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Go behind the scenes with customer experience leader Blake Morgan to explore the secrets of the world’s most customer-centric companies.

Blake is one of the world’s top keynote speakers, authority on customer experience and the bestselling author of “The Customer Of The Future” The Modern Customer reaches thousands of people each week conveying a message of how we make people feel - in business and in life - matters. Her weekly show explores how businesses can make customers’ lives easier and better, featuring experts that provide simple, tangible advice you can immediately apply at your own organization.

Today’s customers have the luxury of choice. The answer is simple; choose customer experience and customers will choose you. Learn how to put a stake in the ground on customer experience by tuning into The Modern Customer Podcast each week with Blake Morgan.

The Modern Customer Podcast Blake Morgan

    • Zaken en persoonlijke financiën

Go behind the scenes with customer experience leader Blake Morgan to explore the secrets of the world’s most customer-centric companies.

Blake is one of the world’s top keynote speakers, authority on customer experience and the bestselling author of “The Customer Of The Future” The Modern Customer reaches thousands of people each week conveying a message of how we make people feel - in business and in life - matters. Her weekly show explores how businesses can make customers’ lives easier and better, featuring experts that provide simple, tangible advice you can immediately apply at your own organization.

Today’s customers have the luxury of choice. The answer is simple; choose customer experience and customers will choose you. Learn how to put a stake in the ground on customer experience by tuning into The Modern Customer Podcast each week with Blake Morgan.

    The Biggest Mistake Companies Make In Digital Transformation

    The Biggest Mistake Companies Make In Digital Transformation

    COVID highlighted the need for every company to be digital. But many companies face challenges when undergoing a digital transformation. 
    According to Nigel Vaz, CEO of Publicis Sapient, all companies need to challenge the status quo as they adopt new digital strategies and solutions. 
    He says the biggest mistakes companies make happen at the start and the end of the digital transformation. 
    The first mistake is not being clear on where the digital transformation starts and why. Some companies simply pick an area to transform and set the large-scale transformation in place without thinking through why they are starting in that area. Vaz recommends that companies start with something that is representative of the entire organization so that people can see how that change applies to the entire organization. But you don’t want to choose a starting project that is so big that it never gets off the ground or delivers value. 
    The first project of a digital transformation sets the tone for the entire process. Companies need to think strategically and start with a project that will grow momentum and show progress without being overwhelming. 
    The other common mistake comes at the end of a digital transformation. The truth is that there is no end to a true digital transformation. It is an ever-evolving journey that involves constant adaptation. Some companies think of digital transformation as a destination instead of a journey. They believe that once they’ve transformed various parts of their company, they can check off the box and move on. But the pace of change is increasing, which means digital transformations need to be continual. 
    Embarking on a digital transformation and coming to terms that it is a never-ending journey can be overwhelming. Vaz uses the acronym SPEED to represent the secret sauce of digital transformation: 
    S: Strategy. Start by being clear on the strategic objective and the value you’re trying to unlock. 
    P: Product. Digital leaders are in constant beta mode and are always evolving their products.
    E: Experience. Look for the experiences that will delight customers and employees and allow them to do something dramatically different.
    E: Engineering. Don’t lose a great experience because of a lack of engineering power. Involve engineering in the overall experience.
    D: Data and AI. Successful digital products and services are constantly fed by data. 
    The need for digital transformation has never been greater. All companies need to rethink their digital strategies so they can continually evolve and improve.
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    Blake Morgan is a customer experience futurist, keynote speaker, and author of the bestselling book The Customer Of The Future. Sign up for her new course here. For regular updates on customer experience, sign up for her weekly newsletter here.  

