professor customer: empower your customer to teach you cx … · 2019-05-22 · professor customer:...

1

Professor Customer: Empower Your Customer to Teach You CX Delivery they Deserve

Etech Global Services – Booth #215Workshop B | Wednesday, January 16th | 11:15 AM – 2:00 PM

Jim Iyoob, Chief Customer Officer, Etech Global Services

Shawndra Tobias, Sr. Director Customer Experience, Etech Global Services

Micki McCormick, Director of Training & Employee Development, Getaroom

Jim IyoobChief Customer Officer

[email protected]

936.371.2640

about.me/jiyoob

@jiyoob

facebook.com/jim.iyoob

linkedin.com/in/jimiyoob

www.etechgs.com | Confidential 2

3

Agenda • Who is Etech • What is Customer Experience • How to approach implementing CX today?

• Voice of Customer and how to use it?• What and how do you measure it – Tools?

• Human Intelligence meets Artificial Intelligence • Tip of the Iceberg

• Are you really listening?• Case Study

• Fun and Prizes – Q&A

4

Top Takeaways

• How to get a 360-Degree View of Customers

• Why focus on CX & How to Improve it

• Provide Better Coaching for Better Outcomes

• How to take unstructured data and make it actionable utilizing AI & HI

Etech’s Commitment To Culture

Servant Leadership Approach

Assume AccountabilityPeople Centric Philosophy

People First Focus Performance Development


6www.etechgs.com | Confidential

JUNE3 Days before the closing of

the Nacogdoches operations, Dilip Barot, Matt Rocco and

the other investors from Etech acquire the asset of the call

center from Bellsouth Saving over 400 much needed jobs

SEPTEMBERIn addition to the headquarter center in Nacogdoches, Etech opens its back-office/ BPO center in Gandhinagar, India and now provides solutions for 4 major Telecom clients

2002Bell South

made a decision or

divest its internal call

center asset in Nacogdoches

Texas

2004Launched

Lufkin center with 325 Seats

and 500 employees

2006Launched

Vadodara, India center with 200

Seats and 13 clients

2008Launched Rusk center with 100 Seats and 16 clients. Etech reached

1500 Employees

2010Launched Jamaica

center with 150 Seats and

launched Software and Development

services

2012Launched Dallas center

with 220 Seats

2014Launched Florida center with

150 Seats Etech launched Chat and email product ICE

and software Implementation service

2016Currently

serving 31 clients

20032018Etech family reached over 3000 employees and together serving around 43 clients

ETECH GREW FROM 400 TO MORE THAN 3000

EMPLOYEESNO MERGERS NO

ACQUISITIONS

Etech’s Journey


Customer Engagement SolutionsInbound/Outbound, Customer

Service, Tech Support

Etech Technology SolutionsSoftware/Application Development

Custom Reporting (Internal/External)

Etech’s Business at a Glance

Etech InsightsActionable Insights for Total Quality

Management to enhance operational efficiency & customer experiences


Etech’s Clients

Cable

Retail

Telecommunication

EducationInsuranceEnergy

Travel

Finance Real Estate

Banking

HotelInternet

Customer Experience Management


Evolution of Trends

Marketing

Pre 1970s

70s-80s

80s-90s

99-2007

‘07-’15

2015+

Face to Face

Letters

Phones

Chat / Email / Web

Social Media

Mobile Apps

Now

IoT

Customer Service


81%

of customers first turn to self-service to

address issues

End of an Era


86%of buyers will pay more for a better customer experience

@!#%$@

!!!

1/26Only 1 out of 26 unhappy customers complain

91%Of non-complainers will simply leave

66%Consumers switch brand due to poor

experience

75%Brands do not know what engagement is, but are measuring “it”

=It takes 12 positive customer experiences to make up for ONE negative customer experience

42%Of agents are unable to efficiently resolve customer issues due to disconnected systems, archaic user interfaces, and multiple applications

70%Companies that deliver the best in class customer experience “USE” their customer’s feedback 70% of the time

Versus industry average of 50%, and 29% for those who lag on CX delivery

Impact of Customer Experience


What is Customer Experience?

