute. He was also formerly Minister of State for Trade and Investment under David Cameron. Mark has written a range of business books on his Six Step Methodology, Employee and Customer Happiness, his new book Happy Economics explores the intricate links between employee engagement and economic performance.This Episode CoversThe Importance of Workplace Happiness: Happiness at work is essential for driving productivity and commercial success. Organisations with happy employees benefit from lower staff turnover, reduced sick leave, and improved customer service, all contributing to higher profits.Six Factors of Happiness at Work: To enhance workplace happiness, focus on six critical areas: reward and recognition, information sharing, empowerment, well-being, instilling pride, and ensuring job satisfaction. These factors are foundational to creating a positive and productive work environment.Culture and Management Matter: Organisational culture and management styles play a significant role in employee happiness. Companies that promote trust, recognition, and empowerment generally see higher levels of employee engagement and satisfaction.Cost-Effective Strategies for Improvement: Many strategies to improve workplace happiness, such as personalised recognition and empowerment, are low-cost. Implementing these can lead to significant improvements in employee morale and productivity.Global Perspectives on Workplace Happiness: Globally, workplace happiness varies, with countries like the UK scoring lower compared to developed nations the US. Understanding and addressing cultural differences in workplace practices can help improve overall employee satisfaction and productivity.Tailored Management Approaches: Recognising individual differences among employees is crucial. Effective management involves personalising support and empowerment to meet the diverse needs and preferences of employees, thereby enhancing job satisfaction and organisational performance.LinksWebsite: WorkLSocial media: LinkedInTake the free WorkL Happy at Work Survey here

What happens when customer service becomes more important than the product? This episode explores how Zappos transformed online shopping, won over Jeff Bezos, and set a new standard for businesses everywhere.

Elevaro ist ein Startup dreier ehemaliger runtastic Mitarbeiter. Alexander Brendel-Schauberger, Philipp Hörtenhuber und Thomas Auinger treten an um ein völlig anderes Konzept des Trainings und Consultings zu etablieren. Customer Happiness, Feelgood Management, Resilienz, Breathworking und Raus aus der Komfortzone sind nur einige ihrer Kernelemente die sie mit Elevaro erreichen möchten. Wie das funktioniert bespreche ich mit ihnen in dieser Podcastfolge. Plus: Wie sie sich von bereits bestehenden Outdoor-Angeboten abgrenzen möchten. www.elevaro.at

Andy Swan of Likefolio says its data shows Tesla (TSLA) consumer interest is hitting new all-time highs. Andy adds the data "is getting back to where Tesla is magical." He joins Fast Market as shares of TSLA reach all-time highs alongside the Nasdaq-100 (NDX) index. ======== Schwab Network ======== Empowering every investor and trader, every market day. Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribe Download the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185 Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7 Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watch Watch on Vizio - https://www.vizio.com/en/watchfreeplus-explore Watch on DistroTV - https://www.distro.tv/live/schwab-network/ Follow us on X – https://twitter.com/schwabnetwork Follow us on Facebook – https://www.facebook.com/schwabnetwork Follow us on LinkedIn - https://www.linkedin.com/company/schwab-network/ About Schwab Network - https://schwabnetwork.com/about

In this episode of FP&A Tomorrow, host Paul Barnhurst, aka The FP&A Guy, explores the evolving world of financial planning and analysis (FP&A) systems. With guest Charlie Liu, the conversation shifts to the art and science of optimizing financial tools and processes to drive business success. Charlie brings a wealth of experience in FP&A, systems consulting, and fractional CFO services, offering listeners practical advice on navigating challenges in financial operations.Charlie Liu, founder of Monte Carlo Consulting, has over 15 years of expertise in corporate performance management and FP&A systems. He specializes in helping businesses streamline operations with the right tools, enhance financial visibility, and achieve data-driven decision-making. Charlie's unique background in consulting, product management, and sales enables him to deliver strategic and technical insights that empower organizations.Expect to LearnKey traits of successful FP&A systems and how to separate from traditional accountingWhen and how to implement financial planning tools with key indicatorsOvercoming challenges in digital transformation and common pitfalls to avoidLeveraging generative AI to revolutionize FP&A processes and reportingLessons learned from entrepreneurial ventures and adapting FP&A for startupsHere are a few relevant quotes from the episode:"There's no perfect tool; focus on understanding your needs and defining negotiables versus non-negotiables." - Charlie Liu"Data is the foundation of FP&A. Clean, accurate data is essential for meaningful insights." - Charlie Liu"We're at a point where AI can handle repetitive tasks, allowing FP&A professionals to focus on strategy." - Charlie LiuIn this insightful episode, Charlie Liu shared his expertise on optimizing FP&A systems and leveraging the power of generative AI. His advice resonates for businesses of all sizes as he emphasized the importance of customer focus, strategic thinking, and adaptability. Streamline Financial Planning with Kepion: Scale and automate your financial planning beyond spreadsheets with Kepion—trusted by top industries to automate, customize, and optimize complex planning. Learn more at https://bit.ly/3YI5cfpFollow FP&A Tomorrow:Newsletter - Subscribe on LinkedIn - https://www.linkedin.com/build-relation/newsletter-follow?entityUrn=6957679529595162624 Follow Charlie:LinkedIn - https://www.linkedin.com/in/charliexwliu/Follow Paul: Website - https://www.thefpandaguy.com LinkedIn - https://www.linkedin.com/in/thefpandaguyWorld-class Digital FP&A Course Bundle: Signup for over ten hours of video content with 4 different courses and 8 modules on FP&A topics including: Business Partnering, Data Analysis, Financial Modeling Design Principles, and Modern Excel. Use code Podcast to save 25%. What are you waiting for signup now:

This week's podcast is sponsored by Truv. Truv lets applicants verify income, employment, assets, insurance, and switch direct deposits. Unlock the power of open finance, with Truv. 

Marybeth Alexander is the founder and Chief Executive Owl of KnowledgeOwl, a bootstrapped knowledge base software founded in 2015. Started as an idea within SurveyGizmo, where Marybeth was working at the time, the company has since flourished into a small, profitable, sustainable business ultimately being built to improve the lives of the founders, employees and customers. In this episode we talk about how Marybeth bought the company from her previous employers, how they grew through reviews and why more indie hackers should put customer happiness front and centre.Timestamps00:00 - Intro01:26 Founding story of KnowledgeOwl (prev Help Gizmo)06:54 Marketing and Growth08:58 How to have happy customers10:54 KnowledgeOwl's appraoch to product development13:35 How important is the KnowledgeOwl brand15:07 RecommendationsRecommendationsBook: Buy Back Your Time by Dan MartellPodcast: Startup to LastIndie Hacker/Entrepreneur: Ari Weinzweig - The Lapsed Anarchist's Approach to Being a Better LeaderMy linksTwitterIndie Bites TwitterIndie Bites YouTubeJoin the membershipPersonal Website2 Hour Podcast CoursePodPanda (hire me to edit your podcast)This Indie Life PodcastSponsor - EmailOctopus

#updateai #customersuccess #saas #business Customer success leader, Paulina Staszuk joins hosts Jon Johnson and Josh Schachter to delve into the critical importance of a structured onboarding process for new employees and its impact on successful customer relationships. They also share humorous banter and insights about creating a positive employee experience, the value of customer success in the tech industry, and the significance of taking a break to recalibrate. Timestamp: 0:00 - Preview, Intros & BS 5:50 - Reflect, Recalibrate & Refuel 13:00 - Perfection isn't a reality 17:08 - People. Process. Product 18:20 - Employee onboarding is broken 23:03 - Happy CSMs Happy Customers 25:00 - What should employee onboarding look like? 30:20 - Tools for onboarding employees 39:20 - BS & Closing ___________________________

Welcome to the 17th episode of AutoKnerd! In this episode, we dive into the often-overlooked but incredibly important step of the automotive sales process: the delivery. A great delivery is more than just handing over the keys—it's about creating a memorable experience that ensures the customer's happiness and sets the foundation for future loyalty. Join me as I explore why a thorough and thoughtful delivery process is crucial for both the customer and the dealership. In this episode, you'll learn: Importance of a Good Delivery: Understand why a smooth and detailed delivery process enhances customer satisfaction and fosters positive relationships. Steps for a Successful Delivery: Discover the key steps to ensure a comprehensive and engaging delivery experience, from vehicle walkthroughs to personalized service. Creating a Lasting Impression: Learn techniques to leave a lasting impression that encourages customers to return for future purchases and refer friends and family. Benefits for the Dealership: Explore how an excellent delivery process can lead to repeat business, positive reviews, and increased customer loyalty. Whether you're a seasoned sales consultant or new to the automotive industry, this episode is packed with actionable insights to help you elevate your delivery process and enhance customer satisfaction. Don't miss out on these valuable tips—tune in now!

Get our FREE Amazon PPC bid optimizer: https://adlabs.app/ Join our FREE Discord community of Amazon PPC managers: https://discord.gg/AYfMkfBPzG Sign up for That Amazon Ads Masterclass: https://thatamazonadsmasterclass.com/ ------ CHAPTERS: 00:00 Introduction 02:15 Meet Carly McMillen 04:00 Does PPC help with Organic Ranking? 06:30 The "Customer Happiness" Index 9:35 Why SEO Doesn't Always Work 13:37 How PPC can sometimes HELP your organic rank 20:52 How PPC can sometimes HURT your organic rank 22:45 Using Deals to boost organic rank 28:17 Testing and Re-testing your keyword ranking strategies 34:19 Does Amazon like you? 37:55 Ranking strategies with Helium 10 40:00 Final Thoughts and Conclusion ▶️ Connect with Carly: LinkedIn: https://www.linkedin.com/in/carly-mcmillen-39b9b511a/ Carly's Website: https://www.ppcfarm.com/ Email: carly@ppcfarm.com

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Dive into this episode of Profits with Pajak as we explore three underutilized features of Yardbook that could revolutionize your lawn care business. From the seamless Selling Suite to customizable estimates and direct customer feedback tools, discover how these features can streamline your sales process and boost customer satisfaction. Learn practical tips and insights on maximizing these tools for your business growth. Whether you're looking to enhance your sales strategy or improve customer relations, this episode has invaluable insights for every green industry professional. Comments and Questions are welcome.  Send to ProfitswithPajak@gmail.com Episode Links: Apple Podcast Listeners- Copy and paste the links below into your browser. Yardbook features talked about in today's episodeYardbook Selling Suite (YSS) https://support.yardbook.com/yardbook-selling-suite-yss/ Configurable Estimate Line Items https://support.yardbook.com/configurable-items-for-estimates/ Customer Facing Survey/Form https://support.yardbook.com/send-custom-form-to-customers/ Upcoming Events: October 14-15, 2024 Louisville, Kentucky LCR SUMMIT- Business Transformation in 2 days!    https://www.lcrsummit.com  October 16-18, 2024 Louisville, Kentucky Equip Expo Get discounted tickets using promo code PAJAK  https://www.equipexposition.com/   Training and Courses Budgets, Breakevens, and Bottom Lines™ Workshop The System is designed to help you avoid common failures and achieve your business' financial goals. https://www.johnpajak.com/offers/qvgvV8m3/checkout   Yardbook Training Workshops Learn to use Yardbook like a pro to streamline your business and make more money! https://www.johnpajak.com/offers/aJ9YX7aB/checkout   Show Partners: Yardbook Simplify your business and be more profitable.  Please visit www.Yardbook.com  Get 30 days of Premium Business level of Yardbook for FREE with promo code PAJAK   Green Frog Web Design Get your first month for only $1 when you use code, PAJAK , and have your website LIVE in 3 weeks from projected start date or it's FREE for a year. https://www.greenfrogwebdesign.com/johnpajak   Mr. Producer- click the link to connect with the best podcast producer in the biz! https://www.instagram.com/mrproducerusa/

In this episode, we explore six transformative strategies for utilities to reduce call center volume drastically while significantly improving customer satisfaction. Our conversation starts with the benefits of empowering clients through comprehensive self-service portals, the advantages of implementing AI chatbots, and the impact of clear and well-designed billing. We'll also discuss the necessity for proactive outage communication, the efficiency of natural language IVR systems, and the convenience that comes with offering multiple payment methods.  Tune in to learn how these innovative approaches are reshaping the utility sector for the better by streamlining customer experiences. 

In this episode, I talk to Marybeth, the founder of knowledgeOwlMarybeth, the "Chief Executive Owl" at KnowledgeOwl, a company she unintentionally founded in 2015. Her passion for helping people led her from roles like camp counselor to "Director of Customer Happiness" at SurveyGizmo. When they thought of shutting down HelpGizmo, a knowledge base tool, Marybeth and co-founder Pete saw an opportunity and acquired it, giving birth to KnowledgeOwl.Marybeth's expertise lies in knowledge management, customer support, and building people-first businesses. KnowledgeOwl focuses on crafting awesome knowledge base software, driven by customer feedback and sustained solely by its profits – no external investors. Join us to explore Marybeth's journey, KnowledgeOwl's evolution, and insights into creating customer-centric businesses. Hosted on Acast. See acast.com/privacy for more information.