    • 37 min.
    The Future of Customer Service Is Conversational

    The Future of Customer Service Is Conversational

    10 years ago, people used to email, call, or text their friends and family. Today, the vast majority of conversation happens via messengers. 
    Business communication is set to follow the same pattern. 
    According to Paul Adams, VP of Product at Intercom, messengers like WhatsApp, WeChat, and Facebook messenger have become the dominant way people communicate. It’s a fundamental change that is impacting the business world. 
    Most companies still rely on phone and email to communicate with customers, but Adams believes the future of business communication and customer service is conversational. 
    Moving away from traditional communication channels and towards messengers is a win for both companies and customers. Messengers can be scaled much more easily and cost-effectively than phone or email, and customers appreciate the convenience of self-service. 
    However, Adams is quick to acknowledge that messengers aren’t the perfect fit for every situation. Messengers can be incredibly effective for simple, repetitive questions, but deeper human assistance can be needed for more complicated issues. 
    Adams believes the future of support looks like a funnel with three layers:
    Proactive support. This includes outbound messaging to check on customers and their products and address any issues before they arise. Automated self-service support. Messengers can easily answer simple questions, such as checking on the status of an order or making a basic account change. Self-service options allow customers to get help when needed without having to wait. Human support. For more complicated issues, customers can be transferred to a human to provide personalized service.  Although messengers are the future of business communication and customer service, Adams says it’s really about marrying the scenario to the communication channel. A messenger might not always work, just like a human isn’t the best option in every scenario. But leaning into messengers and using human support when needed can deliver seamless customer interactions and lead to strong business insights. 
    In the end, successful business communication is all about staying close to customers. Messengers will see huge growth in the coming years as more companies turn to self-service options. And when those interactions help companies stay connected with customers, everyone benefits.
    *Sponsored by Intercom
    Intercom is a Conversational Relationship Platform that helps businesses build better customer relationships through personalized, messenger-based experiences. The company is bringing a messenger-first experience to all business-to-customer communication, powering 500 million conversations per month and connecting 4 billion end-users worldwide across its more than 30,000 customers, including Facebook, Amazon, and Lyft. 
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    Blake Morgan is a customer experience futurist, keynote speaker, and author of the bestselling book The Customer Of The Future. Sign up for her new course here. For regular updates on customer experience, sign up for her weekly newsletter here.  

    • 33 min.
    3 Crucial CX Metrics

    3 Crucial CX Metrics

    The wireless industry may be the most competitive in the world.
    To attract more customers, companies are constantly working to improve their services. That means delivering seamless, convenient experiences that modern customers crave. T-Mobile’s goal is to make customers’ lives easier as it connects them to the world.  
    Competing on customer experience requires a strong understanding of the effectiveness of products, services and the overall experience. And that comes down to data, says Jon Freier, EVP of Consumer Group at T-Mobile. 
    There are numerous metrics to measure customer experience, but Freier looks at three main categories and activities:
    What is the experience like for people who aren’t T-Mobile customers and want to join? What is the experience like for existing customers who want to expand their relationship with T-Mobile? What is the experience like for existing customers when an issue pops ups?  Measuring these three areas—joining, expanding and resolving issues—helps the company track the level of effort. Freier says T-Mobile chases and tracks anything that can measure how hard or easy it is to do those things. 
    Freier believes companies are moving past traditional metrics like CSAT and NPS and towards measuring the level of effort. T-Mobile considers and tracks the level of efforts for customers to join, expand and resolve issues. That includes tracking if the experience is hard or easy, how long it takes and even how many clicks it takes to join or resolve issues digitally. If the current experience takes 25 clicks to solve an issue, Freier wants his team to get it down to 20 clicks. And then once it’s down to 20 clicks, the goal is to simplify it down to 15 clicks. Simplifying the product and customer experience puts more power in customers’ hands with self-service options. 
    The goal of all companies, regardless of industry, should be to make customers’ lives easier. Tracking the level of effort to join, grow and solve problems can help all companies better understand their customers and continually improve the experience.
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    Blake Morgan is a customer experience futurist, keynote speaker, and author of the bestselling book The Customer Of The Future. Sign up for her new course here. For regular updates on customer experience, sign up for her weekly newsletter here.  