PROCESS

(VIABILITY)

TECHNOLOGY

(FEASIBILITY)

PEOPLE

(DESIRABILITY)

Process Innovation• Efficiency• Profitability• Consistency

Functional Innovation• Product Features• Web Presence• Automation

Emotional Innovation• Branding• Relationships• Marketing

Customer Experience• Interactions• Product/Services• Communication

The Perception that the customers have of their engagement with the company


CUSTOMER DISLOYALTY

CUSTOMER EFFORT

RepeatContacts

Channelswitching

Transfer/ Repeat info

CUSTOMER’S FEELING

Roboticservice

Hard policiesor procedures

Hasslefactors

==

The Effort Effect

SPREAD THE WORD!

78%

BUY MORE!!

68%

REFUSE TO BUY OTHER PRODUCTS

54%

A survey of 3000 executives from large and medium business firms showed that there is a huge gap between pioneers and passives in considering AI as a tool to improve their business results :

Pioneers – 25%; Passives – 70%.


Effortless Customer Service is the Best Customer Experience

Customer Service

Customer Experience

ReactiveSingle

Function

Resolving Existing

customer needs

Problem Oriented Single

Point in time

ProactiveCross-

functional

Feeling-Oriented

Attracts new Customer &

Retains Existing

customer

Defines the customer’s

entire perception of the company

Across the customer journey


IS “BEING SORRY” ENOUGH?


Voice of Customer

1%

70%

of customer voice data is actually understood

of feedback (Voice of Customer) is shared via phone calls by your consumers!

1% of actual Voice data of VOC is listened to by companies

29%of other VOC is not fully understood due to different systems or lack of tools to integrate all data together


The Big Rocks

My strategy for improvingcustomer satisfaction is

not producing the desired results

I need to create an internal environment

that nurtures and sustains continuous

customer experience improvement

I need to prioritize the vitalfew versus the trivial many

actions to improve customersatisfaction, loyalty, and

drive business results

I’m required to create a business case to justify resources

needed to achieve meaningful progress

I’m struggling to make sense of multiple customer

data points... I need to create an integrated view

of all this info

I have a lot of data, but notsure if I’m measuring and

acting on the right things atthe right time

Professor Customer:

Are you Learning?



Do You Apply What You Learn to Predict the future?


AI Meets HI

AIArtificial

Intelligence

HI

Human Intelligence

HumanDecisions

as input for AI model

AI model output as basis for Human

decisions

Decision Games


Maximized Learnings

LEVERAGE TECHNOLOGY

LEARN WITH H.I. SCALE WITH A.I. Engineering the Experience

REDUCE AREA OF FAILURESLISTEN – LISTEN - LISTEN

FIX CUSTOMER ISSUES

AI Without HI Can Be Disastrous

www.etechgs.com | Confidential 22www.techrepublic.com/article/the-10-biggest-ai-failures-of-2017/


Where AI needs HI?

Gather & Prepare Data

Train Model

Apply Model

Interpret Feedback


Tip of the Iceberg

As few as 2%consumers will

bother to complete a questionnaire /

survey

The sample size of QA in contact center is around

2%-5% (Higher the number of calls, smaller

the sample size)

Less than 1% companies involve

in Mystery Shopping. (Mostly

Retail)

Social Media Management while

responded by most, the VOC is not used for business decisions

420BWords are spoken on

recorded calls across the call center

45.4BInbound calls to call

centers per year

92%Of customer service

transactions happen over the phone


Are you thinking like your customer?

How would you rate this interaction?

CSAT SCORE

EFFORT SCORE

% EASY MINUS % DIFFICULT

AGENT QUALITY

Overall QA score/rating for an agent

CUSTOMER LOYALTY

% PROMOTERS MINUS % DETRACTORS


%QUALITY

SCORE

GOODBAD

TAGCALL TYPE

DO’sDON’Ts

AGENTFEEDBACK

CIRCLECOACHING

LIMITEDINSIGHTS

In todays world…


What do you miss?

$$$

REVENUE DRIVERSPREDICTIVE ANALYTICS

VOICE OF CUSTOMER BEHAVIORAL IMPACTS TARGETED COACHING

Shawndra TobiasSr. Director Customer Experience

[email protected]

936.371.1817

facebook.com/shawndra.tobias

twitter.com/shawndra_tobias

linkedin.com/shawndra-tobias


https://www.facebook.com/shawndra.tobias

https://www.facebook.com/shawndra.tobias

https://www.linkedin.com/in/shawndra-tobias-2b73b97a/

https://www.linkedin.com/in/shawndra-tobias-2b73b97a/

https://twitter.com/shawndra_tobias

https://twitter.com/shawndra_tobias


Steps to Implement a CX Strategy

LISTEN

IDENTIFY

ANALYZE

IMPROVE

PREDICT


Traditional Approach

Agent Opportunities- High AHT- Dead Air in between- Incorrect Hold Procedure- Reason for Call – Bucketing via call

dispositions- Did the agent cross sell / upsell?