Bob, it has been a while since we have talked to the contact center show audience, and there are some rumors that I want to put to bed. Bob, the word on the street is we got rich and famous and we stopped putting out new show. I've gotten some responses from our fans. Can you put these rumors to bed? What actually happened here? Bob Well, as you can see, I'm calling you from my yacht. So the rumors are not true. I don't think anyone who uses the word customer service anywhere in their title has gotten rich from being in customer service. I remember the times I used to work with my budgets and nobody got rich there. Maybe some famous authors got rich writing books about customer service. I don't know why both of us are not in that category, but I do say we had a lot of fun doing that podcast we did. And we want you to follow us to the next podcast we're doing. Amas Yes. Bob So let's talk a little bit about that. Amas Let's talk about that. And we're going to talk about the new show, the customer happiness show. But before we do that, I went back and I looked, and over the course of those years, we put out over 70 episodes. I don't know many people, and they average about 45 minutes each. I don't know many people who can talk for 3 hours about most topics. Why do you love contact centers and customer service? Why have you stayed in it most of your career? What's in it for you? Bob Well, first of all, if we put out 70 episodes, then I probably have run out of things to say at this point. So maybe that's the reason why we stopped talking about contact. Amas Good point. Bob What do I love about customer service? I love that customer service is almost always a human experience. And yes, I know that digital is going to take over the world and call centers are going to go away. And all the pontificating about how much we're not going to have a call center, I don't think those are right. And I love that human interactions are almost always part of the equation. And it's in those times that we walk away from a company more loyal, saying, that was a good experience. That is why I like customer service. What about you? What's your draw to customer service? Amas I think, Bob, it's a profession that has allowed me to utilize many parts of my brain and my know, there's a little behavioral economics there, right? How do you get people to do things, whether employees, customers, how do you get them to behave? There's a lot of technologies, technology, and a lot of things. And then there is what we used to call soft skills. And one of our few guests we had on the show taught us there was tough skills. That's a great episode. You guys go check that out. And by tough skills, people used to think about them as just pleases and thank you. There's a little art about how you deliver information, how you listen, how you do that. So you have to learn about those things as well. Then there's data involved, right? You got to measure everything because you're trying to do things efficiently and effectively. And as you know, I tried to go do something else for a little while last year, and I came right back and I'll probably spend the rest of my career doing this, and I can't imagine doing anything else. And so we've stopped putting out. I mean, we'll come occasionally and put out some shows here. The show is still going to be up, guys. You can get it. But we have made this pivot. And I got to tell you the story about how this came of. The name of the show, by the way, is the customer happiness show, but the name of the show, the format of the show, all of this came. I took a trip to Bob lives in Memphis and I live in Oklahoma City, and we go and see each other as often as time, and all of that permits. So I go there. We had a few beers in Memphis. We took that really long walk. I don't know how many miles that thing was. I wanted to see the little river thing. I don't know what you call that body of water, but we took that walk around it and we agonized about what this format will be. All we were sure about is we know that we've put out tons of contents to help contact center people around the world till this date. I still get emails that I don't forward to, Bob. They don't come in as often anymore because there are no new episodes. And every time someone mentions the show, it gives me lots of joy that we put that out. But we wanted to pivot to go talk to consumers, the Joe blow consumers out, Bob, and you can share more about. It's been months since we were having that conversation. Why are you excited about this format and specifically talking about consumers? What really excites you about it? Well, I think the very first time. Bob You and I were on a podcast together, if I'm not mistaken, was sometime in late 2019, where I joined yours, and we started talking in the same vein along. What do we get? Could we do a podcast together and our main number one goal was to have fun doing it. And I think we've met that number one goal. I hope we meet that number one goal with this one. But I'm excited because like you said, we talked a lot about sales and contact centers and walk up service and just about every kind of service. And it's always been the knowledge from the inside out. It's always been helping people on the inside do it better. So I'm excited to take all of those years of knowledge of what happens on the inside and turn it around. We did a show recently over on the new podcast about customer service at SiriusXM. And so what we're able to do is we understand service in general. So we're able to take the inside view and share it with the consumer and say, here are ways that you can be a better consumer to get better service. That's what excites me. It's from the outside. Amas I think. I think for me, Bob, similar to what you're saying, I feel like because we were so focused on the inside, the professionals, we were always helping the consumer. We were trying to teach people who delivered your service, contact center leaders, et cetera, to deliver your good service. Now we get to kind of be in the middle. We're going to focus on the consumer, bring all of our inside information in and teach consumers how to do that. I remember I'm a foodie, as you know, and Bob is as well. We both love food. And the book that changed the way I order out is Anthony Bourdain's kitchen confidential. And that's what I hope this is in know. He taught me that don't order the special, don't order the like because he was a chef and he knew all of that inside deal. And he didn't write the book for chefs, he wrote it for people who go out to eat. Until this date, when I walk into a restaurant, the things I learned from him still kind of echoes in my brain. And I hope this show becomes that. But the second reason I'm really excited is the format that we haven't told you guys about is we debated a little bit on the contact center show, but this show is all it is, all of us, not every single show, but for the most part, we are going back and forth. And I don't think it will surprise anyone who's listened to Bob and I over these four years that I win almost every time. So that part also excites me. I don't know if it excites Bob so much. Losing to me every week. But that part really gives me a lot of joy. Bob You definitely win every time you're talking because you say the most absurd things that I've ever heard, much like the. Amas One you just said. Bob But that is part of the reason for me also. I enjoy the back and forth. Amas So we are on the show and I suspect, and guys, you got to check out the show. I don't think the show is us. While it's called customer happiness, we are not on the show talking about how great customer service is. We are often on the show talking about some of the things and helping consumers navigate it better. So let me ask you, let me put you on the spot. What is your biggest pet peeve? You are a consumer. All of us are consumers. What's your biggest pet peeve? Put your customer hat on. Bob Well, mine is always when I'm told this is the policy and that's the only thing we can do. I hate hearing the word policy. I think that we probably make those agents that way because we do have a policy and we do tell them they can't negotiate. But that's my pet peeve because there should always be negotiation. In fact, I'll tell you an experience. I recently was at a well known shoe store and the employee came back and said, I'm sorry, but that's the policy. So I said, well, the policy doesn't make any sense. And he said something to the degree of, if I had a dollar for every time a corporate policy didn't make sense in my job, I'd be a millionaire. And so here's a guy that would really like to help me. Agrees with me that the policy is crazy. But he's quoting me the policy. So the policy for me is the one. I don't know what yours is. What's yours? Amas Mine is maybe dishonesty is too strong of a word. I don't like the fact that I go somewhere, they ask me for my email address to send me a receipt, and then here comes all these emails. I don't like the we will be with you shortly. Your call is important to us. They will call me and they won't call me back. It's these broken promises for me that makes customer service a pain at times. And so I actually prefer just tell me what I'm getting so that way I know what this is going to look like. So, guys, again, I would be remiss if I didn't say thank you to every single person over the years who downloaded the show, who subscribed who liked, who told people about it, who shared it, I cannot know. Two guys, one in Oklahoma City, one in Memphis. Two friends got on the phone and talked. And at the peak of our show, 4000 of you would download the show. I am incredibly just humbled and thankful and just hope we get a little bit of that success onto the next show. So we're asking you to stick with us. Come with us to the next show. You're going to learn something. You're going to hear us even hopefully funnier and more entertaining. And Bob, by the way, is semi retired now, which means God knows what's going to come out of his mouth. So please come join us. Bob Yeah, I'm on my own now. I can say what I really want to say instead of what I need to be careful how I say it. But you can join us on the same channels you're used to. So we're on Spotify, we're on Alexa, we're on Apple, we're on all the places that you get your podcast. We're still distributing to the same places. You can do a search on the customer happiness show. We're the only one out there with that name. So you can search on that. We'll put the link in, put the name at the end of this video. But as Amas said, thank you so much for your listening to us. I had somebody tell me that was a new research analyst that just began to work in the contact center space in a financial capacity as a research analyst. Tell me that she felt like she got more information from our podcast. And I said, well, how many did you listen to? She goes, I'm too embarrassed to tell you how many of them I listened to. But she said that she got a lot out of it and it felt like she understood both sides of the contact center world by listening. So it's just those kind of comments and the emails that you send that have made us keep doing it. We just hope you'll join us in the new one. Amas Awesome. Well, please subscribe. Like comment. The show is still going to be available, we're going to keep it going, and every now and then we'll pop in and maybe produce some new content. But please subscribe the customer happiness show wherever you get your podcast. Thank you all. Bye.  

This week on Unpacked we chat with Dennis Agbegha, BSc, MSc. Dennis is a dedicated Customer Experience Knight with a passion for creating happiness. As an accomplished specialist in customer experience and relationship building, Dennis puts the needs and satisfaction of his customers at the center of everything he does. With a background in finance and a love for crunching numbers, he brings a unique perspective to the table.Having worked in major industries like banking, equipment finance, agriculture, real estate, and oil & gas, Dennis's expertise spans a diverse range of sectors. His skills include in-depth financial analysis, underwriting, loan structuring, and risk management. In this episode, Dennis shares his story from being a geoscientist to becoming a finance professional, and how he integrates his diverse skills to make a positive impact for entrepreneurs and small business owners. Gain insights into customer experience, following your dreams, and the art of creating happiness in both professional and personal areas. Dennis's story is not just about numbers; it's about fostering team spirit, inspiring change, and championing charitable causes. LINKS -Connect with Dennis on LinkedInSupport the showUnpacked is a podcast exploring life as messy people. It's conversations with counsellors, leaders, and storytellers discussing the experiences of being human. We talk about the strength that comes from big messy failures and vulnerable moments so we can learn to live more authentically. Subscribe and leave us a review!Instagram:@theunpackedpodFacebook: @theunpackedpodunpackedpod.caSupport the show*music by Bensound

Let's face it – your customers are the lifeblood of your business. Without them, you don't have a business. So, how do you gauge their satisfaction?Episode 41 of The Master Your Business Podcast covers 3 practical strategies for measuring customer experience (CX) for enhanced customer satisfaction!Enhance your listening experience with our detailed show notes, featuring bonus resources, additional insights and takeaways from this episode.Timestamps [0:00] Intro[04:57] The best way to identify recurring issues or pain points[08:56] How to get your customer satisfaction score[11:03] How to get your customer effort score[13:09] How to calculate your customer lifetime value (Live illustration)!

Discover the key principles outlined by Mike Campion in a recent coaching session on setting the salary for a Customer Happiness Manager in cleaning companies. With a base salary for a part-time role, Mike's approach focuses on reducing customer churn and generating positive reviews. By linking a significant portion of the bonus to churn rate and maintaining alignment with core company values, business owners can create a fair and motivating compensation structure. Love the idea, but find it overwhelming? Want to learn the next steps like, what to actually say on the call? Jump on a call with one of our coaches and learn strategies on how to grow your cleaning company and start loving your job every day! Book here  

In this engaging podcast episode, join host Nick Glimsdahl as he sits down with Shantanu Das, the GM and Head of Global Frontline Customer Experience at Wayfair. Discover the secrets behind Wayfair's remarkable journey in delivering exceptional customer experiences and unlocking the true power of customer satisfaction.Customer Contact Week is the leading event series dedicated to serving professionals within the customer service industry, kicks off its silver jubilee celebration in Las Vegas, Nevada. 25 Years of Shaping Customer Excellence, this year's event returns to Caesars Forum from June 19-22, 2023. CCW is powered by CCW Digital, a division of Customer Management Practice (CMP). Use the code CCWLV_P1N for 20% off all end user passes.Episode Highlights:Understanding the Significance of Customer Happiness and Loyalty:Explore why customer happiness and loyalty are pivotal to business success, emphasizing the customer-centric approach that drives Wayfair's operations.Analyzing Customer Data for Meaningful Improvements:Gain insights into the importance of analyzing both explicit feedback and implicit signals to truly understand customer happiness. Learn how connecting the dots between what customers say and what they don't say can drive actionable improvements.Leveraging Net Promoter Score (NPS) to Measure Customer Happiness:Discover how Wayfair utilizes Net Promoter Score (NPS) as a leading indicator of customer happiness. Learn about their approach to breaking down the customer journey into various components, enabling measurement and improvement of customer satisfaction.The Evolving Power of Analytics in Customer Experience:Understand the significant role that analytics plays in linking different aspects of the customer journey. Discover the importance of breaking down data silos within organizations and using data-driven insights to enhance the customer experience.Architecting Data Systems for Holistic Customer Insights:Dive into Wayfair's focus on architecting source data systems to facilitate the flow of data across different domains like supply chain, customer service, and marketing. Uncover how this holistic view of the customer experience enables meaningful actions based on data insights.Aligning Actionable Insights with Business Objectives:Explore Wayfair's approach to aligning actionable insights with overarching business objectives, ensuring meaningful results. Discover the single-thread owner structure employed by Wayfair to break down objectives into department-level goals.Collaboration and Customer-Centric Culture:Learn how collaboration and cross-functional communication form the backbone of Wayfair's approach, allowing customer problems to be addressed holistically across the organization. Discover the importance of a customer-focused culture and data-driven decision-making.The Role of Conversational AI in Customer Problem Solving:Delve into Wayfair's focus on leveraging Conversational AI to solve customer problems across different departments and use cases. Explore the potential for AI technology in enhancing the customer experience.Customer Focus as a Core Principle:Gain insights into Wayfair's emphasis on integrating customer focus as a core principle of their operations. Explore how they track metrics like Net Promoter Score (NPS) to measure and improve customer satisfaction.Addressing Challenges of Virtual Shopping Experiences:Uncover hints about Wayfair's approach to tackling the unique challenges associated with virtual shopping experiences. Learn how they adapt to meet customer expectations in the e-commerce space.Conclusion:Join Nick Glimsdahl and Shantanu Das in this thought-provoking podcast episode as they shed light on Wayfair's remarkable journey in customer experience. Gain valuable insights into the importance of customer happiness, the power of analytics, and the need for organizations to break down data silos for actionable improvements. Discover how Wayfair's customer-centric culture and innovative strategies pave the way for exceptional customer satisfaction.ABOUT NICK GLIMSDAHLSubscribe to my bi-monthly newsletterFind Press 1 For Nick on YouTubeFind me on TwitterFind me on LinkedInLISTENER SUPPORTPurchase Nick's books: Reasons NOT to Focus on Employee Experience: A Comprehensive GuideApparel: https://www.teepublic.com/user/press-1-for-nick Support this show through Buy Me A CoffeeBOOK RECOMMENDATIONS:Learn about all the guests' book recommendations here: https://press1fornick.com/books/ BROUGHT TO YOU BY:VDS: They are a client-first consulting firm focused on strategy, business outcomes, and technology. They provide holistic consulting services to optimize your customer contact center, inspiring and designing transformational change to modernize and prepare your business for the future. Learn more: https://www.govds.com/ This podcast is under the umbrella of CX of M Radio: https://cxofm.org/Podcast-Shows/ SPONSORING OPPORTUNITIES:Interested in partnering with the Press 1 For Nick podcast? Click here: https://press1fornick.com/lets-talk/ 

In the world of business, the concept of customer happiness has long been regarded as the holy grail.  Damien, CCO at Nimbello, argues that customer happiness should not be the primary objective in business. Instead, it should be viewed as a lagging indicator, a result of delivering value and meeting customers' objectives.Tune in to learn how you can maintain control of your customers and deliver exceptional value while ensuring the success of the customer's overall experience.Episode Highlights- STO framework for customer segmentation- Tailoring programs to deliver value and maintain customer attention - Value of maintaining active hygiene in customer interactions - Celebrating the efforts of customer success - Maintaining control as a CSM and understanding the customer experience- Creating a playbook for the team and using the STO framework- The challenge of identifying customer contacts  Damien has spent the last 20 years building, selling, and implementing SaaS. Since the inception of CS, he has worked to develop and refine best practices for revenue-focused customer success teams, helping hundreds of CSMs master their trade. He has served as a leader and advisor in Customer Success."The richest relationships I've ever formed with customers have come on the heels of exceptional value delivery." — Damien Howley 

Rahul Khatri is the CXO and Co-Founder of Stoggles where he leads brand growth and the end-to-end management of all their social marketing efforts as well as managing their in-house Customer Happiness team. Together with his co-founder Max Greenberg, the pair are building Stoggles into a globally recognized and trusted brand that offers a product unlike any other in the marketplace today. Prior to Stoggles, Rahul was Creative Director and Partner at ROAV Inc., a DTC sunglasses company.In This Conversation We Discuss: [00:00] Intro[01:05] What are Stoggle's products[02:26] Why Rahul started on Eyewear[05:28] Stoggles was a marketing play for ROAV[06:43] Crowdfunding as a go-to-market strategy[08:26] Niching down to a more specialized product[11:06] The realization of customizable safety wear[12:17] Sponsor: Electric Eye electriceye.io/connect[13:14] Sponsor: JSON-LD for SEO jsonld.app[14:29] Sponsor: Wayflyer wayflyer.com/ecomm/honest[15:32] Shifting the focus from ROAV to Stoggles[18:24] Niches are where the money is[20:44] Having a “test-and-learn” mindset[22:01] The new types of customers for Stoggles [23:28] Bringing people together to the Ecom community[24:11] Connections gives a greater brand impact[24:56] Where to find StogglesResources:Subscribe to Honest Ecommerce on YoutubePrescription safety glasses that do everything for people who do everything stoggles.comConnect with Rahul linkedin.com/in/rahul-khatri-080a84b0Take the first step towards Shopify success electriceye.io/connectGet your free structured data audit for your store jsonld.appFunding a better way wayflyer.com/ecomm/honestIf you're enjoying the show, we'd love it if you left Honest Ecommerce a review on Apple Podcasts. It makes a huge impact on the success of the podcast, and we love reading every one of your reviews!

