Episode released on: 03. April 2023
Unlocking the Return On Investment of Customer Experience: Making the Business Case with Faran Niaz ((mini-series 2/3) – Customer Experience Goals with the CX Goalkeeper
The CX Goalkeeper had the great opportunity to interview Faran Niaz
LinkedIn Headline: Customer Experience Practitioner & Consultant | Top 100 Global CX Thought Leader | Helping Companies Enhance CX to Maximize ROI & 7 STAR Ratings | CEO & Founder-CX FUTURE | Awards JUDGE | Motivation & KEYNOTE Speaker
00:00 Game Start
01:12 Faran’s introduction
02:15 Faran’s values
04:12 Return On Investment
08:04 Return On Experiences
09:59 Leadership Experience
17:45 Measuring it
25:52 Communicating within the company
32:39 The Future
35:57 Book Suggestion
37:11 Contact Details
37:52 Faran’s Golden Nugget
and much more
Faran’s Contact Details:
His book suggestion:
Faran’s Golden Nuggets:
“customer experience is about promises made and promises delivered, experiences become exceptional, but promises are consistently delivered above expectations”
“Customer experience is about promises made and promises delivered, experiences become exceptional, when promises are consistently delivered above expectations” @NiazFaran on the CX Goalkeeper PodcastTweet
#customerexperience #leadership #cxgoalkeeper #cxtransformation #podcast
What did we discuss?
Ladies and gentleman, welcome to the CX goalkeeper podcast your host, Greg will have smart discussions with friends, experts and thought leaders on customer experience transformation and leadership. Please follow this podcast on your preferred platform. I’m sure you will enjoy the next episode with the guest I selected for you.
Ladies and gentleman today, it’s really a big, big pleasure because one of the greatest friends of the CX goalkeeper is back Faran Niaz, for the third time! Hi Faran, how are you?
Hi, Greg. Oh, very happy, always pleasure to see you. Very happy to be back.
Thank you very much for your time and always taking time for me and for the audience sharing your knowledge, your stories, I am really thrilled to start a discussion about you because today we are going to discuss to discuss about return on investment, or as you are sharing in your presentations around the globe on return on experiences. But as usual, before we kick off, let’s spend two three seconds on who you are and which are your values. Let’s start with… Faran Could you please introduce yourself? very short, quickly!
Yeah, so I’m very privileged that I’ve been connected with the customer experience world for almost 25 years, I started my career with Citibank, I was 11 years with Citibank, multiple parts of the world. And then I got head hunted to the beautiful land of Dubai, the sunshine. And since then, I’ve been here for almost 20 years, working for two of the largest banks here. I’m also privileged, and you know, a pinnacle of my my career is taking one of the banks from 2012 to number one bank in customer experience. And that is such some amazing stories. I think a lot of people have heard about that. Now. I started my own consultancy, I go to organizations, helping them improve the customer experience is called CX future. And I’m very excited because now I help organizations make happy customers. So that’s why I’m an On a personal note. I’m also an award winning photographer. I want a few words in photography, my work has been exhibited in Italy, Thailand, Pakistan, Dubai, impacts on this conference.
And I can confirm that because they are often sharing great pictures. But now let’s let’s really focus on what you said. You said you brought one bank from low levels to number one, that’s something that you also share in the book customer experience 4, it’s a great story. And I think beyond that one of the key success factor from my point of view, the values, your values that are driving you throughout your life, and then help you also in this big project, and it is a big achievement. Could you please share them with us?
I think it’s a very good, good, good question. It’s an important one because maybe a lot of people don’t put too much emphasis. They have values, but it’s good to sometimes identify them, I put a put a point to them. I would if I look at it, I would probably divide them into two pieces. One is my personal life. And then there’s a professional one. So I’ll start with my personal one. For me. Honesty and integrity is very important. That’s that’s the core of my personality. Because everything that you do, you need to enter into it with honesty, and integrity. I like to be humble, I like to be outworked. That’s the kind of people I surround with no wonder you’re my best friend. I also try not to judge people. And that’s also very important because people are very quick judging others these days. And like everybody else, I have a family person as well love giving and sharing. And on the professional side, simple basic traits. People who Dobby are very passionate. So for me passion in whatever you do, with full under percent heart is very, very important. I love creativity, probably my photography, you know, crops into into this part as well. And also at the same time, I’m very curious to do new things. I like to learn new things every time I watch your podcast with somebody else, I always learn something new. So thank you for that.
