Free Webinar: How to Sell Faster and More To Your Digital Customer | Tempemail – Blog – 10 minute

Over the last few years, more and more consumers have opted to engage with brands and businesses digitally. This technological evolution — while very beneficial for consumers —  is extremely valuable for organisations, and it has only been fast-tracked by the impact of COVID-19 on social and economic activity. 
In these uncertain times, potential clients will interact with your company by phone, instant messaging, email, mobile app or social channels — providing a deep treasure trove of data that your sales team can utilize to close deals. This means that now, more than ever, it’s important to not only use but also properly understand the wealth of data within your organisation.
With this in mind, leading call centre software company, Genesys wants you to join the virtual conversation alongside leaders in the industry to explore the challenges and opportunities which await companies selling to digital consumers. 
This FREE Webinar — which takes place on Wednesday, 10 June 2020 at 11h00 —  will be facilitated by Eldon Phukuile, Chairperson – Board of Directors at Customer Experience South Africa (CXSA) alongside two expert speakers. 

Under the theme “Sell Faster and More to your Digital Customer”, this digital discussion will reveal ways to increase your sales conversion rate by harnessing unstructured data within your organisation, engage with the right prospects timeously and use AI to predict outcomes while triggering profitable engagements.
Confirmed speakers include:

Eldon Phukuile, Chairperson – Board of Directors at Customer Experience South Africa (CXSA)
Pieter Van Eyssen, Principal Solution Consultant at Genesys, South & East Africa
Alichia Griffith, Solution Consultant at Genesys Southern & Eastern Africa

How to participate:
Register for the FREE Genesys webinar HERE
For more information on this webinar visit: https://www.itnewsafrica.com/genesys-webinar/
[t]: 011 026 0981/2  [e]: [email protected]
Staff writer

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Netflix to Start Cancelling Inactive Customer Subscriptions | Tempemail – Blog – 10 minute

Sourced from Getty Images.

Netflix says it will begin to ask customers who have not watched anything on the on-demand video streaming service in a year or more if they wish to maintain their subscription — and will cancel their membership if it does not hear back.
The company says it has started to notify customers who haven’t watched anything on the platform in 12 months since they became a subscriber to check if they wish to keep their membership. The company is also reaching out to those who haven’t streamed anything in more than two years, it says.
“You know that sinking feeling when you realize you signed up for something but haven’t used it in ages? At Netflix, the last thing we want is people paying for something they’re not using,” the company writes. This unusual move illustrates just how much confidence Netflix has on its loyal customer base, says Tech Crunch. Most companies would be happy to withdraw their cut from their members’ bank accounts or credit cards for as long as they can.
Netflix says that these inactive accounts – known as ‘zombie accounts’ in the OTT industry – only represent a few hundred thousand users, less than 1% of Netlfix’ overall member base. Something the company has already factored into its financial guidance.

The streaming service, which had more than 182 million subscribers at the end of March 31, says it will be easier for those whose accounts have been cancelled to rejoin the platform should they want to return. Those who rejoin within 10 months will still have their favourites, profiles, viewing preferences and account details just as they left them.
“In the meantime, we hope this new approach saves people some hard-earned cash,” Eddy Wu, director of Product Innovation at Netflix, says in a statement.
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Jemena powers up CX in search of real-time customer feedback – Projects – Cloud- Tempemail – Blog – 10 minute