Customer Experience Approach

Traditional QA Insights +- WHY are customers calling?- What was satisfaction level for the customer?- Did the customer share high effort experience?- Was this an FCR? Was there a Self-Serve

opportunity?- Did the customer use other tools before calling?

Said & UnsaidLISTEN


Ask the right questionsIDENTIFY

KPIProblem Solving

CompetitionCustomer Effort


What works!

-6% -1% 4% 9% 14% 19% 24% 29%

C: How Do I?Military/Government

Partner EBereavement

Partner DCall to Add Baby

Web Support Walk-ThruCust. Upgrade

Repeat InformationPartner C

C: FrustrationPartner B

Trying to Use MilesRefund

Channel Switch - EmailProactive Guidance - Do Online

Trying to Use CardUnused Credit

Partner - OtherPartner A

Calling to BookA: Effort Driver B

VoucherApply Credit

Paper Voucher/DiscountProactive Guidance - Education

Ask For SaleA: Effort Driver AA: Effort Driver C

16.3

52.1

Avg Rate Opportunity

Confirmed Conversion Ratebased on this sample

ANALYZE


Proactive Improvement in:

People:- Agent Performance- Overall Communication- Customer Expectations

Process: - Enterprise Systems- Policies and Procedures- Production and Marketing

Technology:- Self Serve Options- Support Delivery- Service Delivery

Fix what matters!IMPROVE


Industry: Subscription Services

Finding 1: When a customer is offered a subscription service that they do not use, Agent use FREE Trial as a rebuttal for 90% of the time

Finding 2: 85% of these customers churn within the free trial period

You have a free 90 day trial

I do not listen to lot of Orange Music

Controlling Outcomes

Population Analytics

Predictive Analytics

Prescriptive Analytics

What happened?

What will happen?

How can we make it happen?

PREDICT


API

AIPlatform

Etech Database

Parse JSON data based on metadata and

field/categories required

JSON

SQL Query

Converts data through SQL queries on “conditionality

mapping of categories” into “Insights Form” tabular format

QEval Database

Call Upload&

Processing

Tabular format converted into QEval Evaluation Form/Reports

Transforming Scores to Insights

AI + HIHuman Input forDesired output

Micki McCormickDirector of Training & Employee Development

[email protected]

Office: 214-253-6803

linkedin.com/micki-mccormick


Favorite quote “ The world is a book, and those who do not travel read only 1 page” Augustin of Hippo.

https://www.linkedin.com/in/micki-mccormick-ba439b41/

https://www.linkedin.com/in/micki-mccormick-ba439b41/

37

Getaroom® was created to offer you the very best values at hotels and other types of lodging in major destinations worldwide. Getaroom® was founded by the former CEO and President of Hotels.com, Dave Litman and Bob Diener. We have been rated the best travel website by Frommers & the best booking & reservation website by BoardroomElite Magazine in 2017

Provide travelers with the best values for their travel dollars.


Getaroom & Etech Partnership

With thousands of calls falling across 6 different contact centers, keeping

track is a major challenge

Etech Insights team monitors these interactions to identify areas of

improvement at each level to improvise the process

Coaching feedback to improvise performance of every agent across all

partners

Providing actionable business insights using AI tools

Calibrating with every contact center ensuring globalized performance

Provides one stop solution for confirming reservations to back office

support

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

4.00 6.00 8.00 10.00 12.00 14.00 16.00 18.00

39

How Etech helped

www.etechgs.com | Confidential

Agent Level Isolation Forest Analysis on AHT Vendor wise Top 2 Agent with the highest AHT

Vendor 1 Vendor 2 Vendor 3 Vendor 4 Vendor 5 Vendor 6

Jonathan 10.83 Diego 10.06 Danyelle 10.96 Vielka 8.93 Christina 10.92 Nicholas 10.23