Thank you very much fine, that’s that’s great. I really think that we share a lot of values and therefore are keen to to kick off the discussion with you. Roi, ROI return on investment, or you say return on experiences. And what why is return on investment so important in customer experience world.
It’s such an interesting question. And by the way, ever since I think evolution of customer experience and time people have been discussing this question. There’s no specific or definitive answer, but the importance of it is very, very, you know, it’s quite there. I would tell if I if I would like to just define it. I would just say your alternative investment is it’s a very important financial matrix, because it helps provide you a measure of profitability at Chelsea, if you’re in effectiveness of an investment, so whenever you invest into something you want to know, the cost relation, what you get return out of it. Let me also I think I wouldn’t be wrong. If I related to personal lives as well. I think whatever we do, we try to get some return out of it. If I go to the gym, I pay money to the gym, people, I want what in the end are looking for health out of it, I think my parents invested money in me by education, the ultimate return they were looking for was that I get good education. Great, great, and ultimately a good thing. That’s how we ended up sticking around. So why should organizations be any different? They need to have some kind of, you know, return that they’re they’re looking for. It’s not easy to quantify, you know, that’s a different story. However, very interesting. You know, can I show you a very interesting fact with you, you know, that 60% that this is a very latest study, 60% of the organizations do not measure ROI. They don’t measure it. Only 14% of the organizations are measuring ROI. This shows that how difficult it is, it’s not an easy thing, and how little importance organizations give give to it, they like to get into the project, they like to get into the point without thinking what the outcome or the result that they’re looking for. However, the importance there, but at the same time, there are some few important metrics, where I would look at it, the importance of it, why is more important than just financial as a financial metrics. First of all, the ROI gives you the opportunity to evaluate opportunities for the further investment. If you want to make new investment, if you have a very good idea where to allocate your resources and your capital. Also, it helps assess your performance. So whether the investment has been profitable, not profitable, it has met your expectations or not, the ROI gives you an opportunity to assess that, then organizations want to allocate the resources. So there’s multiple places where I have a limited resource at hand budget limited resources, when should I prioritize my money, where should the buddy go. And if ROI return investment is used properly, as a tool, it helps you, uh, you know, to focus on those areas where the investment needs to go. And then last of all, if I may, one more point, if I may add the accountability. It holds people, businesses responsible for the decisions that they make. It’s a very important point. Because when you give responsibility to somebody, with every responsibility, it comes out of center, somebody needs to hold you responsible. And ROI is a tool that tells you how responsible you’ve been in your budgets.
were interesting view on on ROI, I think that’s what you’re seeing it, it makes sense, it totally makes sense. And it helps us to understand how important it is not only in customer experience, but in business and also in private life. I know. And you presented that already several times you started linking ROI with experiences and you created or you shared these return on experiences. Could you please define for the audience? What is the return on experiences?
Yes, I think when we talk about ROI, people are thinking about hardcore investment, but they don’t concentrate on customer experience. So since we are the customer experience people, you need to look at the return in terms of customer experience. That’s why it’s important to look at by the way, this is not a replacement of ROI. This is a complementary matrix. It’s another again, it’s another financial metric. But very important that when we talk about return of experience, we’re looking at three multiple factors that are connected with data. So in this performance matrix, we are connecting customer experience to employee experience. So it’s a holistic approach of understanding and increasing the value of investment across customer experience through employee experience, and also leadership experience. So for the first time when I started studying about this, I came across this term Enix leadership experience. So it’s similar to ROI, but it focuses on experience aspects, organizations activities, rather than purely the financial measures. If the question comes to your mind, what is leadership experience?
That’s a good question.