Bessere Strategien zur Kundengewinnung und Customer Happiness?Sichere Dir hier Dein Erstgespräch In dieser Folge geht es um die - nach meiner Erfahrung- wichtigste Marketingregel.Ohne sie kannst Du nicht wachsen und nicht skalieren.Sie zeigt Dir Deinen Customer Happiness Score von 0 bis 10.Mir ihr erzeugst Du ein WIN-WIN-WIN.Menschen kaufen von Menschen. Sie hören auf Menschen, die vertrauenswürdig sind.Sie vertrauen darauf, dass Du die Lösung kennst, die Antwort weisst, was zu tun ist und dass Du helfen kannst.Dafür brauchst Du das Wissen über 3 Dinge:Was Deine Kunden wirklich wollen (das ist nicht immer das, was sie brauchen)Wie sie wirklich bekommen, was sie wollen (wonach sie suchen)Wie ihr Leben sein wird, wenn sie haben, was sie wollen (ihre Sehnsucht)Wie Du die Strategie dieser Folge umsetzt?Sichere Dir hier Dein Erstgespräch

The way organizations treat their people reflects on their customers - a work culture that is driven by the level of happiness of employees boosts the bottom line of any company. In the book Delivering Happiness: A Path to Profits, Passion and Purpose, Tony Hsie describes how Zappos defined their culture: Make customer service the responsibility of the entire company-not just a department Focus on company culture as the #1 priority Apply research from the science of happiness to running a business Help employees grow-both personally and professionally Seek to change the world Pay new employees to leave their company if the employee felt - there wasn't a fit Oh, and make money too . . . It sounds crazy? right?  I found a great believer in these principles to be my guest: Claire Boscq About Claire Boscq Claire is an international Award Winning Customer Experience Expert, The BizShui Creator, Keynote Speaker & Consultant Awarded No 3 Top Global Customer Service Guru with three decades of expertise. Claire is an authority in the Customer Experience Industry. Author of 4 books; with a No 1 Amazon Best Seller in 2020. And the great news is that she just moved from her beautiful island of Jersey! to Dubai

On this episode of The Digital Patient, Dr. Joshua Liu, Co-founder & CEO of SeamlessMD, and marketing colleague, Alan Sardana, chat with Sanjay Malayvia, Founder & Former CEO RL Solutions (now RLDatix) and Board Member at SeamlessMD, about "Building the #1 Patient Safety Software Company and Why Being a People-First Company Leads to Customer Happiness."

Elana sits down with Meredith Allen, Head of Customer Happiness at Soundtrap, in this episode of All Things Marketing and Education. The conversation covered a lot of ground, including Meredith's path from teaching to EdTech, working in a role that engages her in yet removes her from education, and how the EdTech industry could become a player in education reform.

The Disney Institute offers great advice on how to treat customers, whether you are an entrepreneur or an employee.The “Daily Dose of Disney with Ray Keating” podcast serves up a Disney or Disney-related quote each day, with DisneyBizJournal's Ray Keating offering brief, additional thoughts on how each dose ties in to life, career, business, entrepreneurship, creativity, storytelling, work, or just plain fun.Get organized, be inspired, enjoy Disney each day with The Disney Planner 2022: The TO DO List Solution.Check out www.DisneyBizJournal.com.Keating has three new books out. Vatican Shadows: A Pastor Stephen Grant Novel is the 13th thriller/mystery in the Pastor Stephen Grant series. Past Lives: A Pastor Stephen Grant Short Story is the 14th book and What's Lost? A Pastor Stephen Grant Short Story is the 15th. Signed books at www.raykeatingonline.com.Order Ray Keating's book Behind Enemy Lines: Conservative Communiques from Left-Wing New York  –  signed books  or at  Amazon.And one of Keating's newest books on the economy is  Free Trade Rocks! 10 Points on International Trade Everyone Should Know, which is available at  Amazon  in paperback or for the Kindle edition, and signed books at  www.raykeatingonline.com. Read Keating's latest columns on a wide range of issues at www.KeatingFiles.com. Listen to Ray's other podcasts – the Free Enterprise in Three Minutes podcast and the PRESS CLUB C Podcast.Love Ray Keating's Pastor Stephen Grant Thrillers and Mysteries? It's the Perfect Time to Join the Pastor Stephen Grant Fellowship! For the BEST VALUE, Join the Book of the Month Club. Check it all out at https://www.patreon.com/pastorstephengrantfellowshipHave Ray Keating speak your group, business, school, church, or organization. Email him at raykeating@keatingreports.com. 

Daniel Navacchi is Now Global Logistics' Director and Customer Happiness guy. He's seen a lot during his career in freight-forwarding, but nothing like the challenges currently disrupting global supply chains. Simon and Darren chat to Daniel about what's happening, when it's likely to change and how you can work with it.

Delphine Boursaud est la Head of Customer Happiness de My Little Paris. La mission de Delphine est de tout faire pour que les abonnés My Little soient heureux. C'est une mission de la plus haute importance tant on connait l'engagement de la communauté My Little qui, chaque mois, est "on fire" à l'idée de recevoir leur nouvelle box beauté et lifestyle. Avec plus de 140 000 abonnés dans le monde My Little Paris s'appuie sur des valeurs fortes pour satisfaire ses abonnés et se différencier de ses concurrents grâce à un souci du détail jusqu'au dernier kilomètre, de l'écoute client et de la bienveillance mais aussi une stratégie de recrutement qui créé de la valeur client. 

Le customer happiness est un synonyme du terme “satisfaction client”. En toute honnêteté, les deux termes se rejoignent et se complètent. Mais, pour moi, la satisfaction client est la base. Il ne s'agit pas d'une option à rajouter dans ton business model.  C'est d'ailleurs dans l'épisode N°90 du podcast Entrepreneure Care que je t'explique comment vraiment satisfaire tes clients en 4 étapes très simples.  Mais aujourd'hui, je veux te parler de customer happiness. Et si je différencie les deux termes, c'est qu'il existe une nuance de taille.

We've gathered our favorite insights and nuggets of wisdom from 2021 in a special wrap-up episode featuring:Karen Peacock, Intercom CEOHubert Palan, founder and CEO of ProductboardAmanda Renteria, CEO for Code for AmericaZanade Mann, founder of Black Women's Business CollectiveJaneen Uzzell, COO for Wikimedia FoundationFarhan Virji, Vice President of Customer Happiness at LaterWill Larson, CTO of CalmMaggie Hott, Director of Sales at WebflowDes Traynor, Co-founder and CTO of IntercomPaul Adams, SVP of Product at IntercomThank you all for listening over this past year – we hope you enjoy this episode and we'll see you in 2022. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Australia's used car industry's worth $55 billion and about 1 million cars are sold every year, some are new, some are used. Despite the huge market for car sales and our reliance as a country on personal vehicles, the process of buying and selling used cars is fraught with risk and hasn't evolved a great deal over the years. Whether you're buying a car off Gumtree or from Dave at the dealership down the road, you never really know if you're getting an absolute steal, or a total lemon. Given the size of the market and the evolution in how we shop and buy almost everything else, it's incredible that the industry has seen so little disruption. If you follow disruptors and innovative business models, you probably know of Carvana - they're the fastest growing online used car dealer in the United States and were recently added to the 2021 Fortune 500 List. Well, Australia has its own disruptor in the car sales space. Meet Cars24. Erin Williamson, Cars24's Chief Customer Officer, joins us on the show to talk about used car horror stories, the opportunity Cars24 saw to disrupt the market and provide an alternative model for used car buyers, how their business model works, why Cars24 doesn't have sales people, and why their online model is the way of the future for car sales.

Isn't that everyone's job?

Escalations, angry customers, and mistakes, oh my! If you're a CSM or CX leader, these words may elevate your heart rate. Mike Sasaki, VP of Customer Success at Support at Mitek Systems, has good news. These ‘bad things' don't actually have to be. Bumps in the road can lead to opportunities to improve, build trust, and grow retention in the long run. For Mike, zooming out to see the bigger picture requires us to look at everything from our metrics, our approach, and how we think about customer success as a whole. Listen in for Mike's counterintuitive advice that will bring you and your customers long-term success.

Today Steven and Kate are talking to Thomas Haida, Customer Happiness Officer at Microsoft, who has a passion for Cloud, Big Data, and Analytics. Thomas with his background across many industries, geographies, and technologies goes deep on AI i.e., the beginnings, where we are today, and where we are going. He shares his views on machine and deep learning as well as quantum giving us a good understanding of how AI is shaping and changing our world. Is Artificial Intelligence really… intelligent? Is data the key? What about bias? Please tune in and find the answers to these questions and a lot more. --- Support this podcast: https://podcasters.spotify.com/pod/show/steven-batiste/support

The software world is amazing. You're essentially just taking what used to be a rock and tricking it into thinking using electricity in a process that, to many, is comparable to magic. But human nature being what it is, it's very easy for this almost mystic power to get to one's head. You begin to obsess over the details, things that you can do and all of the possibilities that exist in the tech space... and you lose sight of what really matters: the customer. As a developer or a company leader the goal is not just to make cool things, but to make cool things that serve a purpose: enhancing the day-to-day life of the customer. When it comes to QA testing and automation, the goal isn't just to ensure that features function properly; the goal is to ensure customer satisfaction because, at the end of the day, that's what it's all about. In today's podcast, we sit down with Michael "Fritz" Fritzius and discuss topics such as different kinds of testing, bugs and defect management and how to maintain continuous deployment. Our Speaker: Michael Fritz Being a father, podcaster and automation guru, Michael does it all! With over 12 years in the quality assurance testing and automation field, Michael has helped numerous businesses create automation solutions through his company Arch DevOps. We are proud to introduce Michael "Fritz" Fritzius. "Breaking Into Software Test Automation" Udemy Course: https://www.udemy.com/share/104BMk/

This week, Cam and Yonas welcome Stacy Justino to the show! Stacy is the Director of Customer Happiness at Wistia, and has been running their support team for the past three years. She's worked her way through the support ranks and has a deep understanding of how to help her customers not just succeed, but excel.

Emily Garza is the AVP of Customer Success at Fastly. In this episode, Emily and Ben discuss why happiness shouldn't be used as a customer success metric, the importance of consistent storytelling, and the value of clear communication and curiosity in business.

Stacy Justino, Director of Customer Happiness at Wistia, shares her 5-step process for launching support for a new feature or product. After 10+ years in customer support and many product launches, Stacy's got it down to a science.

In this episode of The Support Automation Show, Justin is joined by Stacy Justino, Director of Customer Happiness at Wistia, to discuss Stacy's journey from a school teacher to a customer support specialist, her top three tips on revolutionising customer experience, and how support automation can solve business challenges.

In dieser Podcast Folge erfahrt ihr von Steffen Welsch, Head of Customer Happyness bei Tandemploy, wie man als Unternehmen wirklich auf die Präferenzen von Kandidatinnen und Kandidaten einzahlt und wie man Kunden und Kundinnen langfristig glücklich macht – sei es mit den passenden Jobangeboten als Head of Customer Happiness oder als Fischbrötchenbudenbesitzer am Deich mit selbstgebrautem Bier. Dabei geht es unter anderem um diese Fragen: // Wie kann man als Unternehmen den Menschen in den Mittelpunkt stellen? // Wie hat Tandemploy sein Motto "keep the distance und stay connected" in der Krise umgesetzt? // Welche Skills werden in der neuen Arbeitswelt zunehmend wichtig? // Arbeitszeit ist Lebenszeit! Welche Dinge sollte man dabei zukünftig besonders beachten? Das alles und viele weitere Antworten gibt es in unserem Podcast - hört rein! Ihr braucht Hilfe bei einem New Work Konzept oder anderen HR-Herausforderungen? Sprecht uns an! https://www.mercer.de/our-thinking/neue-arbeitswelt.html Euch gefällt die Folge? Wir freuen uns, wenn ihr Sie mit euren Freunden teilt!

 In this episode, we dig into how great companies are able to charge a premium that the customer is happy to pay. There's a very simple, clean, and straightforward process that they follow. We will discuss an amazing thing the blue bottle coffee company does. We also cover restaurants and car dealerships. The learnings will apply to other industries too.  

Stacy Justino, Director of Customer Happiness, Wistia, speaks at SparrowCast on how to improve the efficiency of your Customer Experience program.

It is refreshing to hear Raquel Noboa share success of hotel's commercial and operational metrics she witnessed from starting a Green Hospitality Program at Hotel Doolin in Ireland. Raquel Noboa has worked in hospitality for over 23 years, and her own Green Journey began at Hotel Doolin in 2012. She was working there as the Sales & Marketing manager, when the Hotel decided to start a Green Hospitality program. Within 2 years implementing the program, the hotel reduced their Energy by 30%, waste by 40% and water by 25%. Raquel then started Fifty Shades Greener with a mission to embed Environmental Education to businesses, communities and the younger generations. They currently license training courses to governments, public agencies and universities. In the episode, we talk about mindset barriers to greening hospitality business, that sustainability is affordable and small actions taken everyday make a difference towards sustainability. Proud to hear she is now featured in Ireland's National newspaper and wishes to support more hotels in the journey for Green Hospitality. Her favourite hotel in the world is Kandolhu island, Maldives. Show Notes: https://www.linkedin.com/in/raquelnoboa/ https://www.hoteldoolin.ie/ https://www.fiftyshadesgreener.ie/ https://www.businesspost.ie/smes/making-it-work-company-that-helps-hotels-go-green-has-a-global-reach-fdf55301 https://www.kandolhu.com/?utm_source=glopss&utm_medium=partners&utm_content={country_code}

VP of Customer Happiness at Later chats to Dee Reddy about what B2B support teams can learn from their B2C counterparts.

On today’s episode, Kunle is joined by Louis Lavedan, Strategic Partner Manager EMEA at Gorgias - a Paris-based eCommerce customer experience platform. The platform allows you to create a unified stream to offer effective customer service on all platforms. Gorgias is trusted by over 5500 merchants. What do you think of when you hear “Customer Experience”? The common answer would be sending shipping info, handling returns and answering post-purchase questions. If you are of this opinion too, then you’re leaving money on the table! Customer experience (CX) has really come into the spotlight with the explosive growth of eCommerce. For successful brands, CX is a pillar for driving sales and retention. Being wherever the customer is and responding promptly is the difference being gaining, retaining or losing a customer. However, keeping tabs of all communication channels and offering prompt customer service can be daunting. This is where a platform like Gorgias comes in. In today’s episode, Kunle and Louis talk using technology to build a CX that’ll set you apart. You will get to hear about how segmentation and automation can instantly boost productivity and drive revenue. This is a great episode for eCommerce brands of all sizes! ----------- SPONSORS: This episode is brought to you by: Klaviyo  This episode is brought to you by Klaviyo – a growth marketing platform that powers over 25,000 online businesses. Direct-to-Consumer brands like ColourPop, Huckberry, and Custom Ink rely on Klaviyo. Klaviyo helps you own customer experience and grow high-value customer relationships right from a shopper’s first impression through to each subsequent purchase, Klaviyo understands every single customer interaction and empowers brands to create more personalized marketing moments. Find out more on klaviyo.com/2x.   Rewind This episode is brought to you by Rewind. The #1 Backup and Recovery App for Shopify and BigCommerce stores that powers over 25,000 online businesses. Direct-to-Consumer brands like Gymshark and Movement Watches rely on Rewind. Cloud-based ecommerce platforms like Shopify and BigCommerce do not have automatic backup features. Rewind protects your store against human error, misbehaving apps, or collaborators gone bad with Automatic backups!   For a free 30-day trial, Go to Rewind.io, reach out to the Rewind team via chat or email and mention ‘2x ecommerce’ Famous This episode is brought to you by Famous. Famous enables brands on Shopify to easily build beautiful landing pages and product pages that include custom video, animations, and more. All pages built on famous are optimized for storytelling and selling on desktop and mobile.   Famous’ software allows you to build your pages in minutes without code, so you don’t need a developer. You just need to want to build a better experience for your customers. Famous has worked in the past with many leading online retailers including Honest, Justfab and more.   You can try it for free at famous.co/2x.

Gagner du temps : c'est la problématique que tu rencontres principalement dans la gestion de ton customer care.  Prendre soin de ses clients passe surtout sur le fait de prendre le temps de construire sa relation avec son audience. Dans cet épisode de podcast, je vais te donner quelques conseils pour que tu puisses mieux gérer ton customer care, voir même l'améliorer dans ton business, sans que cela ne te prenne trop de temps et n'impacte ton organisation. Belle écoute !   

Delphine Boursaud est la Head of Customer Happiness de My Little Paris. La mission de Delphine est de tout faire pour que les abonnés My Little soient heureux. C'est une mission de la plus haute importance tant on connait l'engagement de la communauté My Little qui, chaque mois, est "on fire" à l'idée de recevoir leur nouvelle box beauté et lifestyle. Avec plus de 140 000 abonnés dans le monde My Little Paris s'appuie sur des valeurs fortes pour satisfaire ses abonnés et se différencier de ses concurrents grâce à un souci du détail jusqu'au dernier kilomètre, de l'écoute client et de la bienveillance mais aussi une stratégie de recrutement qui créé de la valeur client. 