Jordan 10.59 Bastien 10.52 Daphne 11.65 Reynaldo 8.82 Debra 9.86 Joyeta 9.20

% o

f C

alls

ab

ove

15

Min

ute

s p

er a

gen

t

Anomaly/Outliers (outside the box)

Average % of Calls above 15 mins per

agent: > 30%AHT: > 12 Mins


How Etech helped

Vendor Vendor 1 Vendor 2 Vendor 3 Vendor 4 Vendor 5 Vendor 6

Name James Gabriel Michelle Ashlyne Dawer Frank Cleon Shannique Daphne Kiki Bharti Isaac

Hold % 59% 46% 79% 53% 46% 33% 24% 25% 82% 74% 19% 19%

Hold Time 7.39 6.50

8.31 15.942.46 2.78 2.92 2.49 2.42 2.39 4.81 3.06

Vendor wise Top 2 Agent with the highest hold time and hold %

0

2

4

6

8

10

0% 20% 40% 60% 80% 100% 120%

Common (inside the box)Average Hold % : 20-40%Average Hold Time: .40 – 2 Minutes

Anomaly/Outliers (Outside the box)

Average Hold % :> 40%Average Hold Time:> 2 Minutes

Ave

rage

Ho

ld T

ime

Agent Level Isolation Forest Analysis on Hold Time


How Etech helpedEasy Sale Calls Vs. Crucial Behaviors – Vendor Wise Breakdown

18

14

2

11

85

44

65

70

59

58

97

33

0464

88

45

6

12

00

22

86

17

77

89

6

39

00

36

7

10

21

18

66

18

27

11

79

30

60

26

7

61

9

12

97

11

62

59

1

16.87%

22.53%

13.86%

18.37%19.70%

17.89%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

0

2000

4000

6000

8000

10000

12000

14000

16000

18000

20000


No Objection Creating Urgency Ask for Sale Creating Urgency + Ask for Sale Crucial Behaviour Achieved %


How Etech helped

ImpactAverage Handle Time

ImpactAverage Hold Time

ImpactCalls Handled

8:4Minutes

7:2Minutes

10%decrease

7:04Minutes

4:43Minutes

31% increase in calls handled from

Q2 to Q4

57,823

73,104

83,863

Q2 Q3 Q4

22%decrease

-9.54%

17.80%

24.29%

-15%

-10%

-5%

0%

5%

10%

15%

20%

25%

30%

Q2 Q3 Q4

Revenue Growth

43

How Etech helped

www.etechgs.com | Confidential

Manual Quality Monitoring. Not

able to cover 100% transactions

Increase in Revenue after AI implantationProviding focused and precise coaching to Agents and Supervisors and delivering key

business insights.

Case Study - Exploring The Data


Enterprise wide Data:168,771 Calls ingested

2 million Spoken wordsTranscribed for both agent and customer side with 140+ categories

Charts and trendsCreated within the AI tool based on dates, times, markets, vendors etc. (Metadata)

SO HOW TO USE IT?Primary challenge is to how to utilize all these amazing insights to get targeted business decision making done!

Now What?

Goal: 30%


MTD Conversion: 33%

• Etech filtered the total volume of 131,251 calls using the “ Number of Adult – Verification” Category to determine the potential sales calls.