you you actually understand UX we’re this time next. So there is an experience over leadership how effective a leader are you in creating a basic employees. The effectiveness of a leader that influences the employee experience, tend to work on my career. And I’m sure you’re curious, you’ve come across a basic bosses, I’m sure you’re a boss as well, and people how people perceive you as a leader. You know, when you look back today, and you say how important the leadership was in how you achieved your customer experience, or any other other goals, I’m very, you know, authentically I can say this customer experience cannot prevail in an organization, if it is not trickled down from the top to bottom, the passion or the bottom trickles to the, to the bottom. So leadership experiences is part of it. This particular measure is helping organizations to understand whether or not the experience they’re creating are leading to the results that they’re looking for. So whatever results you’re looking for, it helps you understand that, how did customers perceive and interact with a brand, that’s what it’s it’s helping them and what steps they need to take to build more meaningful relationship with the target audience. So look, what we’re talking about, we’re talking about relationships. And because of this ROI, X leaders can very clearly see the connection between customer and the employee experience. Now, you said that I’ve been talking about it, but I would give the credit where credit is due this, I started looking at it. And this is a study which was done by PwC. It a global consumer insights survey that they published way back in 2019, but very few people give attention to this. But this is a study which was done. And the basic idea is that happy customers and happy employees deliver a very pleasurable return. That’s a very simple formula, we all know about it. How is it different from ROI, it has five basic components. And that’s what we need to look at. If somebody’s interested, how UX is defined, or how e x is looked at, there are components that we need to talk about. One is the pride. The first one is the pride, the emotional commitment of the employees to the brand. So here employee, you’re not looking at the employee expense only, but you’re looking at the employee’s connection to the organization. Then, second one second pillar of RX is influencers. Now, internally and externally, you need to create a bestsellers, people who are emotionally that energy is connected to the organization. And not only they provide great service, but they become your ambassadors. So look at the level of involvement of the employees that you’re looking here that not only that you want them to serve well, but you want them to pick up your ambassadors. And as the pillar is behaviors, so what you do is you identify multiple positive behaviors, habits, actions, that define the culture within the organization. So as an organization, you need to define those behaviors, you need to identify what makes like my organization, click what makes my employees excited about delivering excellence experience. So those behaviors identified and those are highlighted and organizations use that. Then the fourth pillar is the value drivers, there are habits there are behaviors, and there are values. So you need to identify key values that in the eyes of the customer now, that’s for the eyes of the customer, the the values that the customers are expecting out of the organization. The last one is obviously the financial return and outcome of this. Now, let me let me try to give a little bit more sense to this with a very simple example, to understand the organization steady, you know, when they go to the customer, the customers do them for the value that they’re bringing to the table as the product not as a so every organization good organization around the world has a tagline like for example, let’s let’s pick up Volvo so Volvo is not selling cars, we all know Volvo sells safety. So whenever you talk about this, this is a value. What is the return customer expecting out of this brand? Safety, not financial, not anything, and that’s what the organization is boosting, boosting as well. I can take multiple, multiple other examples. For example, let’s say Ikea. Ikea is not selling a portable furniture, but a better everyday life. For many people. That’s the tagline. That’s what they what they do. So good organizations have started coming up with those values, those drivers, where the customer starts getting connected to the to the product, and service. I don’t know if we have the time, or maybe it’s it’s another debate, but there is a formula for heroics, which still being explored. But a simple formula for return of experience is that that the value of the benefits, percentage of the cost of investment, whatever benefit you get out of different activities that you do, to employee experience to CX leadership experience, those benefit and the investment that goes into you take the percentage of that. And interestingly, they’ve created some benchmarks as well, like, you know, NPs as a benchmark and good organizations, different levels. CSAT similarly, always has a benchmark as well, like, for example, if your NPS is less than or o x is less than point 2%, you consider that your experience isn’t generating the value. So we are relating the result to the value. If you’re less than 100%, you’re not generating the value. If your ROI x is between two, let’s say, at your starting to see returns, but your experience is still a de performing your experience is still under performing 250 to 500%, your experience is generating average value and contributing to company revenue. Now, look how this thing is going to 250 to 500%. But the when the result comes in, now, it has started adding to the revenue at anything about 500%. The formula by the way, goes this way, I did a small calculation. And I was surprised that I got a percentage of 450%, I can take you to this formula. Later on. At So anything above 500%, your experience exemplifies best practice for generating returns. So that’s the way it is it’s works with complicated. Organizations are now thinking about it, there’s good detailed work is being done on it. But I feel when I talk to different organizations, they’re a little reluctant, because they still need to sell it to the stakeholders. Customer Experience, people are on board for sure. I think leadership experience. So leaders are a little reluctant about the value to the experience.
I think what you’re saying is extremely interesting, because you shared what the return on experiences is and how its creator, how it’s created with these five pillars, how it can be measured, and also how you can check compare with older companies, what you’re doing at which level you are. And I think this this really helped. It’s a measurement that really is focused on experiences. And as opposed to comparing with others. And therefore I think it’s can it can have a really an interesting future. Because then you can you can see, and you can prove the value of experiences and not always only have small pieces out of it.
I think the bottom line is that without looking at return early in terms of financials, start looking financials plus experience returns as well.
I think that’s that’s totally makes sense. You mentioned something that it’s interesting. And perhaps also to make it a bit more tangible. Customer experience professionals like we are are trying to improve things are implementing you new things. And perhaps do you have an idea or how do you calculate the or do you quantify the improvement in customer experience itself?