Lange Antwortzeiten, bürokratische Hindernisse und noch ein weiteres Kontaktformular nach ohnehin schon unzähligen Klicks sorgen für eine allgemeine Unzufriedenheit: Willkommen in der Servicewüste Deutschland. Frank Steiner, Principal Inbound Consultant bei HubSpot, zeigt auf, wie es anders geht und wie ausgerechnet ein Finanzamt als gutes Beispiel für positive Customer Experience vorangehen kann. Themen: [02:00] Über den Beruf des Inbound Consultants [03:18] (Un)glückliche Kund*innen [04:01] Das Flywheel [07:43] Customer Happiness, Satisfaction & Success [15:15] Kundenservice-Tools, die in Deutschland beliebt sind [19:36] User Education [27:05] Customer Happiness und ihre Kennzahlen [30:12] 5 Schritte für glücklichere Kund*innen [41:14] Ein besonderes Beispiel für Kundenzufriedenheit In der Show erwähnt: Helpdesk-Umfrage: https://hubspot.de/podcast-umfrage E-Book Kundenbefragungen: https://offers.hubspot.de/kundenbefragung Feedback zu unserem Podcast? Gerne an podcast-dach@hubspot.com Erfahre mehr über unseren Podcast: https://www.hubspot.de/podcasts/the-digital-helpdesk Das HubSpot CRM: https://www.hubspot.de/products/crm  Wenn dir unser Podcast hilft, digital erfolgreicher zu sein, unterstütze uns gerne mit einer 5-Sterne-Bewertung, einer Rezension und einem Abonnement.

Gowri Ramkumar of Document360 hosts the podcast Knowledgebase Ninjas (https://document360.com/podcast/) and offers listeners insights on how knowledgebases and technical writing can integrate into an organization. Follow @TechCommUAH or email Ryan Weber at ryan.weber@uah.edu for more information about the show.