    • 32 min.
    How Kate Johnson Leads Change At Microsoft

    How Kate Johnson Leads Change At Microsoft

    When Kate Johnson became president of Microsoft US four years ago, the stock price was at $44. Today, it’s around $260. 
    What’s the reason for the immense growth? Continual digital transformation and a commitment to change. At Microsoft, Johnson is a powerful change agent who works with CEO Satya Nadella and other executives to set the company on a fast track to the future. 
    Johnson believes that companies can have all of the ingredients for success, including a strong mission and employee experience. But if they don’t have a culture that enables change, their success will be temporary. 
    Lasting success comes from a culture that enables and promotes change and that is continually evolving and looking towards the future. 
    But change doesn’t just come from culture; it comes from people. Leaders working for change will find that their people fall into three buckets:
    The people who adore change and are all in. The people who hate change and try to block it. The people who are on the fence and trying to figure out which group to join.  Johnson says that great change leaders listen to all three groups but specialize in helping the people on the fence join the supporters. When that happens, roughly two-thirds of people will be supportive of change, which helps leaders reach critical mass for the change they are trying to achieve. 
    Being a change agent requires a variety of skills, including the courage to muscle through negative feedback and figure out which signals are real and which are just noise. Change agents have to be great listeners and be both real and pragmatic. Even with the challenges, Johnson says it is the most fulfilling job imaginable. 
    Johnson’s favorite problems to solve are the complex challenges that are steeped in people. She says that’s where the best and most impactful change occurs. But working with people means working with their egos. One of Johnson’s proven ways of calming egos is simply asking people, “Tell me more.” The simple sentence helps people realize she is listening and allows them to share their viewpoint calmly and without ego. It doesn’t mean she always agrees with the other side, but it helps her better understand people and make progress.
    Microsoft’s digital transformation has brought about many changes, but Johnson says the main focus has been changes related to customers. She believes that if the company is going to obsess over one thing, it needs to be customers. 
    Customer-centric leaders need to be change agents. By understanding people, cutting through ego and obsessing over customers, leaders can make lasting and impactful change within their organizations.
    *Sponsored by Wix Answers
    It's been a year of change for businesses. What’s making this period most challenging is the lack of clarity. But, that’s also where there’s an opportunity to stand out by building trust in your relationships with your customers with agile communication.
    Wix Answers takes a new approach to customer support by helping you adapt quickly to know exactly what your customer needs and when they need it.
    Go and see for yourself today at WixAnswers.com.
    _______________
    Blake Morgan is a customer experience futurist, keynote speaker, and author of the bestselling book The Customer Of The Future. Sign up for her new course here. For regular updates on customer experience, sign up for her weekly newsletter here.  

     

    • 43 min.
    An Economist On Why Price Gouging Regulation Actually Caused More COVID Cases And Deaths

    An Economist On Why Price Gouging Regulation Actually Caused More COVID Cases And Deaths

    At the height of the COVID pandemic in spring 2020, toilet paper and hand sanitizer were the hottest items on store shelves. The search for these essential items grew to a fever pitch, with customers lining up for hours and scouring the internet to get their hands on these hot commodities. 
    As demand skyrocketed and shelves cleared, many states and retailers put price gouging regulations into effect. 
    But those efforts to help consumers may have actually led to more COVID cases and deaths. 
    Gavin Roberts, assistant professor of economics at Weber State University, studied the impacts of price gouging regulation during the pandemic. 
    Typically, price gouging regulation is put in place by state governments during localized public emergencies. Roberts gave the example of a hurricane, which may only affect one or two states. In that case, the affected states may enact price gouging regulation, which says that retailers can’t increase the price for essential items, such as gas, toilet paper and hotel rooms, beyond a certain percentage of increase or what some states call an “exorbitant increase”. 
    But the COVID pandemic affected the entire world, leading to widespread price gouging regulations like we’ve never seen. Economists widely believe that price gouging regulations cause shortages, which was definitely the case during COVID. Price gouging regulation limits what companies want to sell. If companies can’t make much money, they aren’t as motivated to sell their products, which leads to a shortage of items. Roberts observed that customers increased their internet searches for items like toilet paper and hand sanitizer, which follows the pattern of price gouging regulation. When goods are in shortage, people search for them more. 
    But the widespread COVID pandemic took things one step further. When customers couldn’t find what they needed online, they searched in person. Price gouging led to a shortage of products and customers rushing to brick-and-mortar stores, right during the push for virus mitigation efforts and a need to stay at home. Roberts’ research shows the rush of customers to stores to buy toilet paper and hand sanitizer led to a wider spread of COVID cases and deaths. 
    Price gouging regulation is often put in place so that low-income individuals don’t get priced out of essential items. But Roberts believes price gouging regulation isn’t an effective measure in supporting low-income families. We need to take the next step to think about if the policy actually helps those in need. Going forward, he wants companies and governments to carefully consider if the policies and regulations they put in place actually help the people they are intended to or if they cause more harm than good. 
    The early days of the COVID pandemic were unlike anything we’ve ever seen, largely due to the lack of essential items like toilet paper. The pandemic has caused us to re-evaluate many practices and policies, including price gouging regulation.
    *Sponsored by Wix Answers
    It's been a year of change for businesses. What’s making this period most challenging is the lack of clarity. But, that’s also where there’s an opportunity to stand out by building trust in your relationships with your customers with agile communication.
    Wix Answers takes a new approach to customer support by helping you adapt quickly to know exactly what your customer needs and when they need it.
    Go and see for yourself today at WixAnswers.com.
    _______________
    Blake Morgan is a customer experience futurist, keynote speaker, and author of the bestselling book The Customer Of The Future. Sign up for her new course here. For regular updates on customer experience, sign up for her weekly newsletter here.  