Electricity and gas distributor Jemena is upgrading its capacity to measure the experience that people have when they call in seeking assistance on complex installations and fault resolution.
Jemena will today announce that it is deploying InMoment, initially in its contact centre operations before expanding the hosted software across its digital channels.
Media and external affairs manager Michael Pintabona told iTnews that the utility went to market earlier this year in search of a technology partner to uplift customer experience (CX), with a focus both on registering some “quick wins” and longer-term CX enhancement.
As a distributor, Jemena only deals with certain types of enquiries directly; most of the time, customers would ask questions via their energy retailer.
“We are not necessarily a customer interface traditionally,” Pintabona said.
Energy end users could choose whether to ask questions of their retailer – and let the retailer manage the interactions with Jemena – or to go to Jemena directly.
“Customers come to us directly generally when there’s a level of complexity around the actual installation or the piece of work that they’re after,” Pintabona said.
“It could be that you’ve built a new property, and it’s a duplex and you need two connections. The retailer could facilitate that but it’s often a lot easier to come directly to us because you can talk to us, talk to your case manager, and work through it that way. 
“The other unique space that we own is faults and emergencies, so if the lights go out, your retailer is not going to know anything about that. 
“You need to come to your distribution company because we will have insight into the cause, the length, duration, and when you can expect things to be back online.”
Currently, Jemena tries to measure the customer interaction after it has taken place.
“At the moment we are looking at customer experiences following the interaction, so you may phone up Jemena, and off the back of that phone call you rate it one to five,” Pintabona said.
“But that [rating] isn’t a clear and accurate representation of their experiences with the company holistically.”
There may also be a delay between when the interaction is completed and when the customer survey form is sent out.
“The current state is that that interaction is delayed, so you may make a phone call and then you’ll get an SMS and it could be there’s a time delay on that as well,” Pintabona said.
Jemena is looking to make the gathering of “episodic” customer feedback more immediate, but then to compile a “bigger picture journey” across all episodes or interactions that are needed to resolve a customer’s question.
The company is hoping to find data patterns that point to “obvious spot fires that need to be put out”; finding those in real-time means they can “be escalated up to a team leader or manager, and then we can actually take action on it much faster before things manifest into real problems.”
Initially, when InMoment goes live in July, it will be used only in Jemena’s contact centre operations, albeit that accounts for about 90 percent of customer interactions.
At some point in the future, InMoment will also collect feedback from interactions in digital channels such as online chat or self-service parts of Jemena’s website.
Additionally, Jemena is hoping that InMoment can be used as a mechanism for field crews to capture feedback given to them directly while they might be working on a callout.
“Our long term vision, because we do have field crew that are out in the field, is how do we actually get customer feedback in a face-to-face sense but take that from verbal feedback to a digital [format] that we can actually use?” Pintabona said.
Pintabona said InMoment would largely help to automate the capture and collection of CX data, allowing Jemena to “just get straight to the insights rather than working through, evaluating and analysing the data” first.
InMoment’s APAC region managing director David Blakers said the vendor sought to “create strategic partnerships in the market with brands that are natively customer-centric, and Jemena absolutely fits that bill.”
“The way Inmoment helps those brands is giving them a capability to improve the experience they’re delivering across the moments that matter,” he said.
“Effectively we’re helping Jemena to listen, understand and improve experience in real-time by aggregating all of the insight that comes back [from customers], using things like text analytics powered by natural language processing to categorise and determine themes and sentiment, and even the emotional state that we’ve left a particular customer after interaction.”

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How technology bolsters operations and customer experience at PhonePe- Tempemail – Blog – 10 minute