What comes to mind when you think about the relationship with your manufacturers? Chances are you have the same picture in your head as so many other brands. You see a series of events that starts with opening a purchase order, and goes down the line of tasks including paying for your items, getting them shipped and then starting the process all over again. It’s a transactional relationship that has seen very little disruption through the years. But the times are changing, and a company called Italic is leading the charge when it comes to developing a new framework around partnering with manufacturers. Italic is a membership-based brand that gives customers access to products produced by the same manufacturers of the top brands in the world. Jeremy Cai is the CEO of Italic, and he likes to say that Italic is a marketplace-inspired supply chain. On this episode of Up Next in Commerce, he explains exactly what that means. Jeremy describes new and different kinds of partnerships with manufacturers that, for the first time, makes them true partners in business. Plus, he explains why that partnership is leading to a better end product and happier customers. He also dives into new ways you can leverage manufacturers that many aren’t aware of, and details the metrics and strategies that subscription companies need to be focused on to rise above the competition.Main Takeaways:Getting in on the Action – Traditionally, manufacturers have not had to put much at stake financially when working with brands. But, with a company like Italic, the manufacturers take on a financial risk. In doing so, they also become more involved partners which leads to a better end product.It’s Deeper Than You Think – There is now a partnership opportunity between manufacturers and brands when it comes to designs and in-house pattern design capabilities t In the past, much of the design and pattern work was done solely by brands. But today, many manufacturers have high-quality design and R&D talent inhouse and create showrooms of products that brands can tap into.Meaty Membership Metrics – For membership-based companies, there needs to be less value placed on the traditional metrics that have so often defined ecommerce companies. Tune in to hear which ones are crucial to pay attention to.For an in-depth look at this episode, check out the full transcript below. Quotes have been edited for clarity and length.---Up Next in Commerce is brought to you by Salesforce Commerce Cloud. Respond quickly to changing customer needs with flexible Ecommerce connected to marketing, sales, and service. Deliver intelligent commerce experiences your customers can trust, across every channel. Together, we’re ready for what’s next in commerce. Learn more at salesforce.com/commerce--- Transcript:Stephanie:Welcome to another episode of Up Next in Commerce. This is your host, Stephanie Postles, cofounder of mission.org. Today, we have Jeremy Cai on the show, the CEO of Italic. Jeremy, welcome.Jeremy:Thanks so much for having me.Stephanie:I'm excited to have you on the show. I was mentioning earlier, but I've read quite a bit about you guys. I see you in a lot of the eCommerce newsletters that I follow, so it seems like you're growing in popularity at least when it comes to people writing about you right now.Jeremy:I don't know if that's a good success metric, but we're doing I think a good job on media coverage right now.Stephanie:There you go. I think it's a pretty good one. Tell me a bit about Italic for anyone who hasn't heard about it, doesn't know what it is. I would love you to give a brief overview of what it is.Jeremy:Sure, so Italic is an annual membership that costs $100 a year and our members get access to hundreds of products that we design and develop inhouse, ranging from cookware to bedding to towels to apparel and accessory, footwear and many more coming soon, but the difference is we sell them at prices where Italic it doesn't actually make a profit. This actually results in pricing that is dramatically lower than both direct-to-consumer companies as well as traditional incumbents, oftentimes in the 40% to 50% to sometimes 70% to 80% range. We've been around for about two and a half years, but we've only launched the membership about a month and a half ago, and so far, it's been a pretty good start.Stephanie:Very cool. You have membership and you're not making money on the actual products. Tell me more about what would be an example of something you're selling and how are you encouraging people to sign up for a membership to get access to everything that you just mentioned.Jeremy:Sure. One example of the product that we sell, and this applies to all their products, is let's just take our slumber cotton sheet set, for example. The sheet set sells anywhere from I think ... Actually, I might have to actually look at this for cross reference, but I think it's like anywhere from $80 to $120. Those are prices where we're not actually making money. Those prices do include things like freight and warehousing and fulfillment fees, but generally it still comes out substantially lower than the prices that our competitors would set. Then in terms of how we're actually attracting new members, really I'd say it's from two general ways.Jeremy:One is I think the goal is for our members to be saving money on their first purchase. This oftentimes comes through the lens of product marketing. If we would do a great job of really letting the products tell their own story of saying how great quality they are, the same manufacturers of so and so brands are, which certifications these manufacturers have, what specific details of the products really sell the product itself, I think that actually helps sell the membership for us because we don't really have to say like, "Hey, with this membership, you're saving all this money." instead it's like, "Hey, this product is obviously really great and it's really high quality."Jeremy:Then once you look at the price point, the perceived value is like, "Oh, I'm going to save pretty much the entirety of my membership fee in one or two purchases," which we see in the vast majority of cases. Typically, 93% of our new members will break even on their $100 fee in one order, but on the flipside on the membership, this is different than the standard transactional model in which you have to be a paying member in order to purchase anything. I think we do have do a fair amount of education in terms of showing to our members or showing to our audience who might become members, "Hey, this product, you can only buy it if it's a membership. This is how the platform works. This is why it's different than a brand. I think we have to put out a lot of content in terms of actually sharing like, this is how we were able to put together this offering that doesn't really exist elsewhere."Jeremy:We do a little bit of both, but I would say right now we lean a little bit heavier towards product marketing since we have a lot of new exciting launches coming up.Stephanie:That's awesome. Talk to me through a bit about what was your thinking behind creating a membership program for because I think I saw you started out with it and then maybe you stopped doing it and they started again and feel free to correct me if that's not right, but tell me about what was that journey like.Jeremy:It was not easy. I would say the way I like to view it is the first two and a half years of our business, we've really been focused on the supply side of operations, building out that product assortment, and exactly like you said, we did launch in 2018 with a membership product. Within basically a month or two, we decided very, very early on like, "Hey, we had three manufacturers in three categories at the time, handbags, scarves and eyewear. As you can imagine, those are not necessarily high frequency purchases to substantiate a membership value proposition.Jeremy:We actually never actually charged anyone for the membership. It was always a test to see how the response would be. Overwhelmingly, we saw that the product response was great, the quality was great, but I think the offering was too limited at the time. Instead for the following two years, we ran a transactional model in which we made money through marking up our products, albeit not as much as a brand would. Our products might be marked up two to two and a half times, whereas our competitors will mark them up five, 10, 15 times sometimes. That's how we made our money.Jeremy:Really the incentive was, "How do we build a product assortment that's large enough, so I guess wide enough and deep enough to attract the member to actually convert?" Around, I would say, Q4 of 2019, to be totally honest, I think we saw two things happen. One was the structural, I guess, implosion of the venture direct-to-consumer model in which a lot of brands, I think, who had been raising money and then going out with this one playbook that hadn't been set maybe back in 2013 to 2017, I think suddenly realized, like, "Hey, we are not technology companies. We are a brand and we make money through transactional volume." Basically, I'm just trying to say we saw the writing on the wall if we were to continue that model.Jeremy:Then in Q1, we also took a hard look in terms of our user behavior. We saw frequencies of purchases, our lifetime values get to a place, our product reviews, our NPS scores all get to a place where we felt confident in our product assortment to date. When we first started, we might have had maybe 30 or so skews. Now, we have over 1,000 skews. It finally got to a point where the product assortment felt mature enough to launch a membership product. We tested that, and then basically right when we started testing it, that's also when COVID hit.Jeremy:We figured there's either two options. One was we just pull that and just focus on building the transactional model again and getting it into a sustainable place which is still the goal, right? We don't want to build an unsustainable growth model or alternatively stress test the model in the peak of, I think, consumer uncertainty in which we would see like, "Hey, does this value proposition of saving money resonate in the time when it would matter the most. Thankfully, it did and I think from April to May, June and July, we monitored our cohorts and user behavior really closely and wanted to make sure that the membership was something that we had conviction in.Jeremy:Eventually, we got to a point where we realized like, "Hey, this is ..." I guess the way I like to put it is our customers always liked us, but our members absolutely loved us. We decided to go all in and then finally released the public version of the product in July.Stephanie:That's great. That's good seeing quick pivots and seeing like, "What is the market telling us? Where are things headed?" and trying out different models. How are you going about building out maybe a financial model because I'm thinking if you have only a membership subscription-type model, there's probably only a limited market? You can't scale indefinitely. There's only a certain people who will be on that versus making profits off of each product. I'm sure those are two very different models. How to do think about it financially when trying the two different ones out?Jeremy:That's a very valid point and I think we knew going into it that there is a lot of subscriptions out there and a lot of subscription fatigue and at least the states in the US in which everyone has a Prime membership or a Spotify subscription or Netflix and to add one more to that is always asking a lot. I think we knew going into it like, "Hey, this is all or nothing in which you can't launch a half-baked type of membership product." I think to the financial level, I think two things are worth noting before we decided to do this. One was the fact that we are capping our upside to $100 very literally for pretty much the extent of the year and the incentive in that case is, one, can we launch products and provide a service that our members love so much that they'll stay for years to come in which our LTV or lifetime value in that case would become quite substantial and hopefully our churn would be low and retention would be high and so on and so forth?Jeremy:I guess that's one area is we really were aware of the fact that if we cap our financial upside that the immediate short term would be that we're limited to $100 for the year, but the amount of utility and value that we could provide to a member would be so great that they hopefully stay for years to come in which our LTV would grow to a point where we would actually outperform our transactional type of behavior. Then the second point, exactly like you said, memberships aren't for everyone. We're very well aware of that, but I think something that has been exciting for us to see is if we're able to build this type of product, I think it is genuinely massively different than anything close to us.Jeremy:Whereas most of these direct-to-consumer brands, they're basically providing products and a story to a customer which is an incredibly, incredibly competitive market. We have a product where it's like, "Hey, for $100, you get access to all the products we sell at a price where we don't make money. I think that's a genuinely differentiated product in which we know it's not for everyone, but we think value-driven commerce, it's not sexy per se, but it is something that is very attractive to a very large segment of the American consumer base. I think we were willing to take that bet.Jeremy:Of course, we wanted to monitor really closely so that we weren't losing money on transactions at least and at least that we were breakeven and we were able to accomplish that within the months of the pilot, so we felt confident in rolling it out more broadly, but I think to answer that more directly, if we didn't see user traction, if we didn't see members using the platform or membership or if we saw our NPS or product reviews drop or if we saw an increase complaint rate, increase return rate, etcetera, then I think we would have actually probably returned back to the transactional model, but it was something that we felt confident enough in just off of a couple months of data that we've decided to go all in.Stephanie:That's awesome. I think that's so great, because it really shows a longer term vision and commitment to be around where I think actually a lot of B2C companies right now are missing that. I don't know if it's because of the VC stage where it was like grow really quickly, but it seems like a lot of people are more ready to just quickly make as much money as possible, maybe sell the company off, see what happens afterwards, but I really like the idea of actually telling your customers, "Hey, we're only going to make $100 profit for the year off you that essentially cover some of our costs." I could see that really helping a customer want to also support you guys along with just wanting it because maybe it's a very good service and some platform they use.Jeremy:Thanks. That was pretty much the bat. The reality of the business right now is if you're a direct-to-consumer brand and you're starting out nowadays, you might raise one round of financing, let's say anywhere from $500,000 all the way to like $3.5 million or something of the sort if you want to pursue that route. That's pretty much all you're going to be able to raise or at least assume that's the last capital you're going to raise, and then subsequently, you're going to try to sell. Nowadays, what I've seen whether it's a PE firm or a conglomerate or a larger direct-to-consumer brand that might be interested in acquiring one of these assets, it's now valued off of EBITDA, as opposed to revenues or run rates which is what we saw in between 2014, let's say in 2019.Jeremy:I think the reality is nowadays if you're trying to build a venture scale business in this model, it's really, really tough. I think the actual advantage of doing so is doing so sustainably with growing off the business off of cash flow as opposed to equity raises and going that route. Then, I think for the companies that have already raised that are in this tricky spot where we were for sure, we had to look ourselves in the mirror and just say like, "Hey, what is something that would be significantly differentiated in the market that has technology scale outcomes that would be potentially accessible if we were to do everything perfectly right.Jeremy:I think that's the only reality where we can actually like continue as a venture scale business. I think that's what we had to really just operate with the mentality of. I think in terms of like the customer empathy too, we always knew that our prices were good, that we always came maybe 15% to 20% lower than the next direct-to-consumer brand, but truth be told, if you were to compare our products which were objectively great products next to a brand's products that built all of their community messaging, advertising, copy, etcetera off of that single category, 15% to 20% off might not be enough to sway one of their customers to decide to purchase the value option, whereas nowadays to go much, much lower into the 60% to 70% range, that's a lot more powerful sway.Jeremy:I think for us we knew that it was a risky bet, but I think the customer would ultimately like it a lot more and so would the investors and I guess, business community at large. I know the brands don't like us, but that's another story.Stephanie:Well, that's actually a good segue. I wanted to hear some of the behind the scenes of partnering with these manufacturers and thinking about the psychology behind, "This is also bought," or let's see, "It's manufactured at a factory that also produces Prada." I saw that on your website mentioning like, "It also manufacturers this, this and this," and I was curious to figure out like, "What was the process to partner with these manufacturers and then also be allowed to say, 'These brands are also built or manufactured at this factory as well'?" It seems like that'd be a tricky area to play in.Jeremy:I can't deny that. I think we have a unique value proposition in that case. That's really what drove I think, a lot of our early interest in the brand over the first two years. In full transparency early on, I was personally quite nervous about it since it is a pretty radical statement, especially since like we position ourselves not so much as an individual brand, so much as, say, a platform or a marketplace or a retailer. I think in the early days we were very careful. All these things, it's not to say that we've loosened up on this. We're still very, very careful about auditing all of our partners, making sure that we're working with the best of the best in each category, regardless of where they are in the world.Jeremy:Oftentimes, that comes along with saying, "Hey, this product is made in the same manufacturer as X, Y and Z brands." That's part of the selling points of the product. I think in terms of the tricky part was obviously on the manufacturer side. We have an interesting relationship with our manufacturers in which it's not like a normal brand in which they're a vendor and we're a client, where we just place a PO and then we'll mark up their products and then that's how we profit. The best we can do in that case is like get letters of credit or Net30, Net90, etcetera.Jeremy:Instead we actually have a financial relationship with our manufacturers in which they actually are taking on inventory risk and we're taking on the marketing risk of this inventory in which their incentive is to take inventory risk for a higher yield or higher rate of return on the inventory that they're producing and owning. Then our risk, of course, is making sure that we can sell that to our members at a price point that is still radically lower than the competition, but at a place where they'd be happy with the profits. I think that was actually the tricky part because manufacturing, and this is actually my personal like family background is a really hard business and margins are already razor thin.Jeremy:On a final sale, a DTC brand might take like 80% of the margin and cost might be like 20% and the manufacturer might actually take like 5% of that cost. That's honestly how it works. It doesn't matter if you're like a legacy brand or a direct-to-consumer brand. Manufacturers treat them all the same because it is the same for them. I think on the flip side for the manufacturer, they are not oriented to take capital risk. They have predictable revenue. If you place a PO, we expect payment certain date, whereas on Italic, there is no legitimate end date for a certain PO to be paid.Jeremy:It's a little bit nuanced and that was actually the hardest part I would say of convincing these manufacturers to join. It really wasn't the brand piece. The brand piece we're always very careful of ... We always do very careful audits to make sure that they're factual claims. We always do audits with our general counsel as well to make sure that we're making claims that are factual. On the trademark side and then on the copyright side, we have a development system when we're merchandising that there's at least a number of differentiating points on the product, but we've actually never really run into major issues on this.Jeremy:Perhaps that's because we're a smaller brand right now. As we grow, the issues might pile up, but at least for now, it hasn't really been, that the legal side hasn't been a big issue. I would say it's actually more so convincing the manufacturers to take on this new type of model, but I think now that we've been around, we have over 50 manufacturers we work with. I think we've had a really good relationship with all them thus far. Yeah, I think other brands always come into question, but it's never actually been like a point of contention.Stephanie:I could see that being really beneficial for you having the background in manufacturing for those manufacturers to also feel like, "Hey, this guy gets me he understands. He knows that we don't have big margins." I want to talk a little bit more about that piece. I could see a lot of the manufacturers really liking that you have a background in manufacturing because you understand that tight margins and you're not trying to maybe push them too far. I was wondering, one, had they ever done this model before where they're taking on inventory risk? Then two, were any of them scared to work with you because they didn't want to make the brands that they work with upset?Jeremy:I can answer the second one first, which I think it's actually pretty straightforward. That has never been a reason why a manufacturer wouldn't work with us. I thought it would be, I guess in actual practice, I think it hasn't been. The reality is most of these manufacturers have a number of clients and I think they will readily offer new clients the current client list and say like, "Hey, this is who we work with. You should trust us," as part of the vetting process. What we're doing is bringing that information that all the brands already know and offering that to a customer as well, so one more layer of information that a normal brand would never offer.Jeremy:The bigger issue with the manufacturer is actually more so just capital. It's like, "Hey, you got to fund hundreds of thousands of dollars for this first run and you're not going to see a payback until we start selling it, and depending on when we decide to launch it or decide to really invest in growing that category or product offering, the return might not be immediate." I think that was actually the biggest problem. Every so often what we'll hear that'd come up is like, "Hey, we prefer that not to happen," but with regards to the brand names being mentioned, it's never been a reason as to why a manufacturer wouldn't work with us. It's always been capital related.Jeremy:Then I think to the point of the model itself, I think people have tried different approaches to this over the years. In the States, at least, there is really no one doing anything like us right now because it is an extremely ... I would say like you really have to be aware of how manufacturing works, how to communicate with them, how to work with them, also how to partner with them. That's not something that like the vast majority of American brands will ever understand and for good reason. They really have no reason to because the entire business model of commerce is built on markups, as opposed to us where you can basically just treat them as a vendor. If it's not working out, if you need better pricing, you can always counter source and so on and so forth.Jeremy:The relationship there was always rather fragile, whereas for us it's very strong from day one because we have to be in which we become basically financial partners immediately. I think they haven't necessarily ... We work with manufacturers in Asia predominantly, in Europe, in the US and for the majority of them, these are not small mom and pop merchants or artisanal shops. They are pretty professional large scale production houses for very large runs. We work with like five different public listed manufacturers. I think for them, this model is, I like to call it like a private label as a service in which they can experiment very rapidly if it works.Jeremy:We do all the design and development in house, so we take care of pretty much all the heavy lifting on the stuff that they don't have, but if it works, great. If it doesn't, the downside is basically the capital that they put into it. We haven't had that happen yet. I think it's a new ... We like to think of it as like a marketplace inspired supply chain which none of these manufacturers have encountered before, but it is something that I think has promise.Stephanie:It's so interesting thinking about everything that's going on behind the scenes and I honestly have not even gone deep into the world of manufacturing, so I have so many questions, but one that comes to mind which is probably maybe a more basic one, but how did you even go about finding out who manufactured what products? If I owned Prada, which I do not, I definitely don't, but if I did, and I was like, "Hey, who makes this? This is really nice," I want to find out what factory it's coming from or who's actually behind the scenes making it, how did you even start that process of finding that out and then finding the next one, the next one and maybe getting referrals?Jeremy:Well, you just named it. Sourcing is a weird business in which it's still and this ... Not just sourcing, but a lot of the supply chain is still heavily relationships based in which it's like, "Who do you know? Who do you know? Who do you know?" and that's who you're able to work with. In the early days, I personally met and lived between China and Italy for the first year of the business and I met with hundreds of manufacturers, many of whom are now our partners, but in the beginning, were very skeptical, "Who is this guy? Who is this company?" I think the best way to put it, it's like in terms of sourcing, the best way to do it is through referrals.Jeremy:We've tried everything from digital platforms to sourcing companies to even trading companies just to see what type of quality and price point we can achieve, but ultimately, we've always found the best option would be to do direct sourcing ourselves. We actually have an internal team coming from the likes of Patagonia, Arc'teryx, Zulily and Amazon, really focused on sourcing the world's best manufacturers in each given category. Each time we want to enter a new category, we will always ask for referrals from our existing manufacturers. There's digital products that help you find manufacturers through other sources but generally we found the best have always come through referral.Stephanie:I think I've looked online before looking into, maybe this is a 3PL that I was looking at. Either way, that whole world seems pretty behind the times when it comes to trying to find things online and get details about it. It does seem like referrals would be the best bet in that industry.Stephanie:I was going to ask when it comes to inventory risk, you were mentioning that the manufacturers take on the inventory risk, do they also have a say when it comes to the pricing of the product?Jeremy:Yup, they definitely do. We are hand in hand with their manufacturers at every single point in the development journey, from material selection, color dyes and sample reviews and so on and so forth in which if we are talking about cost structures and cost payments, or sorry, sample reviews, we're always thinking about price and we're always very transparent with our manufacturers in terms of what our research tells us. If we believe a certain price threshold is too high, we'll tell them, and vice versa, they'll tell us like, "Hey, this is getting expensive. Do you think your customers or members will still want that?"Jeremy:Ultimately, the incentive for manufacturers to earn a higher than normal profit margin on Italic sales because they're taking on the inventory risk, so there, we're able to pay them out substantially more than they would ordinarily make. I think they're very in tune with our orders, sometimes even more than we are in terms of the performance. We've also built a lot of internal dashboards that we'll share with all of our manufacturing partners for them to log into, review the performance. Sometimes, we'll need to set price points that are lower, so that will encourage a product to move faster and they're able to cut down on their margin, but still again, it's at price points that are pretty much close to cost.Jeremy:It doesn't really moving the needle too much nowadays that we're past the transactional model. It's easier to do that on the development side when we're actually developing these products, or on the flip side, if a product is actually performing way too well, they might actually ask for us to develop a more premium version or a version that uses a high quality or a more expensive material, not necessarily higher quality, just a different material. For example, we started with cotton sheets. It was sateen. Now we offer percale and we're looking into linen. Then we also offer eucalyptus lyocell sheet set as well. Those were examples of where we saw their consumer demand really expand what our manufacturers want to develop and as a result their price points were able to change quite a bit depending on the product.Stephanie:I was thinking about that these manufacturers probably have a ton of insights into what's selling with their other brands, what consumers are interested in. I'm wondering, are they even allowed to share that and help influence your guys product designs and say like, "Hey, we see this plain shirt with like a lion on it and selling really well with Anine Bing," which we just had on the show?Jeremy:I guess there's two ways to look at it. One way really is from the lens of like, "Hey, the manufacturer has what I call like extraordinarily delayed insights into performance," in which the only time the manufacturer actually knows about how well a certain skew or style is doing. We're primarily talking about fashion and apparel and other soft goods and home for example. It's a little less seasonal or trend driven, but in apparel for example, a manufacturer will only know the performance of the line after the season or after the client comes back and places the reorder in which their insight is already delayed by a whole, let's say six to nine months.Jeremy:By then, it could already be out of stock or out of favor with the client. The second point is actually much more interesting in which this is the dirty secret of a lot of these brands is the manufacturers nowadays have significantly improved and really, really sophisticated design and development inhouse capabilities. Historically, let's say 30-40 years ago, a lot of the design and development and pattern making and so on and so forth was always done on the brand side. Nowadays, I really call it more of a partnership in which the design and R&D talent inhouse at a manufacturer is so great that sometimes, and this is like extraordinarily ...Jeremy:This is not just like startups. This is like huge multinational brands, all the way to brands just starting out in which their buyers and merchandisers or product developers or designers will walk into a showroom that a manufacturer has made for a season. They'll pick like four or five styles from the manufacturer's design books or pattern books and then say like, "Okay, let's make some small tweaks, but pretty much, it's the manufacturer's design that we're iterating on."Stephanie:Oh, wow. I definitely would never have thought that.Jeremy:It saves a lot of time if you think about it because developing patterns from scratch is really time intensive. You have to ship samples back and forth all the time, whereas if a manufacturer already had a lot of these samples ready to go for you and you just had to tweak, let's say, the material or stitching or whatever it is on apparel specifically that it cuts down development time significantly. It happens pretty much everywhere and really the designers at that point in time are not really designers, but they're just iterating on the final versions of products. I think-Stephanie:That's a good secret that I never knew about.Jeremy:[crosstalk 00:33:15].Stephanie:When you're thinking about getting maybe inspiration though and you're looking around at some of the more luxury brands, how much of that can you actually take and use? Because when I'm thinking about, there's certain things that without a logo on it, you probably be like, "Is that from Walmart?" Sometimes the logo makes it where if it didn't have that, I don't know, personally, why anyone would ever buy it. I sometimes don't know why they would buy it either way have you ever had an experiment like that where you've been trying to maybe let a brand or popular brand influence products where then you're like, "Oh, actually, the logo kind of made that one."Jeremy:I think the way I would respond, one thing we really care about a lot at Italic is having a data-driven sense of merchandising in which we're using our customer insights to really drive the product decisions that we're making, both on the technology front as well as the product development front for our physical products. I think what we realized is, to your point of, "Does a logo make a product or does the product make the logo?" which is actually maybe a good way to think about it, is the fact that logos matter to some people and it doesn't matter to other people, but everyone has a specific category in their lives in which they care about having a logo and then vice versa like that same person might not care about having logos on other products that other people might.Jeremy:I guess a better way to put it is let's say you really care about having a logo on your handbag, but you actually, and I don't know if this is true or not, but let's say you don't actually care about having like the top of the line logo on your bedding or all-clad cookware or Le Creuset Dutch ovens or what have you, right? Let's say that's actually the mentality. On the flipside, I think there's a lot of people out there who would actually have the alternative approach which is like, "I don't care if I have a big fancy handbag, but I am really into cooking and I want the fanciest cookware and I need to have like X, Y, Z brands cookware in order to feel good about my purchase.Jeremy:What we found through a lot of our, I guess, our surveying is, one, the main reason why people buy from us is quality in terms of the product and the second is design and overarching, I guess, the main reason why you sign up is because you're getting quality at cost. The price point and the value you're getting out of your products is really, really high relative to pretty much any other option out there because we're not making money on the products that we sell. I think what we found is the people who sign up, if you're a fashionista for example, you're probably not going to buy our fashion products, but you might actually sign up for your home goods and then vice versa, someone who really cares about that specific type of bedding or having really great towels or candles or what have you, but doesn't really care about having a logo or the next trendy thing.Jeremy:The way we look at merchandising is really anti-seasonal in which we're trying to find products that are always evergreen. They might not be always in style or in vogue, but we know that they're consistent things that people will always want to buy. That's why we try not to fall too hard into having a specific branded look on our products. The product should be able to stand for their own.Stephanie:I like that. I'm just going to say quality always matters, I would think and I'm definitely your person because I'm a logo-less person. I don't care about the brand or where they come from. If the quality is good, it doesn't matter to me who makes it as long as the quality is good and something lasts. I like that. When we're thinking about metrics for subscription business, yours is very unique, of course, because right now, you're like, "We're not going to need more than $100 per person," but how are you guys tracking things? What metrics are you looking at right now to see if things are going well?Jeremy:We've changed our metrics a lot as we transition from a transactional model into a subscription basis as you can imagine, but what was interesting for me is because we run this type of membership in which it's not a ... I guess before I get there, in my mind, there's three types of consumer subscription products. One is you get something in a box every month and it's on a set frequency that you can customize. Secondly is you're paying a subscription for a discount. Then thirdly, as you're paying subscription for access to a certain product, whether it's digital or offline or whatever it is. I think we fall into the latter two in which you're paying for Italic because you want a discount on your products, but you're also paying for access to even shop those products in the first place.Jeremy:I think when we actually transitioned into this model, we realized like, "Hey, all this transactional revenue, metrics that we're tracking are actually great indicators of engagement. Now, those are our leading indicators of, "Are these members happy? Are they getting the most out of their membership? Are they unhappy because they're not using it? Are they logging back in? Is the conversion rate high for members? Is our average order value growing as we add new products or is that actually shrinking in which the products we're adding are actually lower price points?" so and so forth. It's a pretty sophisticated, I think, model that we've had to build in order to actually price these products at a price where we're not losing money on each sale but also not making money.Jeremy:It's on the engagement side all the things that historically eComm companies would track, your conversion rate, your LTV, your frequency of purchase, your contribution margins. These are all things that have now become like performance indicators on a membership basis as a cohort of how we track a certain cohort doing overtime, but now what matters on the company side is actually, "Are we adding new annual subscribers happily? Are they staying? What's our opt out rate? We offer like a 30-day period in which if you sign up and you decide not to place an order and you want to get a refund, we'll provide that, no questions asked. Right now, it's 5%.Jeremy:I think like those questions or metrics that we've done a pretty deep dive in terms of like what we actually want to see. Now really that the core metrics are like, "What's our new annual recurring revenue because it's an annual plan?" and then secondly what is ... We don't have retention yet since our first cohort is still seven months out from renewing. The second indicator of that is like, "What are all the engagement metrics telling us? Does that suggest that they're likely to churn or stay?" I think those are like the metrics that we've transitioned towards. There's a lot more that I could dig in there, but that's at a high level how we think about it.Stephanie:That's great. Are there any methods right now that you're experimenting with and seeing success around when it comes to keeping your users engaged or staying top of mind to them or even like different things that you're changing for the website that's connecting more with the customer when they're coming there? Any tests overall?Jeremy:I think we aren't great about testing and I'll be really forthright about that. We don't have much testing infrastructure built in. We don't have the ability to test their pricing. AB test for us are really just like, I think, very, very incremental changes. I think the biggest [inaudible] which is the transition from the transactional model and I guess the best way to really put this is like for example, during our pilot, we saw behaviors and frequency and lifetime value that we would expect on a transactional customer at month 12. We saw that on a membership level between weeks four to six. It was a literal 10x increase in utility activity for that member versus a customer who would otherwise purchase the product as a standalone.Jeremy:I think that's what I meant going back to the point of customers liked us, members really love us. That was something that we really saw. Then I think in terms of metrics that we're looking to test or at least improve with our customer that can improve the experience for them or at least hopefully it will increase our retention rates, I think that really comes in the form of, "What are the products that ..." The main four reasons why people opt out just for full transparency, one is it's international and we only serve the US, so they actually sign up through eagerly and they're like, "Hey, I didn't know that it's US only." That's actually the number one reason.Jeremy:Number two is financial. It's like, "Hey, I got furloughed or I was laid off," which happened a lot in the early days in April and May. Nowadays, it's less common, but the last two are ones that we can directly address. One is, "The product offering is currently not broad enough. You don't have a product that I want to see or a category that I wants to see." Lastly, "The products that I want are out of stock." This are directly in our control. For example, we'll show now in the coming soon page like what products are coming next for our members and that keeps them excited.Jeremy:Secondly is what products are being restocked. We're placing much, much larger orders, so that hopefully we don't have these out of stock issues. Really the reason was like our members just purchase at a substantially higher frequency than the nonmembers did. We actually underordered prior to the membership, because we didn't know what to expect. I think those are things that ... There are certain features like that that we developed for that use case, but really the only thing that we can solve for in a long-term basis is just develop more products, order more deeply, and hopefully as a result, acquire more members.Stephanie:I love that. I think that's a really good point too about how to keep people engaged and coming back to see like, "Okay, what's coming next? What's the new t-shirt that's coming out that I can get really excited about?" because I could see a lot of members maybe, at least in my head, I would think like if I am in a subscription or a membership, I would probably frontload a lot of purchases right away to get that value and then I might forget. I think that's really smart to find ways to keep someone like me engaged coming back maybe a couple months later if I forget, so that I will renew after the year.Jeremy:Exactly. I think for us really, the goal isn't necessarily to make you buy more stuff if you don't need it. The goal is to hopefully show that, "Hey, you're going to get enough value out of this membership, so that you're going to stay another year, or two or three or four or five in which there's a constant drop of new or a constant allure of new products that will be down the line such as products in travel. For example, we just launched our jewelry line last month and that sold out in a week's time. Now we know, "Hey, there's a lot of demand for that. We should order much deeper in it" I think constantly testing on the product side is something that we do a lot, but now that we're not making money on the transactions, we're not trying to force you to use it unless you want to.Stephanie:Very cool. I saw that you guys had a signup list. I think originally it was over 100,000 or something along those lines. I was wondering, how are you going about acquiring new customers? What kind of channels are working well for you right now? What are you finding success in?Jeremy:The hardest question for anyone in eCommerce nowadays. In 2018, we had a strong waitlist going into the membership, and then once we launched, we were like, "Hey, the membership is not going to work. We dropped it in, and instead all those people on the waitlist became our email subscribers and we were ... Fortunately, they eventually became customers as well. That was where a lot of that 100,000 original list went to. Then more recently, we actually had another waitlist. This time, it wasn't for marketing purposes, but it was actually like a legitimate operational waitlist in which we simply didn't have enough inventory to serve all of our members to a great experience in which if you've logged on in the third of all the products were sold out, that's not something you want to see as a first time experience.Jeremy:We have the waitlist up for a while, up until we can restock more deeply to address those issues which we've recently done. In terms of the new customer acquisition, I'll be like totally honest. It's a mix of performance marketing and brand marketing. We internally separate our marketing team into two. One is brand which is everything nonpixel-based or nonattributable to a pixel. Everything growth is pixel-based in which it's pixel through Google and the intention of growth is to grow the membership base. The intention of brand is to keep our cost per acquisition on the growth side low, so that hopefully it's not the first time that you're seeing, let's say, an ad from us, but instead it's actually a recall.Jeremy:Examples of that would be like influencer would be in brand. TV would be in brand even though I know there's pretty good models for tracking nowadays and attributing podcasts we still put in brand. All these things ... I guess I'm being hypocritical because those do have pixels nowadays, but really the intention of those is to get in front of you first, so that by the time that you see a Facebook ad or a Google ad, that you're already aware of where we are, so your interest is already piqued.Stephanie:Cool. All right. We have a lightning round coming up. Before I move on, is there anything that you were excited to cover that I forgot to ask?Jeremy:Well, our basics are dropping tomorrow-Stephanie:All right. Well, tell me more about the basics.Jeremy:We've had a line of recycled t-shirts for a while and those were really, really popular through a lot of quarantine. The number one requested kind of products for us for years has been a line of just great Ts, plain really high-quality t-shirts. It's finally coming out. I've been waiting literally a year for this. I'm super excited, but that's all. That's it.Stephanie:That's great. I love a good t-shirt. Actually, maybe it's always been a trend and I just haven't paid attention, but now it feels like it's really coming back to just wear a normal plain t-shirt or just something like simple on it. It feels like it's coming back strong, but maybe it's always been here.Jeremy:That's not surprising. I feel like a lot of people nowadays ... I'm sure there's a lot more people out there who could speak much more eloquently on why basics are great, but basics are always in vogue and our members have been requesting it very actively, so I'm excited to finally get that out.Stephanie:I will definitely have to check into that when it drops. All right, let's move on to the lightning round brought to you by our friends at Salesforce Commerce Cloud. This is where I'm going to ask you a question and you have a minute or less to answer. Are you ready, Jeremy?Jeremy:Yes.Stephanie:All right. What's up next on your reading list?Jeremy:Well, I actually just got a copy ... This is going to put me in a bad light, but I don't always read business books, but I just got a copy of Reed Hastings new book. I'm excited to begin. I literally just got it right before this interview. That will be next.Stephanie:Cool. What's the title of it? I don't know if I know which one that is.Jeremy:No Rules Rules.Stephanie:I'll go check that out. You have to let me know if you like it.Jeremy:Yeah, will do.Stephanie:All right, what's up next on your Netflix queue?Jeremy:I've been actually watching The Legend of Avatar which is-Stephanie:I don't know if I've actually seen that one.Jeremy:It's an anime, cartoon that used to run on Nickelodeon as a kid and I forgot how good it was, so I just watched that again.Stephanie:That's great. Netflix probably knows not to advertise that to me. They're like, "You just probably won't like that one." All right, if you were to have a podcast, what would the podcast be about and who would your first guest be?Jeremy:I've actually been thinking about doing one.Stephanie:You should.Jeremy:It's been on the list. That's actually why I have this fancy bike here.Stephanie:You do sound great, though.Jeremy:I think I wanted to do like a podcast show where ... I live in Park City, Utah. There's a lot of great ... I took up fishing during quarantine. I haven't really caught anything, but it's really relaxing. I thought it'd be fun to go out and go fishing and then do an interview at the same time. I think guests-wise, there's so many people out there. One brand I've admired for a long time is the, and I like loosely know them, but I've really liked the Buffy team for a long time. I feel like they're pretty unique. They have a lot of success, but they've still been humble about it and low to the ground. I think it'd be really cool to have them. My background isn't just like eCommerce and retail. I think it'd be a mixture, but yeah, that'd be a cool one.Stephanie:I like it. I can only imagine you catching a fish while trying to interview and how that was found. Interesting. All right, what is the favorite piece of tech that is making you more efficient right now or that you're enjoying?Jeremy:Oh, man, that is a tough one. I use a lot and the whole Italic team makes fun of me for it because I always add something new every week. I think the one that stuck with me for years is this company called Missive. It's a collaborative email inbox that allows the entire team to work in conjunction on emails. Let's say it's an email with a vendor or an email with a YouTuber who we want to advertise with, we can collaborate in line without having to go to Slack or take it to another email thread in the same place. Missive and Front in the same vein does the same thing. I think those two products are ones that I really couldn't live without.Stephanie:That actually sounds really good. Can you send it out? If I was one of your employees, could I say, "Send this out under Jeremy's email because he gets better responses as the CEO than I will"? Personal question. This is something I actually want to know for myself.Jeremy:There's actually a setting to do that in which you can share an address and other people, like let's say an assistant can send it for you, so yes.Stephanie:I like that. I'll check that out. Awesome. The last, slightly more difficult question, what one thing will have the biggest impact on eCommerce in the next year?Jeremy:I'm not going to give you the cliche answer and say COVID changed everything, which it did, but-Stephanie:We all know that now.Jeremy:I actually think it happened last year and then I already alluded to this earlier, but I think the biggest change will be the transition from ... People have been talking about these like DTC waves. The first wave was like the Bonobos, Warby, Everland 2008 to 2012 era, and then, the second wave was like everything thereafter. A lot of the direct-to-consumer brands you see nowadays, it's the category leaders per se, but I think now people ... Let's say from, I don't know, 2014 to 2018-2019. I think there's been a big change in the operating mentality of these newer brands in which if you're a new brand starting out, you can't go out and raise these massive rounds that these companies used to off of revenue growth because people have realized now, this is not technology revenue growth. This isn't like an 80%, 90%, north of gross margin product.Jeremy:There is a saturation level to performance marketing. I know I'm sounding like quite cynical here, but I mean that actually in an interesting opportunity in which you can actually raise that money, but I think if you're creative about cashflow and you're creative about how you grow the business, you can build a huge business. I guess Gymshark would be a great example of this in which you can bootstrap to a really large volume without having to raise equity financing. I think you can do it through focusing on cash conversion cycle which is what Gymshark has with its founders or you can have in any case of owned supply chain like House or Buffy does.Jeremy:I think there's different ways that you can frame the direct-to-consumer model that allows you to still grow, but I think the era of venture-backed DTC, getting into the series, A, B, C and onwards is probably over. I think that's already happened and I think that will probably be the biggest impact on the ecosystem.Stephanie:I completely agree with that. If you sound cynical, then I think cynical too, because I completely agree with that. That's a really good point. All right, Jeremy, this has been such a fun interview. Where can people find out more about you and Italic?Jeremy:Italic is on italic.com and I am @jjeremycai, J-J-E-R-E-M-Y, C-A-I on Twitter. I think that's the easiest way, but we'd love to have anyone as a member.Stephanie:Awesome. Yeah. Thanks so much for coming on the show.Jeremy:Thank you.