    • 37 min.
    How the Former Impossible Foods Brand Lead Created A Plant-Based Drink Brand

    How the Former Impossible Foods Brand Lead Created A Plant-Based Drink Brand

    Of all the industries to break into, the beverage space is among the most difficult. The hyper-competitive market and domination from big brands make it incredibly challenging for entrepreneurs to get their products on shelves. But Jordan Schenck has experience and grit on her side. 
    As the former Head of Global Consumer Marketing at Impossible Foods, Schenck knows how to build a plant-based food brand. She spent nearly four years traveling the world and talking to people about their relationship with plants and played a huge role in the growth of the plant-based trend. She used that experience to co-found Sunwink, a wellness company focused on plant-based drinks. 
    Schenck says the beverage section is the only area of the grocery store consumers use multiple times daily. It’s a space with hyper-consumption that’s also super high-touch. But Schenck says there’s not much on the shelf that is actually good--it’s dominated by soda and products with ingredients that may claim to be good but actually aren’t that healthy. Schenck and her co-founder started Sunwink because they were excited to be in a high-velocity space and also have the opportunity to make statements and do creative work. 
    Building such an innovative brand in a competitive industry starts with knowing customers. The Sunwink founders spent a year sampling its many variations in grocery stores. They had to understand what works with flavors, which audiences organically opted in and who would be their easy-win customers. It took grit and determination to show up at grocery stores and convince them to demo the drinks and maybe sell one product on the shelf. 
    That work paid off. When Sunwink launched, Schenck said it was amazing the amount of nascent demand for a product that is not only beautiful on the outside but also beautiful on the inside. 
    As the company started to scale online, they did a lot of surveying and constantly asked customers what they wanted to see and what was and wasn’t working. Although Sunwink initially launched primarily in grocery retail, it split soon after the pandemic started and grew in the DTC space. It’s rare to find a DTC beverage company, especially because of the high shipping costs, but Sunwink saw 14x growth on the channel and found creative solutions to lower shipping costs. E-commerce quickly became the primary revenue driver during the pandemic and created a huge community through email and social media. 
    As Sunwink grows, Schenck aims to spread the plant-based message and show a wider view of wellness. She defines wellness as having your cake and eating plants too. Sunwink is vocal about the fact that wellness isn’t about perfection and how incredible your yoga backbend is—it’s about your journey as an individual to find wholeness. Yes, you can have the cocktail and the donut and drink plants. Schenck says it’s about the little moments of taking care of yourself. 
    Schenck hopes to continue Sunwink’s success and build a brand around plant-powered wellness. Her goal is to create a brand that has cultural resonance about caring for your body and caring for your planet. She’s breaking down barriers as a female entrepreneur and showing the power of plants for total wellness. 
    *Sponsored by Wix Answers
    It's been a year of change for businesses. What’s making this period most challenging is the lack of clarity. But, that’s also where there’s an opportunity to stand out by building trust in your relationships with your customers with agile communication.
    Wix Answers takes a new approach to customer support by helping you adapt quickly to know exactly what your customer needs and when they need it.
    Go and see for yourself today at WixAnswers.com.
    _______________
    Blake Morgan is a customer experience futurist, keynote speaker, and author of the bestselling book The Customer Of The Futu

    • 35 min.

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