Yeah, I think it’s a really good question. And I think it’s a million dollar question because a lot of people are trying to, first of all, it’s not that easy. Quantifying customer experience, improvements, results outcomes. It’s quite a challenging, challenging task. And that’s why when I shared the number that only 60% of the organizations are doing it. There’s the reason however, if you look closely into it, it’s not very difficult. Let me also say that customer experience success, what is customer experience success, the customer experience Success to me is what customers feel about your experience and in return what they do to your business because of that experience, isn’t it like you know, what I feel as a customer and what I feel resonates into what I get back my return. If I have a good experience, I will give you a good return. If my bad experiences. I’ll probably leave you you lose by business indeed. It impacts you financially. Now, to make it more simpler, I would say that there is a core relationship between customer experience, there are some that measures customer experience measures and the business values. Now, in order to know the success, obviously we have the customers being specialists, you know, we know that PS, we calculate customer satisfaction scores, overall high satisfaction, corporate customer effort score. So that’s where your satisfaction at the end, what customer is feeling is coming from. So that feeling is then related into the business layers? And how is that happening? So let’s look at some of the key business measures, which victims of ROI organizations should be looking at. So first of all, you’re looking at the lifetime value. So how long is the customer staying with you how the t value that the customer is getting from the day, they’re coming to you till the time this, that they stay with you? Isn’t this the return to the business that they do with you. Similarly, it’s very important to know your ROI, you know, your detection rate, or the customer staying with you or not, if the retention or attrition rate is too high, you have a serious problem with your with your ROI, because that has a direct impact on your revenue, then the churn rate a lot of customers still stay with you. But they stop. They don’t renew. I mean, I, I’ve been to some social networks where they keep sending me when he will send I decided, I don’t get enough benefit out of it. And I do renew it, but I’m still on the books. But you need to know what kind of retention or churn rate you have, then you need to look at the repeat purchase rate, not just the customer, your customer needs to repeatedly purchase from you. That’s where the business is generated. That’s where the revenue is coming from. Order frequency, how frequently do you order the cross celebrate how many times how many other products that are buying from you. So these are the elements, when you look at these measures to realize that you are you’re where your revenue is going. It codifies number of customers upgrading, you need to know how many customers upgrade, if I’m very happy with you. Today, if I’m a if I’m a prime customer, tomorrow, I can pick up become a VIP VIP customer, which means that are bringing more value into your organization. You also need to probably calculate how many of your customers are willing to refer your your products to towards us because that’s where the revenue is generated as well. A Creek also, if I look at the NPS, because NPS is one aspect that we’re looking at. And there is a formula, which is probably all people who are related to customer experience, they already know that one point increase in NPS is resulting into around two to almost $2 billion of revenue increase per year. Because how is NPS increasing? If you look at your detractors, and if you just improve, let’s say, three 3.5 2.75% of your detractors and convert them into promoters. You you’re increasing your NPS by 1%, one scale, and then your your revenue dramatically increases. So those are calculation, I’ll give you my personal example just caught I know, Bishop might be short of time, but I picked up some very simple things. For example, I was running a call center. So I will go to the finance department. And I would say if I deduce a certain percentage of calls, it will result into per se. And it’s very simple, because I know how much each of my call per minute or per second costs. Every organization knows. So you are how do you reduce costs. It’s not like you stop picking up calls. You reduce costs by improving processes. That’s customer experience. So you invest and say give me money, I will improve the processes. In return, I’ve been reduced the calls so customer either I will move them to to digital paper alternative, or maybe they’re calling me for something that I can, you know, handle it some other way. So I did that, you know, you press to five or 10% of your calls reduce humongous amount of money that you’re saving. Similarly. I remember when I went there, I was looking at eServices that we’re going to customers, and I realized I don’t know if you’re part of the world or not, that is the SMS text is too long. goes as to SMS is not as what So customer receives as one as service, but the organization is charged by the company has fewer services. So I reviewed all the scripts and I converted them into the specific number of characters As an organization for short, that much money we received, and this is what customer explained as you look at the process, and then you should have small saves that you can prove it adds to your return.
I think these are great example. And in particular, the last one with the SMS, because it’s not something that it was so expensive to do. But somebody looked at the details. And I think, if you want to improve customer experience, then you need to…
to reduce the number of companies, it has such a precedence because your people are working on it, you save paper, you save time you save customer, repeat, I used to look at the repeat companies and say why if you have a certain customer who’s calling for the same thing more than three times you have a serious problem with the process, you will reduce that and you reduce.