Steffen ist Head of Customer Happiness beim Tandemploy, Vater eines zweijährigen Sohnes, prämierter Bier-Brauer und seit neustem Tiny-House-Besitzer. Mit Tandemploy arbeitet er an der Zukunft der Arbeit. Und als Vater ist er selber jeden Tag gefordert, Familie und Job miteinander zu verbinden. Was mich beeindruckt, ist, wie konsequent er und seine Frau Jana ein gleichberechtigtes Modell umsetzen, um Arbeit und Leben miteinander zu verbinden. Gleiches wollen sie auch den Mitarbeiter*innen bei Tandemploy ermöglichen. Das Unternehmen leistet sich zum Beispiel einen extra Raum, falls mal die Kinder mit zur Arbeit kommen.

Continuing with our Customer Service theme, we will explore the future trends for Customer Service. Tethr, an AI-powered conversation Intelligence platform, did a research analyzing roughly 1 Million customer service calls with cross-section of industries with a proprietary 250-variable algorithm that measure customer experience. Matt Dixon, Tethr's Chief Product & Research Officer, also shared with us the new practices that help CS employees to improve customer's and their own call experience. Here is the link to download the Employee ToolKit that Paul mentioned on the callAs Chief Product & Research officer, Matt has responsibility for product strategy, product management, research and IP development at Tethr. Prior to joining Tethr, Matt was Senior Partner and Global Head of Sales Force Effectiveness Solutions at Korn Ferry Hay Group and, before that, was Group Leader of the sales, customer service and customer experience research and advisory practice at CEB, now Gartner. In addition to his responsibilities at Tethr, Matt is a noted business writer and speaker. His books include The Challenger Sale: Taking Control of the Customer Conversation, The Effortless Experience: Conquering the New Battleground for Customer Loyalty and The Challenger Customer: Selling to the Hidden Influencer Who Can Multiply Your Results. Matt is also a frequent contributor to Harvard Business Review, having been published more than twenty times in both HBR's print and online editions. Matt holds a Ph.D. from the Graduate School of Public and International Affairs at the University of Pittsburgh as well as a B.A. in International Studies from Mount Saint Mary's University in Emmitsburg, Maryland.About Tethr: Tethr's vision is a world where every company listens, and every customer is heard. Tethr is an Austin Texas-based maker of cloud-based conversation intelligence software that combines powerful AI, machine learning and over a decade of customer experience and sales research to surface contextual insights from phone calls and other customer service interactions. Organizations are using Tethr to quickly, easily and accurately turn large amounts of unstructured voice of customer conversation data into insights that fuel smarter decisions and improved business performance, enabling them to become Listening Enterprises. 

Guest Veronica Armstrong is the cofounder and CEO of Isle de Nature, a Boston-based home fragrance startup that recently placed runner-up at Roxbury Pitch Night, a virtual pitch night hosted by Venture Café New England’s Roxbury Innovation Center. Isle de Nature offers a line of home fragrance products starting with candles made from beeswax and soy. Armstrong is driven by the belief that "unspoiled nature is a luxury" as climate change threatens the islands she draws inspiration from. Isle de Nature's signature fragrance, Pagua Bay, is inspired by the bay leaves indigenous to Dominica. Armstrong has deep expertise in e-commerce customer acquisition and product growth. As employee #4 and the former Head of Customer Happiness and General Manager at Lovepop, Armstrong helped the brand grow from unknown to Sharktank to dominating the specialty card market. She spends her free time mentoring female entrepreneurs and was named one of the top 20 female VPs and Directors in Boston tech by Rev in 2018. Discover more Boston Speaks Up at Boston Business Journal's BostInno: www.americaninno.com/boston/boston-speaks-up/

Telco founder Mark Fazio chats to host Tim Reid about how he's created a customer happiness business that just so happiness to sell mobile and Internet plans. Not to mention the fact that he's competing against some brands with annual marketing budgets equivalent to the GDP of some small countries! See omnystudio.com/listener for privacy information.

We invited Shep Hyken, an international customer service and experience expert, to join us to talk about how to create amazing customer experience. While we at Delivering Happiness talk about WOW customer service a lot, Shep thinks that we should change our wording to amazing customer experience. Learn from him what the difference is! Here are some of the topics In this episode:You can now hear yourself on the DH Podcast!Fun Dept Activity Answers Revealed!The "secret" behind happy customers--(actually we agree that it's happy employees) How to develop a trusted brand [like Ritz Carlton] through amazing customer serviceHow to maintain and even create a higher level of trust with your customer even through crisis [he shared 5 point framework with us]What you can't cut in budget even during a pandemicHere is the link to download the Employee ToolKit that Paul mentioned on the callShep Hyken is a customer service and experience expert and the Chief Amazement Officer of Shepard Presentations. He is a New York Times and Wall Street Journal bestselling author and has been inducted into the National Speakers Association Hall of Fame for lifetime achievement in the speaking profession. Shep works with companies and organizations who want to build loyal relationships with their customers and employees.

Welcome to Fireside Chats with Klaus and Valentina - our brand new video series where we discuss the hottest topics in the world of CX with support leaders from around the world. In the first episode, we'll be talking to Stacy Justino, Director of Customer Happiness at Wistia - the creators of the video marketing software we all love to use. Improving remote work experience was one of the goals Wistia's team set for themselves at the beginning of 2020. Little did they know they'd get an intensive crash course just a few months into the year.

A lot of businesses put money before their customers’ happiness. We’ve all been there: we get a bill for a yearly subscription, but didn’t get any warning about the charge happening. And then, if we want to cancel, have to go through the onerous process of cancelling… sometimes via phone, to get the charge (hopefully) reserved. Jack and Paul dive into this topic, explain why Fathom doesn’t do this (and why it works out well), as well as cover several other topics like general expenses, standing desks and new features in our privacy-focused website analytics software.