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In a span of three years, the digital payments arm of Flipkart, PhonePe has brought to its fold a significant proportion of the digital payments market. With over 80 million monthly active users, the platform witnesses more than 500 million total monthly transactions; and a robust technology backbone has been critical in supporting seamless operations at scale.
In an exclusive interaction with Express Computer, Rahul Chari, Co-founder and CTO, PhonePe, shares how the company has evolved since its launch in December 2015. He says, “In our journey over the last three years, our initial focus was on unlocking the value on peer-to-peer money transfer for our customers, and tapping the unorganised money exchange space and money transfers among friends and families. Secondly, we unlocked value in merchant payments, specifically among online players, because that was a familiar area for us due to our Flipkart background. Whereas, in the third year, we started focusing heavily on offline merchants, wherein we have scaled massively – almost 10 million merchants.”
Since the beginning of 2020, PhonePe has announced several key launches including mutual funds and insurance. A significant part of the company’s focus, especially with these recent launches, is now on financial services. The company has been putting a fair amount of investment in building a scalable and reliable technology for financial services. Apart from the product market fit, there has been a highly collaborated and coordinated effort by the regulators, policymakers and the private sector firms like PhonePe, which has led to growth in UPI adoption among masses, including rural India.
Interestingly, 70 per cent transactions on PhonePe comes from Tier 2 and Tier 3 towns.
Chari shares, “There have been certain attempts on the policy and regulatory fronts; moreover, there have been attempts from the private sector that have tried to work around some of the policy and regulatory roadblocks. In the last three years, these three parties have come together in a partnership model, which has resulted in a lot of engagement, and exchange of feedback. This has led to a positive movement, driven by collaborative efforts – this has been the biggest strength and factor leading to growth. Going forward, FinTech will play a crucial role. It’s about the partnership between financial organisations and the technology sector. The technology sector, alone, can’t step in and do something radically different. A lot of partnerships will come to the fore, which will yield more and more results in the next few years.”
Data-driven intelligenceOne of the things that Chari is particularly proud of, is the infrastructure that PhonePe has laid out. The operations are carried out of he company’s own data centres and in a highly scalable infrastructure from a compute and network perspective. He informs that PhonePe has one of the most state-of-the-art systems in terms of reliability and scalability, and the company builds platforms and capabilities that unlock 10x value.
Elaborating further on the core pillars for investment in technology, he says, “At PhonePe, when we build something, we don’t build it as just a feature. We look at the core capabilities that can power a particular feature and how we can build it in a more generic manner, allowing it to unlock even more value in the future. Another focus has been on investment in intelligence through data. Having one of the best analytics teams, we have a major focus on data-driven decision making. Additionally, our data science teams are investing in various models that are powering our risk and fraud detection system, promotions platform and CRM. We believe that users have a personalised experience and they must not be presented with a lot of information and data intelligence plays a key role in ensuring this.”
Customer experience, across industries, is a critical component of digital transformation journeys of organisations. Personalised engagements are instrumental in driving an enhanced customer experience, and this is possible with extraction of value from data, using analytics powered by emerging technologies such as artificial intelligence and machine learning. Realising this, PhonePe leverages machine learning extensively. For instance, the company utilises ML in risk and fraud detection.
Chari informs, “As a transaction platform, it is very important for us to ensure that we operate in a real-time manner in terms of detection of any type of risk. When a transaction takes place on our platform, based on multiple parameters, we have make a decision to allow or disallow it. Similarly, we use ML for customer login and user onboarding. When there’s a new user on the platform, or there are transactions with irregular patterns, our systems are designed to detect these cases in real time because of our strong ML model. We also use ML in CRM communications and designing of offers and promotions for customers. This ensures that we reward the right customers and our investment is directed towards value-add for the company, in terms of engagement and customer retention.”
Building resiliencyPhonePe has maintained a robust work-from-home policy and IT infrastructure, and the company has not faced productivity challenges during the Covid-19 situation. However, Chari stresses on taking cognizance if the existing situation continues for a longer period. In addition to the addressing the overall impact on the economy, he emphasises on working on new areas, wherein the company needs to provide more solutions and address the challenges. In the last three months, he informs, the company already had a roadmap in place and has been able to execute it seamlessly. For the near future, it is looking at more technology solutions, whiteboarding solutions, better documentation among other areas.
It is not just about agility and resiliency of IT infrastructure. Workforce enablement plays a pivotal role in strengthening an organisation. On these lines, Chari shares, “The strength of our engineering team is around 300, which is fairly small considering the scale of our systems and business. However, we offer an open operation environment for our workforce, providing them exposure to different technologies and different domains within the company.”
On sustainability front, PhonPe focuses on being vertically performant. The company follows a micro services architecture, wherein it is able to separate the application layer from the storage layer. It can make a much larger distributed cluster on the storage layer. Similarly, it has micro services on the application layer, allowing the teams to churn more virtual instances to cater at scale. The total number of merchants on PhonePe is around 10 million, spread across 400 cities in India. Considering PhonePe’s scale of operations, its hardware footprint is significantly lower, thereby forming a important sustainable IT practice.
Adding on the next big area for the digital payments industry in India, Chari says, “Going forward, we have to look at the next incremental push that will unlock maximum value. Effective usage of recurring payments is an area where the digital payments industry has lagged behind. We haven’t had a uniform model for establishing a mandate for recurring payment across instruments such as a bank account, wallet, debit card or credit card. Today we are restricted in terms of setting up a mandate on a particular instrument and use case. An universal way to check mandates on financial instruments digitally, and unlocking more use cases for recurring payments – this will be a game changer in the digital payments industry.”

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Digital helps IndusInd Bank ensure its ‘customer first’ mantra- Tempemail – Blog – 10 minute