I think it totally makes sense. You are a great storyteller. And you have always great stories. And therefore I think one question is still important to to ask, how do you communicate all this improvement all these changes, for example, to the finance team or to other teams within the company, because again, at the end, it’s about to sell the story.
On a lighter note, you cannot tell a story to finance people. Their money and stories got their work with them. But that’s on the lighter side. But obviously, when you present to them in a manner that they make sense it now a first question before you when I asked this answer this to you the question that comes to my mind, like why it is this there is a it’s trust on the pilot side with the with the with the people, and why this whole debate. And I always use what very important statement I say, customer experience produces blue dollars. And finance people love skinny dollars. Sales is giving you good dollars, because you go you get a customer, it gives you the money, you can count, somebody can sit down and count the dollars, marketing, you know the number of referrals ripples kind of convert into into sales, you have the money, a customer experience is not like that. I’m going to the finance people and say, Oh, give me the money, I will improve your NPS after three months. They will be an improvement. It is a gradual process. It’s an ongoing process. But they do see something which is after six months, they want to see something which is so that’s the debate where this whole thing starts. Also another very strange question that comes to by by this, why do I have to prove this every other every unit proves it. You think that organizations go to HR finance departments say, Please prove your return on investment on HR, otherwise, I would want to invest in HR, that doesn’t happen. So we’re always the targeted attack. That’s why job of a leader of a customer experience is far more difficult than the others because they have to go in every time proof prove it. Now the trick is how to do it very important. I think first of all, most importantly, as I understand finance people, I’ve had a share of my finance people, lovely people, but they’re very focused, you will need to speak their language. If they like numbers, you speak numbers. If they like, you know, additional information, you provide additional permission. And you can only speak their language like audio, if you understand the person. So if I don’t understand Craig, as CFO is, I would not be able to communicate because he would want a different pitch. And I will be honest. So wherever I worked, I created a relationship, it doesn’t mean that I’m playing golf. But it needs that I am always in connection with whatever I do, I make sure that they’re part of part of everything. Similarly, you need to lead your conversation with the financial benefits to the company. So overall, so yes, give me this, what overall the benefit that it’ll give to the company, to all the stakeholders in which every part of the organization, so the finance people understand that it’s not a benefit that are going to give to a certain group of people, they understand that they value it more because you say the overall the company is going to benefit out of this. So that’s very important. It needs to be put be a very important one is to show the benefit over a time period. That’s what I was talking about, about the green and the blue dollar is that if you show them today invest after three months, this is going to be the impact after six months, this is what’s going to happen. So at the story comes in, give them the full picture and don’t say oh it was today after six months or do this though. Take them to stay by day. That gradually is The value that I will show that’s the language, they understand it very well, because you explained very well, you need to clearly define your metrics and goals, per se, give me the body, here, I need to invest. And here are the indicators, I will improve this by this percentage. So you are making actually a commitment of the results, they need to see the commitment beforehand, so that they want to vote, they can hold you responsible. Similarly, you need to provide the evidence of the impact. For example, whenever I used to do something, I’ve invested in something, and let’s say a customer comes back and writes you a very good testimonial, and says, Oh, I really like this initiative. I certainly am surprised something basic has happened, your service has improved. This bill needs to go to the CFO. We’d don’t do this. We publish it internal, but we don’t give it to the people who want to see the Ignite. So make sure that all your achievements, all the good stories, all the testimonials, they could reach back to the people who are who are investing into other things I can I can talk about as well. You can address their potential concerns, once again, before you go to them be very open. But it at this point we don’t do. It needs to be a two way communication. Here’s what I want. Here’s what I can do. Is there any concern? Please tell me what you want come back. You I’m sure you don’t have all the answers on the spot. Take all the concerns. Here. We’ll go back through all the questions. So once all the questions have been answered, I don’t think so there’s going to be a conflict again, and last of all, I can talk about a lot of other things. But last of all you do to collaborate at every step. I used to run the service quality council I used to chair a, it used to be have all the group heads, country heads, department heads, CEO to the financial hit. So big should be my first thing first 10 minutes is to brief them what has happened in the last last month. So they knew exactly what was going on. Every time I would baby rather, let’s say a brother, God BAP exercise, I’ll invite a member of the financial team to sit in the the exercise as well. So they felt part of the whole all these are small steps that you can do. It has worked. So hopefully it should, it should work for others too.