One of the biggest mistakes we see made by companies, both B2B and B2C, is stopping their marketing efforts after the sale. While of course marketing is pivotal to earn customers for your business and get the word out about your offer, it’s equally as important to continue to build a relationship with customers after you have completed the sale. Whether your product is something that can be repeatedly purchased by your customer or is a one-time buy, these insights are valuable for all marketers as they help with improving retention, bettering your product to fit more customers’ needs, and helping your business earn referrals.This week, I sat down with WordStream’s resident customer marketing champion Kim Castings to discuss exactly what customer marketing means and how you can build a truly customer-first business. Throughout the episode, you’ll learn:   - What customer marketing means, and how a company can truly be customer-led.  - Some examples of companies that do customer marketing really well, plus what we can learn from them.  - Differences between how B2B and B2C companies can approach being customer-led.  - The most effective ways of staying in touch with a customer after a sale.  - Types of data companies should be collecting to be successful in customer marketing. We’ll cover all this and more. An important note about the episode: This interview with Kim was recorded before we’ve felt the majority of the effects of the coronavirus pandemic. These insights are mainly focused on tactics available within the traditional marketing landscape, so some options will not be available to you or your business at the moment. Regardless, customer marketing is a really important aspect of making a successful business any time, and it will make all of the difference in retention and gaining new customers.

In this interview with Val, we discuss:The metrics you should know when it comes to your email marketingThe benefits of using consultants to scale your SaaS businessThe importance of asking ‘why’ a lot when it comes to understanding your dataThe role of building brand affinity to reduce customer churnHow to build strong connections with your customers through your onboarding flowAdding a personalized touch to your onboarding to make your customers feel cared aboutYou can find Val at:fixmychurn.com@lovevalgeisler

On today's throwback episode of the FlipMyFunnel Podcast, Lincoln Murphy discusses the difference between customer success and customer happiness. ---- Join Sangram's "Becoming Intentional" newsletter for  1 min read on how to lead professionally, grow personally, and live fully. Only available on LinkedIn.

Michael Scott is the Co-Founder of The One Question which is the only system in the world that measures and manages Customer and Employee Happiness in real-time. We talk why feedback is so important and why marketers need to care about happiness. Founders365 is hosted by Steven Haggerty and shares a Founders story every day in 2020

"Over the years, it's more about who you know. Over the years, it becomes less about what your degree is. More and more, it's about who you know and the type of relationships you have with them." — Zoriy Birenboym

This episode of The Evolved Caveman focuses on the importance of corporate culture. Why does having a positive culture for your company so important? What are the payoffs for having one? What is the ROI of creating a more positive culture? What does a positive corporate culture look like? Positive psychology has thousands of studies that have answered these sort of questions. Tune in with Dr. John’s interview with JoAnna Brandi - a Certified Chief Happiness Officer and a specialist in creating Customer Happiness for an amazing and fun interview. She is the author of two books on customer loyalty as well as a new book - "54 Ways to Stay Positive in a Changing, Challenging and Sometimes Negative World”. She works with companies who want to energize, elevate and empower their people to take "Exquisite CARE" of their customers and their employees as a strategy to create “lifetime value” and profitability. Check us out on Google Play and give us a Like and Subscribe! https://play.google.com/music/listen#/ps/Imo4l6pgrbmeklxvec6pgwzxnz4 If you like what you've heard, support us by subscribing, leaving reviews on Apple podcasts. Every review helps to get the message out! Please share the podcast with friends and colleagues. Follow Dr. John Schinnerer on | Instagram | Instagram.com/@TheEvolvedCaveman | Facebook | Facebook.com/Anger.Management.Expert | Twitter | Twitter.com/@JohnSchin | LinkedIn | Linkedin.com/in/DrJohnSchinnerer Or join the email list by visiting: GuideToSelf.com Please visit our YouTube channel and remember to Like & Subscribe! https://www.youtube.com/user/jschinnerer Editing/Mixing/Mastering by: Brian Donat of B/Line Studios www.BLineStudios.com Music by: Zak Gay http://otonamimusic.com/

Reflections is a weekly episode where I document a week in my journey - I share my biggest lessons, takeaways, realizations, etc. in an effort to share my experiences with others so we can both improve the results in our lifeIn today's episode, I'm going to be talking about speed vs. connection, the correct ratio and timeline for a brew (according to Starbucks), why your foundation and the fundamentals must be strong, the consequences of keeping your irritations suppressed, the bad habit of ideas without applying them in action, how to keep your power in an interaction when you need to apologize, being exposed for my weakness in my drink foundation, going fast to go slow, simplifying Notion systems, and a bunch of random hacks for new partners at Starbucks. My links:Website: https://joshmoxey.comInstagram https://instagram.com/joshmoxeyFacebook https://facebook.com/joshmoxeyYouTube https://joshmoxey.com/ytTwitter https://twitter.com/joshmoxeyPodcast/audio versions:Apple Podcasts https://itunes.apple.com/ca/podcast/the-josh-moxey-journey/id1305500400Google Play https://play.google.com/music/listen#/ps/I5n3a2frujlcypze4b4fh5v2jdiMusic:Veepot & Brainrack - Eliminate https://soundcloud.com/hybridtrapmusic/eliminate

Interview met Karl Gilis over hoe je echt klantgericht wordt. Enkele tipsPraat met je klant. In plaats van te brainstormen over de klant.Verschuil je niet achter tools en cijfers.Doorbreek de silo's door samen te werken aan 1 gemeenschappelijk doel. Niet alleen binnen je bedrijf maar ook in je digitale team. Want daar beginnen de problemen.Gebruik geen vuile verkooptrucjes. Ga voor de blije klant. Je bedrijf écht doen groeien, doe je door je klanten een goed gevoel te geven. Door hen gelukkig te maken. Besef dat design belangrijk is. Maar laat designtrends voor wat ze waard zijn: niets.Zoek het beste design voor jouw merk. Volg niet je gevoel. Onderzoek, test en meet.Doorbreek de redesigncyclus. Maak niet om de 3 tot 6 jaar een nieuwe site, maar optimaliseer voortdurend. Spreek de taal van je klanten. Letterlijk. Gebruik hun woordenschat. En hoe je dat doet? Daarvoor moet je luisteren natuurlijk.

JoAnna Brandi is a Certified Chief Happiness Officer, a Happiness Coach and specialist in creating Customer Happiness. She is the author of two books on customer loyalty as well as an illustrated gift book called "54 Ways to Stay Positive in a Changing, Challenging, and Sometimes Negative World." She works with companies who want to energize, elevate and empower their people to take "Exquisite CARE" of their customers and their employees as a strategy to create lifetime value and profitability. She’s been in business 29 years, has clients in all shapes, sizes, and kinds of companies.

This week on Product Love, I talk to Jeff about the source of our feedback, and why we should care more about customer success than customer happiness.

We're replaying the top Monday episodes of all time! In this episode from March of 2018, I sat down with Lincoln Murphy about the four essentials for making customer success a priority.   There are a lot of myths involved in courting your customers, but you'd be surprised how often authenticity and success go hand in hand. Call me crazy but here's what I am doing - Text ABMisB2B to 33777 to receive a copy of Sangram's newest book. This is gift to YOU as a listener for a limited time! All I ask is for a review of the book on Amazon when you are done reading. Deal?

Stacy Justino, Director of Customer Happiness, Wistia, speaks at SparrowCast on how do videos help build trust with customers.

Exclusive Download: EBR Flow Planner™ – 9 Box Model to Run Your Executive Business Reviews, Retain High-Value Clients & Increase Expansion Revenue - http://bit.ly/2MjwFyF -- When I was building my company, Flowtown, I remember one of our potential investors talking about Expansion Revenue. I thought “Uhh… okay. What the heck is that?” You don’t wanna learn about this stuff FROM potential investors. Staring at them wide-eyed when they outsmart you doesn’t exactly scream ‘good investment’. But now I know how to use upselling to increase customer retention and leverage Expansion Revenue. It makes a real difference. I’ve used it in my own businesses and now teach it to my coaching clients too. Thanks for the lesson, investors! In fact, I taught this to a software founder I coach named Ryan and helped him increase his Expansion Revenue by 10% compounding on an annual basis… without it costing him anything. It’s actually really simple, but there are few steps to nailing your Expansion Revenue and I’m sharing them in this new video. Each one of these 3 has the potential to grow your profits. It might be small at first but they each compound over time. The 3 ways are: 1. Offer Account Review 2. QBR 3. Support Selling It’s super easy to focus on the big wins and jump straight for the investors. But if there’s revenue you aren’t tapping into and it’s right under your nose, you gotta do an audit of your priorities. And investors WANT to see that you’re doing this. They want to see that you are smart about increasing your customer satisfaction before they’ll be ready to buy into your business. The strategies in this video are the kind you can put into practice this week. You don’t need new people to implement it. You don’t need anything you haven’t already got. So what are you waiting for? It’s right under your nose. Check out the video, and drop us a comment to let us know if it works for you! -- Dan Martell has advised more startups than his hometown has people and teaches startup founders like you how to scale. He previously created, raised venture funding for and successfully exited two tech startups: Flowtown and Clarity.fm. You should follow him on twitter @danmartell for tweets that are actually awesome. + Instagram (behind the scenes): http://instagram.com/danmartell + Facebook (live trainings + Q&A): http://FB.com/DanMartell + Twitter (what I'm reading): http://twitter.com/danmartell Exclusive Download: EBR Flow Planner™ – 9 Box Model to Run Your Executive Business Reviews, Retain High-Value Clients & Increase Expansion Revenue - http://bit.ly/2MjwFyF

Figuring It Out Why Marie Forleo walked away from Wall Street to help people build lives they love. Marie Forleo was on the brink of the American dream. After graduating as valedictorian from Seton Hall University, making her the first in her family to graduate from college, she’d landed her first post-grad job on the floor of the New York Stock Exchange. Her peers were millionaires, and she was on track to become one, too. But that dream came crashing down after a panic attack halfway through a workday left her sobbing in the pews of the nearest church. Just six months into her job, the little voice in her head was telling her that she was on the wrong path, and she knew she had to make a change. Of course, she was petrified by the idea of leaving her job behind (especially with the mountain of debt that came with the pursuit of the American dream), and she didn’t know if she’d ever find something that would truly fulfill her. Determined to figure it out, Forleo eventually made her way to a new career path that would not only bring her happiness, but would also enrich the lives of many others experiencing their own difficulties. Today, Forleo inspires millions through her work as a life coach. She has over 578,000 YouTube subscribers on her award-winning channel, MarieTV, with over 49 million views spanning 195 countries. She’s also ushered 55,000 students through her eight-week marketing school for business owners called B-School. She’s even been interviewed by Oprah herself. And now, Forleo’s got a new book coming out, Everything Is Figureoutable, in which she unpacks the life lessons that she considers to be the secrets to her own success. While coaching wasn’t her next, or even her next-next career choice after leaving Wall Street in the dust, by trusting her gut, advice from her parents, and the tiny voice of truth in her head, she found her way there eventually and built a life she loved. Struggling to Start When she was younger, Forleo dreamed of becoming a Disney animator or a fashion designer. But amid her disillusion with the job on Wall Street, all she could think was, “What else am I going to do?” With her head spinning and stomach performing an intricate gymnastics routine, she called her dad. She was horrified by the idea of disappointing him, but didn’t know what else to do. “I was quite broken,” she says. She told her dad about how unfulfilled her coworkers seemed, her growing fear that she would end up like them, and her unmet desire to do something that brought joy to herself and others.  After baring her soul, Forleo nervously waited for her dad’s response. What he said would shape the course of her entire life. He reminded her that she would be working for the next 40 years or more of her life, and she needed to spend that valuable time doing something she loved. She quit her job two weeks later. But as little voices in our heads often do, Forleo’s told her just enough to get her out the door, but didn’t offer much insight on what she should do next. She loved design, but was also fascinated by business, so she decided to give the world of magazine publishing a go. Through a temp agency, she got an ad sales assistant position at Gourmet magazine. Forleo loved her boss and publisher, and, with a desk conveniently located right next to the test kitchen, she believed she had finally found her niche. But six months in, the voices of doubt took up their chorus once again. “I couldn’t deny the fact that I didn’t want to be there,” she says. Forleo wondered whether a more creative role in the magazine industry would quiet the voices, so she snagged a job on the editorial team of Mademoiselle. Sure enough, when she reached that six-month hurdle, the voices told her that, once again, it was time to move on. Discouraged, frustrated, and afraid for her future, Forleo wondered if there was just something wrong with her. Why couldn’t she find any work that made her truly happy? A Calling for Coaching The profession of life coaching wasn’t something most college graduates in the 1990s considered or even knew existed. In fact, Thomas Leonard, who is commonly called the father of the profession, only began his work in the 1980s. So when Forleo stumbled across an article about life coaching in the early 2000s, it was as if she was uncovering a buried treasure. “When I read this article, I swear to you, it was like the clouds parted and cherubs came out and they were shooting little sunbeams into my chest,” she says. At just 23, Forleo questioned whether she had anything to offer as a coach, but she says something about it just felt right. So she enrolled immediately in a three-year, part-time training program. When the six-month wall that had diverted her path so many times arrived, she pushed through it like tissue paper. And for the last two decades, Forleo’s “move along” voices have been silent. In 2001, she launched her first weekly newsletter, called Magical Moments, which attracted a modest following. Slowly, but steadily, her reach grew. Forleo attributes much of her success to her tremendous patience, calling herself “a worker bee.” Her skills and audience grew, and she launched new, ever-evolving platforms. As the 2000s rolled into the 2010s, Forleo launched B-School, her online course on marketing for business owners, as well as her wildly successful YouTube channel, MarieTV. But her journey wasn’t all unicorns and balloons. She encountered moments of failure (like the time she tried to build a custom coaching platform without a lick of relevant tech expertise), but each one taught her a valuable lesson. “I realized the power of positive quitting,” she says. “I think there’s a big distinction between giving up and moving on.” She also learned the principal of, as she puts it, “simplifying to amplify.” As Forleo began to draw international attention for the work she was doing, she felt the pressure to create more, attend more, and give more. Pulled in so many directions, the beginnings of burnout set in and she felt she wasn’t giving her best to her flourishing business. “Having a really successful, thriving business is not just about the money,” she says, emphasizing each word. “How does your team operate? How do they feel showing up to work every day? How do you, as the founder, feel? Are you so stressed out that you want to run away and hate that you even started this thing?” So in 2013, she decided to scale back and focus instead on the things that enabled her to make the most impact. She says she killed over a million dollars in revenue with a snap of her fingers. But the flood of creativity and renewed sense of direction that followed laid the groundwork for her to rapidly recuperate that amount and much more. So when others tell her that she should be investing more time in a particular platform or conference or trend that she feels will take her off track, she has no problem saying no. “I’m not out there to chase things,” she says. “I’m not going after vanity metrics. I give no shits about any of that. The metrics that matter to me are the lives I can impact, the profitability of the company, the difference I can make through our philanthropic endeavors, and am I actually enjoying my life.” She also knows who to listen to when considering what to add to her business—her customers. “The feedback, the iteration, the constantly making it better is how you get to something that’s legendary,” she says. “And I think folks don’t have the patience or the ability to focus over time and the desire to make something extraordinary, and that’s why we have so much mediocre.” Forleo says that the Customer Happiness department is the largest chunk of her 30-member team because they are committed to responding to every single email received. So, for example, when she noticed an influx of emails from MarieTV viewers lamenting that they most enjoyed listening to her show in the car as they drove but hated running up their data, she created a podcast to solve the problem. And if anything is clearly evident, it’s that Forleo is, to her core, a committed problem solver, a trait she attributes to her enterprising mother. Sharing Her Secret to Success Forleo’s mom, the child of two alcoholic parents from the projects of north New Jersey, “learned by necessity how to stretch a dollar bill around the block like five times.” She was always looking for ways to save money, so if something was broken and the price for a professional to fix it was too steep, she would fix it herself. From a leaky roof to cracked bathroom tiles, lack of experience or a college degree didn’t keep Forleo’s mother from tackling even the most complicated projects. One day, Forleo found her mom hard at work fixing her favorite radio, a Tropicana orange with a red and white straw for an antenna. Staring at the fully disassembled radio, amazed, Forleo asked her mom how she planned to put it back together again. Her mom told her that nothing is too complicated if you just jump in and get to work, because “everything is figureoutable.” That conviction lodged itself deep in Forleo’s heart, and it carried her through everything life threw at her, from difficult relationships to launching her own business. So when the time came to write her second book, she knew she had to share this principle with the world. In Everything Is Figureoutable, which comes out this month, Forleo builds on three simple rules:     All problems (or dreams) are figureoutable.     If a problem isn’t figureoutable, it’s not a problem. It’s a fact of life.     You may not care enough to solve this particular problem or reach this particular dream, and that’s OK. Find something you really do care about, and go back to Rule #1. While these principles can be used in every aspect of life, Forleo feels they are particularly applicable to entrepreneurship, a career path she feels is often “over-glammed.” She says that being an entrepreneur is a lot harder than it looks because it’s all about suffering in the short term to reach long-term goals, and sometimes that period of suffering can feel neverending. “I think we all really feel stuck in our lives from time to time, but if you do embed this belief that everything really is figureoutable, it gives you this energy to get up and go again,” she says. Forleo also insists that the ability to change direction is essential for a business owner. “To survive as an entrepreneur, you have to be incredibly nimble and flexible and to keep evolving yourself,” she says. “Otherwise, you’ll get left in the dust.” And she advises any founders who are living in fear or doubt about their business or career path to pull out a trusty journal and write it all down. “We, just as humans, underestimate the value of writing things out and writing things down,” she says. “When it comes to feeling stuck—when it comes to feeling fear, which can stop many of us—we allow it to stay amorphous and kind of shapeless like a boogeyman in our head, rather than being concrete and specific about it on the page.” Forleo’s particular brand of down-to-earth optimism has inspired millions, and, through her new book, she is excited by a new opportunity to share a piece of how she achieved her dreams. As Forleo’s business continues to grow, expand and evolve, one thing has remained ever constant: the belief that her audience can fashion a life they love, just like she did. Because, after all, everything is figureoutable. Interview by Nathan Chan, feature article reprinted from Foundr Magazine, by Erica Comitalo Key Takeaways Why Forleo was miserable living the American dream The advice Forleo received from her dad that empowered her to walk away from her job on Wall Street Her brief stint in magazine ad sales and editorial work How Forleo discovered the world of life coaching The journey of scaling a newsletter, online course, and YouTube channel to an international level Forleo’s thoughts on positive quitting and the motto “simplify to amplify” Why Forleo decided to scale back on her business and kill over a million dollars in revenue in the process Who Forleo turned to when deciding the new direction for her business The valuable lesson Forleo learned from her mom, which inspired the premise for her new book Everything is Figureoutable Forleo’s survival tips for entrepreneurs