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IndusInd Bank is focused on customer experience and its “customer first” mantra translates into meaningful and comprehensive product development, service, and product delivery through digital, simplifying the process of adoption.
Anil Ramachandran, EVP and Head, Marketing and Retail Unsecured Assets, IndusInd Bank believes that as banking gets simplified, the communication too moves towards showcasing convenience and simplicity as important attributes that underpin the approach towards providing banking services.
To Ramachandran, continuing to be relevant to the diverse set of customers means creating solutions that simplify customers’ lives and the delivery of their banking requirements.
“Communication with the client, therefore, integrates itself into the entire delivery process. Marketing and distribution thereby become more interlinked. Hence, digital transformation becomes a part of every process, every product, and as an outcome, of every piece of adoption-driven communication. Leveraging innovations, to create differentiated products and platforms, will continue to be the key to our communication plank,” he affirms.
Providing holistic customer experience
A digital revolution is reshaping the way brands connect, engage, and communicate with their consumers. Empowering rural India, and bringing the large unbanked population within the ambit of mainstream banking, continues to be a focus area for IndusInd Bank. “Riding the digital revolution wave, we have worked tirelessly towards ensuring that all the benefits and privileges of digitisation also manifests itself in rural and unbanked markets, as well,” he says.
The focus on digitisation in both customer-facing applications, as well as internal processes, have seen strong adoption and implementation. “In our endeavour to stitch up the fragmented but fast-growing payment ecosystem, we have also entered into partnerships with fintech and other entities to provide seamless payment experience for clients,” Ramachandran says.
Effectiveness of social media The bank targets customers via a diverse set of digital channels available. These include emails, mobile app notifications, websites, net banking, ATM, and others. IndusInd Bank has full-fledged analytics and campaign management platforms to target and plan outcomes effectively. The digital strategy is based around comprehensiveness, convenience, and quick turnaround time.
Social media is helping the bank understand and service the millennials much better. “Today, most of our followers are our customers who use social platforms to communicate effectively with the bank. Our marketing is focused on all channels, such as net banking, mobile, emails, social media, YouTube, among others. We have a large followers base on Facebook, Twitter, Instagram and connect through LinkedIn as well. Our video branch and WhatsApp banking channels have been a big success. Thereby, social media has been effective in keeping topicality and connectedness in our communication,” he explains.
Acceptance of new tech initiativesIt’s usually challenging to find the right technology that customers can happily adopt and will become a part of their financial landscape. “While brands can create technological products, you have to find a sweet spot of launch and communication so that you find the customers who are ready to accept and use the same. Too early or too late is both detrimental,” he adds.
Further, Ramachandran highlights the ways IndusInd Bank has been integrating technology with marketing initiatives, over the years. IndusInd Bank has constantly leveraged the latest technologies to bring forth some of the most unique and state-of-the-art innovations that cater to the dynamic needs of its discerning customers. The bank’s marketing and communication strategy has always been aligned with this vision, wherein campaigns were designed to understand the stakeholders’ interests and engage with them in their world.
The bank has launched the ‘DUO’ Card, India’s first Debit-cum-Credit Card, which comes packed with a plethora of double benefits. To launch the campaign, they did two television commercials and also placed substantial digital media advertisements on popular websites and social media platforms.
“We also launched the Nexxt Credit Card which is the country’s first interactive credit card with buttons, and which provides flexible payment options to the customer. This particular launch was backed by an extensive digital and print media campaign which garnered a tremendous response,” he says.
Last year, IndusInd Bank turned 25. To commemorate the milestone, the bank announced the launch of a multimedia campaign which also comprised five television commercials. Christened ‘#Just25’, the campaign reflected the goal of becoming India’s most ‘convenient bank’.
“We understand the importance of interacting with the customers at multiple touchpoints and hence, we have significantly leveraged traditional, digital as well as social media channels to reach out to the world at large,” states Ramachandran.

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HDFC Life’s CMO setting-up tech capabilities to optimise customer life cycle- Tempemail – Blog – 10 minute