These are great suggestion. Thank you very much fine, I think everybody can take notes and really, really learn a lot of what you said, we are coming at the end of this game, but I still have some questions for you. And worry briefly. It’s 10 years time from now in 10 years time from now we are back on the CX goalkeeper podcast, I think it’s not the landing the next time because you will be often here. But in 10 years time, what we are going to discuss about, oh,
this is beautiful. Are you I think about it I think I can’t predict about tomorrow, the way things are things are happening. But first let me let me put my fears, fears into it. What I fear of people, not what I’m expecting, but what I’m fearful. And this is very important because there are some things that I like today that I want to see tomorrow. First of all, I want to so I hope that the value of the humans customer experience stays the top priority. Even after 10 years, the value of empathy and personal relationships is not going to change. And very important that the smile is not gonna be replaced by important replacing a human being. I love a human smile when somebody welcomes me when I go to Starbucks or somebody hey, welcome sir. You know what’s your day with two steaks, the basic things need to stay there now what’s going to change? I can’t predict but look what has happened in the last just a month or so chatGPT it has launched nice the world in such a short period of time the popularity that ChatGPT has gained there are so many debates that are going on that it’s going to impact the CX and people are still debating how it’s going to impact customer experience. So also I think better worse is going to be the word of the better worse. After 10 years I think you and I will be hugging each other virtually. I will stand up and I will hug you because we will have our beautiful avatars so right now I can’t hug you I can’t shake hands with you. I gotta shake hands for you for sure. And I’ve got to give you a big hug which I always wanted to I’m going to meet you for sure one day Inshallah, in person so then is definitely going to happen, there’s going to be a virtual world that we are going to be part of. And most importantly, I think organizations must understand that you will have to take years, that experience has to be defined by the customer. Not what today, and this is what happens today with many organizations, they caught on to the bag, that bag of transformation very quickly, without really understanding customers not ready for it. Look at the generation, then look at what the customers are desired and what they want. And then provide something according to that. So this, I don’t think even of 10 years, organizations like Zappos or Disney or Amazon are gonna change the way they do it. The digital is gonna stay good digital, and a good physical, you know, collection. I just hope it’s gonna stay. So yeah,
thank you very much Faran. A great view on the future. And now we still have two, three minutes, three minutes to conclude. Three questions. Real quick question, please, quick answer. And is there a book that you would like to suggest to the audience because it helped you during your career or during your life?
Not in my career in my life, but it has been a great part of my personal achievement. Also, I’m not saying it because I am part of it, and you’re part of it. But I think CX 1, 2, 3 and 4. Everybody should read this, because it is a mix of 18 to 20 to 20, different top customer experience professionals globally, where will you find lots of so many, you know, professionals, and people who have added value to yes, you can pick up a book from one particular person read it, but to be when I hear the thoughts I’ve read the thoughts of multiple people. For me that’s so CX, what to say Export customer experience for our Barbie. Also, if you want to add one to this spread righteous do book because he’s talking about a ps3. So medical purposes is the worst problem people should pick up.
Thank you very much. And you were also one of these thought leader writing customer experience poor and I think people want to connect with you. What’s the best way to reach you?
I think LinkedIn is for us, all of us. So my handle on LinkedIn is FARANN (double N). On that LinkedIn are all my connects, then like mobile, I love connecting to people through my whatsapp. So please feel free by mobile number is there, just send me a message. And I’d love to connect. I also have a website for my CX future so CX dash future.com. You can find me on Facebook and Instagram as well.
And now we are concluding this game with Faran’s golden nugget. It’s something that we discussed or something new that you would live to the audience.
I remember last time I gave you a nugget. This time, I’m going to do a slightly different in fact, I have created a quote. I always wanted to be on that horizon. And in fact, somebody asked me, What’s your quote. And it has recently been published by if I if I’m not wrong by Phoenix on LinkedIn, these are the people who do the CX transformation summits globally. So I had this is my my quote. So I say: customer experience is about promises made and promises delivered, experiences become exceptional, but promises are consistently delivered above expectations.
And I can conclude saying thank you very much fun for your time being a recurring guest. I think the audience understand why you are a recurring guest. Thank you very much. Always love. Thank you so much. My pleasure. And to the audience for today. It’s everything. I hope that you enjoyed the discussion as much as I did. feedback is a gift. Please contact Faran, please contact me. Let us know what you think. Let’s start the discussion. We have a lot to thank you very much. Bye bye.
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