• Potential Reservation Calls: 100,753• Total Calls Converted: 32,796

Customers & AgentsLISTEN

29

63

25

81

36

46

40

27

34

77

34

71

30

44

28

02

29

08

39

88

35

89

33

45

31

90

33

51

29

32

27

03

36

15

34

43

32

64

32

61

37

62

30

04

23

60

24

42

18

96

40

21

37

44

42

70

37

13

28

32

31

09

93

8

79

4

12

34 1

31

9

11

80

11

26

10

33

87

4

91

3

13

75

12

08

11

00

10

23

10

68

93

6

89

6

12

26

11

69

10

98

10

72 1

27

5

10

33

74

2

78

2

62

9

12

93

11

98 1

28

1

10

57

94

3 98

1

32%31%

34%33%

34%32%

34%

31% 31%34% 34%

33% 32% 32% 32%33% 34% 34% 34% 33% 34% 34%

31% 32% 33%32%

32%

30%

28%

33%32%

0%

5%

10%

15%

20%

25%

30%

35%

40%

0

1000

2000

3000

4000

5000

6000

Potential Reservation Calls Reserved Calls Conversion % Benchmark


No Sale Break Down – Enterprise Level

Total Call Volume : 135,495

Sale, 39511 No Sale, 959845

43

49

10

98

2

16

76

0

14

01

5

15

06

2

24

32

7

15

96

7

27

01

52

18

42

93

48

83

64

49

29% 25%

31% 31%32%

27%

Benchmark , 30%

0%

5%

10%

15%

20%

25%

30%

35%

0

10000

20000

30000

40000

50000

60000 Call Outcome - Vendor Wise Analysis

Potential Sales Calls Sold Conversion % Benchmark


IDENTIFY


Successful Behaviors

• Co-efficient Value shows a correlation between the observed outcomes and the observed predictor values. The value of co-efficient is always between +1 and –1. The closer it is to +1 the stronger the correlation.

• This Analysis statistically proves the hypothesis that Asking for Sale, Providing Rebuttals, & Creating urgency and directly correlated to the conversion on an Enterprise Level and can be used to fuel a predictive model

10816

10816

271830%

30%

40%

Crucial Behaviors &

Success Probability

Ask for Sale Urgency Objection Handeling

Inner Circle: Total Population

Outer Pieces: Success Percentage of the

Behavior

Co-Efficient Value: 0.9435

Statistical Success Rate: 30%


Coefficient Value: 0.7029

Co-Efficient Value: 0.7152


Note: This model is based on the data collected in the month of July. These analysis will be run quarterly to ensure we have enough data to observe any new patterns or see any visible deviations from the last output.

IDENTIFY


No Sale Calls Vs Crucial Behaviors – Creating Urgency

Vendor 1 did not create urgency on 78% of the call resulting in a potential revenue loss

of $1,787,400

Vendor 1, 22%

Vendor 3, 57%Vendor 6, 58%Vendor 4, 61%

Vendor 2, 65%Vendor 5, 66%

Vendor Wise Comparison - Creating Urgency on No Sale Calls

Vendor 1 Vendor 2

Vendor 3

Vendor 4 Vendor 5

Vendor 6

ANALYZE


No Sale Calls Vs Crucial Behaviors – Asking For Sale

Vendor 3 lost $552,000 in potential

sales by not asking for sale on 80% of

the No Sale calls

Vendor 3, 20 %

Vendor 1, 38%Vendor 4, 49%Vendor 2, 50%

Vendor 5,,52%Vendor 6, 59%

Vendor Wise Comparison - Asking for Sale on No Sale Calls

Vendor 1 Vendor 2

Vendor 3

Vendor 4

Vendor 5

Vendor 6

ANALYZE


Agent Coaching Packet

Primary opportunity was derived based on the impact that behavior will have on the conversion

Asking for Sale - Impact Bucket

Creating Urgency - Impact Bucket

78%

78%

76%

74%

71%

65%

65%

62%

61%

57%

56%

56%

56%

55%

53%

51%

49%

45%

32%

22%

22%

24%

26%

29%

35%

35%

38%

39%

43%

44%

44%

44%

45%

47%

49%

51%

55%

68%

Kemar Morrison

Tevin Daniels

Adrian Samuels

Tennica Powell

Demar Tomlinson

Shanese Anderson

Lionel Reid

Shelly Whyte

Conroy Field

Akeem Lawrence

Trevaun Hamilton

Matthew Brown

Sydonnie Martin

Cleon Dougherty

Georgina McIntosh

Shekera Bicarie

Malik Thomas

Samantha Campbell

Jardine Lawrence

Ask for Sale

65%

62%

52%

50%

0%

35%

38%

48%

50%

100%

SteveWilliams

SanoyClarke

DeanoMaine

TashayCampbell

SamuelEllis

Create Urgency

IMPROVE


Drive Quick Improvement

Creating Urgency functioned as a

successful rebuttal for the top 3 objections

Lowest price rebuttal was successful 23% of the times

when customers objected to the price being offered

2%

7%

7%

15%

26%

36%

2%

3%

8%

13%

23%

30%

1%

3%

4%

8%

14%

19%

Holiday

Stay on Phone

Check OtherProperty

FreeCancellation

Lowest Price

Urgency

Top 3 Objections Vs Successful Rebuttals

Consult withsomeoneRates too high

Call back later

IMPROVE


After understanding what behaviors drive success – We can cross-train agents to improve performance

