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    • Sure! I wrote a whole article about this. So my tagline is: In pursuit of customer happiness. A few people asked me during my design process, “If you say pursue, that feels like It’s not done yet?” I got a lot of criticism on that. But I kept it, because I do believe, and maybe that’s what drives me, that we can all do better.

      Travel experiences can be better. Student experiences can be better. I would really love to spend my time doing this the rest of my career. I want to help brands bring better experiences
      in this world. Because I know customers will reward brands with this effort, as well. And at the core of my motivation, I wanted to do what I love doing - building cultures that are customer-centric, that build those relationships with employees, and I think there’s enough out there to do. The company I’m building is founded on these principles of culture, design, and technology, together in a union that creates exceptional customer experiences. 

    • Yes! Please visit my website: going back to that whole mission / motivation that I have, I’m building a membership portal that will have resources for customer experience novices, professionals at all levels, there will be a digital customer experience library as well where I’ll share all the books I’ve read and what level you should read it at and why, what’s good or bad. But if you don’t want to become a member, my favorite book for anyone who wants to start is
      "Outside In" by Harley Manning. It was my bible in the beginning. It walks you through the foundations of what customer experience is in a very nice way. And there’s the Customer Experience Association - CXPA - and they offer resources, webinars, as well as a certification - CCXP. And if you’re in the New York area, I’m the lead for the CXPA here in New York. We have various events coming up, where you can come and meet people. Our list is a healthy mix between people entering the industry, vendors offering solutions, and more experienced people, so for a novice, it would be great to join. 

    • Thank you for the question @United78 ! When things go wrong for/with the clients the first thing to do is show genuine empathy, acknowledge the problem, and try your best to solve it. The key here is genuine. A canned email saying we are sorry for the inconvenience is not enough any more. When things go wrong brands need to get personal. That usually costs money and tends to be inefficient. But that is also when brands can turn a "Detractor" into a "Promoter" on a NPS survey. 54% of customers who spent more than $100 would remain loyal to a brand if their problems were addressed well. That number goes to 70% for purchases of $1-$5. So the business case is there.

      Back to your question of what companies should not do (in order of priority):

      1) Not have channels for customer support (my personal favorite is the partially available support Mon - Fri 10am to 6pm or something like that). Solution: Prioritize retention of customers and invest more in customer support from the get go.

      2) Have channels, but they are only digital and the response rate is slow. Or it is fast, but the first email the customer gets is to ask for more information to find the account (happened to me just two days ago). Solution: Invest in the tools and systems of customer support. Do not cut that money from the budget. Enable your people to solve problems by listening to their needs.

      3) Be cheap. What do I mean by that? I called Spectrum a few months ago to tell them that the engineer who installed my cable did not take care of the DVR set up. The support center refused to take care of the cost of bringing the technician back. I still do not have DVR. They saved probably $50 on the return visit. My DVR was probably going to be ~12 a month. By next month they would have been making money off of me. But they are not going to know. Know what to spend on and what not to and be generous in the moments of disruption since these are the vulnerable moments for customers. These are the moments they WILL remember. Sometimes you can make a bigger impression and form a deeper connection (read loyalty) with a customer when there IS a problem.

      What companies should do:

      1) Companies should incorporate disruptions in their customer experience strategies and roadmaps and invest proper dollars in that part of the customer journey. When I was in JetBlue I spent a whole year making the case for disruption management, I still believe in it and in the long term value it builds with customers.

      2) Companies should have hospitality training for the customer support centers that equip agents with the right techniques to manage through the tough days. When people are trained in empathy and know they are supported internally they can give more to the customer in need. In JetBlue we also allowed our support center to make judgement calls in the moment and do the right thing for the customer without a supervisor approval. Trust your people and they will not fail you.

      Thank you again for the question!