Lincoln Murphy discusses the difference between customer success and customer happiness.

Keeping customers happy is the goal, right? Not always. Often, a customer won't stick around with a service provider if they don't succeed in their goals. Even if that customer is happy with the service. Fortunately, we had Jason Katz—Manager of Retention Operations at Terminus—on the #FlipMyFunnel podcast to dish out some advice in keeping that balance between happiness and success.   P.S. If you're interested in going to the 2018 #FlipMyFunnel Conference in Boston, use the promo code: ONETEAM to get discounts on your tickets.  Link to check out the conference and tickets and all that jazz: https://flipmyfunnel.com/2018-flipmyfunnel-conference/

In this one, we're replaying our most downloaded podcast episode, an interview with Lincoln Murphy in which he discusses the difference between customer success and customer happiness.

Tune to listen to Pooja Ghera, Principal Product Manager at Amazon, talk about Product Expansion. She will be discussing about customer happiness and how to meet your business goals. Get a FREE copy of our Product Book HERE

Donna Mezey built her career at a small stock photo agency that grew up to eventually become Getty Images. After a successful 10 years career, she left her executive role for the startup world. After a journey through a few different companies, she concluded that the startup work style wasn’t compatible with her life, which now included a family. She set off on a quest to find a job that took advantage of her skills and experience in Customer Happiness, but would offer her the flexibility she needed. Through research she was doing for her own child’s educational path, she discovered the field of Independent Education Consultants (IEC). Donna was so drawn to their work that she became certified as an IEC herself.  Today, her company works with high school students through. She’s all about finding the college that provides each child with the right financial, academic and social fit. In this episode you'll hear: How her career grew up along with that first tiny company as they went from storing photographs in plastic baggies to becoming the world's largest digital content provider. Why she eventually decided to take a step down in career level. How it feels to be the only parent in your department at work. Why paying $285/hour for an Independent Education Consultant ended up saving her money, and put her on a journey to a new career. Why, as a college counselor and alum of a prestigious university, she doesn’t recommend that route for her clients, or even her own child.  Why sending a high school student to a college counselor can save money overall and reduce stress. About the free weekly content she provides on the college search process. Her College Admissions Demystified Facebook group includes a highlighted college of the week, application tips, and relevant articles. Her take on the recent college admissions scandal. Other links mentioned in this podcast:

After all, everybody loves to feel special. People like it when they’re valued. And customers are happy fans if you do random acts of unexpected kindness during your engagement with them. The surprise element is the cherry on top that helps you pull this off successfully and guarantees the delights of your customers. To help you do this, start with this simple two-step process: Prioritize which customers are more likely to engage with you. Technically speaking, you can’t make every single one of your customers super delighted by doing small, significant and surprising gestures to them. You need to prioritize by targeting new orders placed by: Regular, repeat customers that have higher than average Customer Lifetime Value with you; and, First-time customers that placed an order that’s 30% higher than your Average Order Value. These customers are likely to be more engaged, so they spend more money with you. 70% of emotionally engaged consumers are willing to spend twice as much on brands to which they are loyal, so it’s important to pinpoint who these customers are in your circle. Place “small but significant and surprising” delights for their orders. Here are some gestures you can consider: Include a free product in their order. This could be a supplementary or complementary product that they’d love to use together with the product they ordered. Give them free or expedited shipping. If free shipping isn’t possible, make it cheaper instead. Place a handwritten “Thank you” note in their order package. If handwritten notes aren’t your thing, you can also send them a personalized email (or even video!) to thank them for their order. At the end of the day, doing small gestures to delight your customers kill two birds with one stone: – You improve your customer service operations and your business as a whole. By the year 2020, customer experience will overtake price and product as the key brand differentiator. Doing small but significant and surprising gestures for your client helps you stand out from the crowd and catch the attention of your loyal customers. – Your customers market your product for you. 72% of customers will share a positive experience with 6 or more people. If your customers are overcome with warm fuzzies and feel-good feelings, you’re sure that they’d love to tell their friends and families about their great experience with your company. Doing small gestures that’ll delight your customers doesn’t have to break the bank. If you prioritize well and personalize your service according to the customer’s preferences, you’re well on your way to becoming a rockstar brand like Zappos in the long run. Have you had any experiences with small gestures in the past? Were they good – or were they great? I’d be thrilled to hear from you so let’s talk in the comments below. See you next week!

This week on Product Love, I talk to Jeff about the source of our feedback, and why we should care more about customer success than customer happiness.

Previously a Shell Regional Operations Manager of technology operations in Asia and Oceania, Mohan is an alumni from the class of #ASBMBA2018. He was the co-President of ASB's first ever Student Government Body and founder of ASB’s Community Club.He shares with us some of his stories of being part of ASB's founding class and how that experience has prepared him to take on the role of a Customer Happiness Manager at Big Pay, AirAsia's digital wallet provider. Connect with Mohan here: https://www.linkedin.com/in/mohanmahadeva/A new ASB Podcast episode will be released every Wednesday, 8pm.

Zu Gast sind heute Jasmin Rheiner und Katja Schill von der Julitec GmbH. "Customer Happiness" wird von diesen Mitarbeitern groß geschrieben. Echt, reflektiert, motiviert und mit Fokus Mensch. Was das Unternehmen und die Mitarbeiter so erfolgreich und glücklich macht und was wir alle davon lernen können, erfährst du in dieser Folge.

Rapid response time is the holy grail of Customer Experience. Not only do customers have a higher opinion of companies that respond to them quickly, they also spend more money with them. In this episode, Morgan Wood of GoFundMe describes that company's 5-minute response time policy, and the training and ergonomics required to achieve it.    

How can we move from just satisfying our customers, to making them truly happy, which results in loyalty? Shep Hyken interviews Chase Clemons, a highly-experienced customer service professional at Basecamp, who tells us how to go above and beyond for your customers. First Up: Shep Hyken’s opening comments focus on how, when your customer calls you, they need to know three things: 1. That you know them. 2. That they like the information that you give them and trust that it is accurate. 3. That when they get off the phone they’ll be able to do what you tell them to do. If you can do that quickly, or if it takes longer, they don’t care. They need someone they can rely on. As the old saying goes, “People like to do business with companies and people they know, like, and trust.” Featured Interview: Shep begins his interview by asking Chase Clemons how he goes above and beyond answering his customers’ questions. Chase explains that when people use Basecamp, it’s not really about Basecamp. It’s about what Basecamp does to make their lives easier. They want to take whatever they are working on, get in, get out, and get back to running their business. So, the more he can help with that the process the better. “Go the extra little bit,” Chase advises. Be a partner rather than just a business. Find the information that truly solves the customer’s needs, rather than just answering the question that they raise. This includes thinking proactively and resolving issues that may arise later on, before they happen, while assisting them with their initial issue. Solve the short-term problems, but address long-term issues. Chase also explains that you can be clear and concise, whether on email, a phone call, or live chat, and still be human. The biggest key is to not have a standardized reply for every part of the interaction. Yes, have templates (Chase calls them “snippets”) that you can work with. But those should just be building blocks for creating a personal experience with the customer. The dialog should be unique for each customer. Top Takeaways: • The best thing you can do for your customers is to surprise them. If they have an issue, after you fix it, and you notice they have been a customer for a long time, give them something. Give them a free month, send them some flowers, chocolates, or a book. Don’t tell them you are going to do it Let it be a surprise. That’s the next step in getting the loyalty you are after, and establishing and deepening the relationship. • Don’t just resolve the customer’s initial question at face value. Ask questions and dig further to find out the details of their request. This will not only allow you to answer their initial request, but will open the door to resolve other potential issues, and will allow you to make the best suggestions for them as well. • Make sure you take time for yourself. You’ve got to put your oxygen mask on first – meaning you have take care of yourself first or you’ll burn out and you won’t be good to anyone. Chase believes, “Work a good 40 hours a week.” It’s important to make sure you and your employees have a good work-life balance. About: Chase Clemons is a hands-on “in the trenches” with his customers in his role as a customer support pro at Basecamp. Basecamp is project management software that helps their clients stay organized as they work through projects. Chase is also the host of the Support Ops podcast, a popular show for people in the customer support industry. Shep Hyken is a customer service and experience expert, best-selling author and your host of Amazing Business Radio. Learn more about your ad choices. Visit megaphone.fm/adchoices

Today our goal is to get into the minds of our users, and predict when they're likely to churn. Our guest expert is Richard Felix — the founder of Stunning, Retained, and multiple other products — who knows everything (and then some) about customer retention. You'll learn about different types of churn, how to measure user happiness, and what you should do if your customer decided to cancel. Podcast feed: subscribe to http://simplecast.fm/podcasts/1441/rss in your favorite podcast app, and follow us on iTunes, Stitcher, or Google Play Music. Show Notes Stunning, Retained, Are My Sites Up — Richard's products Drip, Intercom — tools for communicating with users Mixpanel, Heap Analytics — tools for in-app analytics Richard's website Follow Richard on Twitter: @rfelix Today's Sponsor This episode is brought to you by Tiny Reminder. Are your projects on hold and you invoices unpaid? This tool will play bad cop with your clients — so you don't have to. Sign up today for our Forever Free plan at tinyreminder.com. Interested in sponsoring an episode? Learn more here. Leave a Review Reviews are hugely important because they help new people discover this podcast. If you enjoyed listening to this episode, please leave a review on iTunes. Here's how.

Customer happiness! That is what the government of Dubai in the UAE is aiming for. Muna Al Dhabbah talks about how they use design to create positive and engaged society. We also talk about the differences between designing private and public services. ---------------------------------------- EPISODE GUIDE 1:56 - First encounter with Service Design. 4:08 - What if government has engaged customers and suppliers in each stage of service improvement? 12:03 - Why do we need to study public-government relationship design? 17:17 - How far is the UAE going with the customer happiness projects? 24:52 - Big question: How would you design for happiniess? ---------------------------------------- On the Service Design Show we discuss how you can make a positve impact through design. If you're interested in Service Design, Design Thinking, Customer Experience, Business Innovation and Organisational Change we'd love to have you subscribe and join us! MORE EPISODES Enjoyed the show? Take a look at some of the other episodes ➜ @servicedesignshow OFFICIAL YOUTUBE CHANNEL Every episode of the Service Design Show is also available as via the official YouTube channel ➜ youtube.com/servicedesignshow

Laura Liebers is a member of the iMedicare Customer Happiness Strategy Team. On today's Pharmacy Podcast Show - we interview Laura and investigate what it means exactly to drive customer service from the perspective of the customer's customer and how delivering a better experience creates healthier patients.  Happiness Team   704-769-0540 ext. 2   support@imedicare.com 9 AM - 6 PM EST Monday - Friday Laura Liebers Customer Happiness Manager:  https://imedicare.com/team/ 

Laura Liebers is a member of the iMedicare Customer Happiness Strategy Team. On today's Pharmacy Podcast Show - we interview Laura and investigate what it means exactly to drive customer service from the perspective of the customer's customer and how delivering a better experience creates healthier patients.  Happiness Team   704-769-0540 ext. 2   support@imedicare.com 9 AM - 6 PM EST Monday - Friday Laura Liebers Customer Happiness Manager:  https://imedicare.com/team/  See omnystudio.com/listener for privacy information.

Social Media for Manufacturers Guests: Ben Kolp, Head of Customer Happiness at Orca Social   Highlights: Ben’s SlideShare deck, Ten Reasons B2B Companies Need Social Media Social media for manufacturers should look at a different and more meaningful definition of Social Media – Ben talks about Social Technologies that enables social communications and social selling instead. […] The post MM 035 – Social Media for Manufacturing – good or bad? appeared first on Manufacturing Marketing Institute (MMI).

It’s the phrase you’ve heard a thousand times…”You have to have a social media presence.” While it’s still true, the market has reached a tipping point where just having a presence is no longer enough to drive sales. With the increased noise online, you need to get creative if you want to see results. In this episode, Ben Kolp, Head of Customer Happiness at Orca Social, talks about 5 companies’ tactics that will take your B2B social media strategy to the next level.

I am quite excited to introduce today’s guests: Randy and Angie Stocklin. They are a husband and wife team that run an ecommerce business called One Click Ventures. One Click Ventures owns and operates 3 eyewear brands: Readers.com (cheap prescription glasses) felix + iris (premium prescription personalised try-before you buy) Sunglass Warehouse (cheap sunglasses less that $20) They started their business from their home office back in 2005 and today; 10 years on have a 60+ person strong team. What strikes me about One Click Ventures is that they are a business that passionately care about two key important people: their Team and their Customers   One Click Ventures has been recognised as one of the Best Places to Work in Indiana for four consecutive years. Their employees as a result not only treat their customers with dignity and empathy but also have customer happiness an intrinsic company value   I you are an etailer that has been in business for 2-4 years or even an ecommerce start up and would like to know what is required to building a long lasting ecommerce brand that has customer and employee happiness at its heart, then this episode is not to be missed.

The 31 Practices Release the Power of Your Organization’s Values Every Day by Alan Williams and Alison Whybrow Every company has its own values and brand with which it wants its customers and clients to engage and develop loyalty. At the same time, research shows that 70 percent of customer brand perception is determined by…

Roslyn Hogan, Head of Customer Happiness at RedBalloon talks to us about how to build a customer service culture. Plus we look at how to bake-in customer feedback into your processes so that you can quickly make adjustments that create happier customers. Bonus: Free keepsake booklet included.

Jaynie L. Smith interviews JoAnna Brandi, an expert on customer service and care. They discuss how imperative it is to focus your business efforts on maintaining a positive customer experience. Happy Customer = Loyal Customer. Listen for tips on how to achieve this.