30%

70%

68%

48%

54%

45%

42%

46%

19%

59%

50%

54%

19%

48%

45%

36%

15%

58%

0% 20% 40% 60% 80%

Angela WS3-Jenkins

Reynaldo Nelson

Chaira Ceballos

Dawn WS3-Turmenne

Vielka Alleyne

Winston Archibold

Provide Rebuttal% Ask for Sale% Create Urgency%

31%

55%

44%

48%

40%

52%

0% 10% 20% 30% 40% 50% 60%

Average%

Replicate Successful SkillsIMPROVE

2310624261

26572

30038

34659

$2,163,200

$2,367,702

$2,480,400

$2,593,180

$2,705,797

$2,000,000

$2,100,000

$2,200,000

$2,300,000

$2,400,000

$2,500,000

$2,600,000

$2,700,000

$2,800,000

10001500200025003000350040004500500055006000650070007500800085009000950010000105001100011500120001250013000135001400014500150001550016000165001700017500180001850019000195002000020500210002150022000225002300023500240002450025000255002600026500270002750028000285002900029500300003050031000315003200032500330003350034000345003500035500360003650037000

Current Improvement 5% Improvement 10% Improvement 15% Improvement 20%

Asking for Sale Creating Urgency Revenue


Predictive Model: Successful Behaviors increase Revenue

Present Rate

$2,367,702

+5% Improvement

+10% Improvement+15% Improvement

+20% Improvement

$2,480,400 $2,593,180$2,705,796

By Improving Asking for Sale and Creating Urgency on an

enterprise level by 20% in

the sample set of 44,374 calls, our predictive model forecasted an increase of

$542,597in the revenue

Note: This model is based on the data collected in the month of July. These analysis will be run quarterly to ensure we have enough data to observe any new patterns or see any visible deviations from the last output.

PREDICT


Effectiveness Rating

Evaluated 170k plus calls on scorecard

to give detailed output using AI


SO What??!


What Happens When You Underestimate the Importance of Transitioning Technology?


In a world driven by tech…Your people matter more than ever.

Job looks the same butyour customer expectations have changed.

Machine learning is lost without People


Record your Calls Capture Metadata Define ObjectivesMeasure Effectiveness

Monitor & Evolve Ongoing Refinement

We focus on CX, YOU Decide ToolsIMPLEMENTATION STEPS

Paper Form Excel

Artificial Intelligence & Human Intelligence

TOOLSVolume, Commitment to Customer Experience

DECIDING FACTORS

20,101

32,220

5,000

26,345

52,805

133,425 135,500

100%

53%

260%

71%

32%13% 13%

0%

50%

100%

150%

200%

250%

300%

0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

160,000

April'18 May'18 June'18 July'18 Aug'18 Sep'18 Oct'18

Cost vs FTE vs Volume (Major QA Programs)

Call Count Cost/Audit%

24

20

1413

11

66

0

5

10

15

20

25

30

FTEs


Volume Vs Cost (Etech AI)

Quiz Your Customer Experience


1. Does your Quality team include CX SMEs?

2. Are your Quality and Training program integrated?

3. Do you have less than 20 parameters on your scorecard?

4. Are you linking Quality with corporate objectives?

5. Are you utilizing your customer to define world class quality assurance?

6. Are your agents bought into the Quality program?

7. Can you prove your Quality Program produce ROI?

8. Does your C-Suite describe your QA program as a “Valued Asset”?

9. Do you leverage your QA results when making process changes?

10. Do you have a close loop feedback process to improve training?

Yes No

Yes No

Yes No

Yes No

Yes No

Yes No

Yes No

Yes No

Yes No

Yes No


How Does Your Customer Experience Measure Up?

> 6 Come see us, we’re hiring!

3-5 How we can help you on your journey!

<3 Your Customer called, talk to us!

Yes

Yes

Yes


Learn how Artificial intelligence isrevolutionizing the contact center.

Visit us at booth #215

Contact me at: [email protected]

mailto:[email protected]

Every Customer call contains thousands of business-changing data points.

Are you LEARNING?

Stop guessing.Start acting.


Workshop B | Wednesday, January 16th

| 11:15 AM – 2:00 PM | Booth#215

professor customer: empower your customer to teach you cx … · 2019-05-22 · professor customer:...

Documents