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We are living in a rapidly changing world, with quick digital adoption across the value chain. The perspective of customers, distributors, employees, suppliers, regulators, has seen a sea change. Pankaj Gupta, Senior EVP (Sales & Distribution) & CMO at HDFC Life defines these changes as synergistic changes and that the entire ecosystem today enables a strategic shift in all aspects of the organisation’s evolution.
HDFC Life, a leading life insurance company, has a range of products that protect customers from the risk of mortality, morbidity and longevity. “At HDFC Life, we recognised the potential of digital transformation early on. It is an integral part of our corporate strategy. Empowering and delighting customers as well as our partners are at the core of our transformation journey. All investments made have been to ensure that we provide a world-class seamless on-boarding and servicing journey on our own digital platforms as well as that of the larger digital eco-system,” Gupta explains.
“We are past the tipping point now. An organisation’s digital maturity and true execution capability is a key differentiator and success factor in the marketplace today, and a mark of competitive advantage. From a marketing perspective, while the traditional channels of print, TV and radio will continue to be powerful mediums of mass reach, digital marketing channels have emerged as a strong customer connector. In light of this digital transformation, exciting opportunities for marketing are getting crystalised across new product creation, innovation in propositions, communication, customer delight, research, engagement, interest generation, and customisation,” states Gupta.
Integrated customer experience
Holistic customer experience is about delighting the customer at every touch point. Gupta is focusing on unifying the experience across touchpoints, offline as well as online. “Therefore, our approach for customer experience is a balanced mix of listening to customer feedback through formal and informal means in as real time as possible, to eliminate pain points rapidly and keep enhancing the user experience,” he says.
Customer retention and loyalty are critical to ensure long term business growth. To drive customer loyalty, they are managing the structured engagement programs in addition to experience initiatives that help them in engaging with the customers at key junctures, as reflected through data analytics and their own heuristics. These engagement programs help HDFC Life establish a deeper relationship with the customers rather than a transactional one. Further, they keep striving to understand their customers better and offer relevant propositions and solutions to them.
Social media to lure buyers
HDFC Life is in the business of protecting lives through the power of Life Insurance and helping individuals live a life of pride. As their tag line says, ‘Sar utha ke jiyo!’.
“As we know, customers today extensively use social media and digital to research and evaluate brands and products before making purchase decisions. It becomes imperative for a brand to ensure a smooth and effective consumer experience that helps build a positive image and drive brand awareness,” Gupta states, adding further, “Social media platforms specifically help build a personality that audiences can engage with in a meaningful manner.”
At HDFC Life, there’s a differentiated focus based on factors like demographics, medium, product, etc. The road map for each social platform caters to the audience behaviour and expectations from that platform. With brand campaigns like Behind the Journey and Bounce Back, the company ensures that these are based on a strong core message that can be expanded on different platforms, and that meets the audiences’ needs and drives awareness at mass level.
User-generated content for strong engagement“Word of mouth and recommendation by peers are strong nudges for a customer to consider a life insurance product and the insurer brand. User-generated content (UGC) is an important tool to engage customers with relatable, relevant and credible content,” he adds.
One of the HDFC Life’s marquee campaigns, ‘The Memory Project’ is based on the simple idea of enabling a person to share stories of people who have left an impact on their lives. The approach helps the company connect with the customers deeply and create a like-minded community. Each year, they have witnessed an increase in the number of such stories and further, such engagements are then enhanced across digital platforms.
Gupta says, “On Instagram, we talk of real stories of human lives, that nudge and inspire. Our Bounce Back campaign features a brand anthem, performed by young artists like Jonita Gandhi and Arjun Kanungo. This was extensively promoted on social media. We also enabled lip sync to the lyrics and posting of such performances and sharing with us to get a brand shout out.”
At HDFC Life the communication is driven by insights, derived from data, customer research as well as formal and informal feedback from multiple quarters. A campaign resonates with a specific audience only when the insight is sharp and relevant and the message is delivered meaningfully. For sharper targeting, they use deep levels of analytics and segmentation to profile customers and understand their needs. This helps them to break the clutter and deliver heart-warming, relevant and personalised communication.
Technology: A big differentiator and enabler
Emerging tech has positively changed the marketing landscape for sectors including life insurance. Technology helps a marketer to access data in real time, derive actionable insights and deliver contextual and hyper-personalised campaigns.
Gupta says, “As a CMO, the role is to ensure that the creative, data and technology streams are synergised and completely aligned to customer and business needs. Also, a lot of technology decisions happen outside of marketing so as a CMO, one needs to wear the hat of a collaborator to align efforts and ensure buy-ins from across the organisation as well as external stakeholders. I like to think of this as getting marketing deeply integrated in all aspects of the organisation’s operations.”
HDFC Life has taken significant steps to build and refresh technology capabilities and these have been integrated into every aspect of the business. From a marketing perspective, their ability to manage data, nudge customers, and engage meaningfully is possible because of this technology edge.
“It is important to keep in mind data security, scalability, sustainability, and the true ability to meet customer needs while working with emerging tech. We have re-imagined insurance by building the brand experience in an omni-channel environment to fulfil needs that are even unexpressed by a customer, while simultaneously helping us achieve our business goals,” he mentions.

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Why Customer Experience on Social Media Is Important – Blog – 10 minute

With the continuous evolution of technology and dynamic innovation in the industry, expectations of customer experience are constantly on the rise. Today, 48% of consumers expect a response to social media questions and complaints within 24 hours.
Social media, especially, has played an instrumental role in the power shift to customers. It is a goldmine of opportunities for businesses looking to strengthen their relationships with their audience throughout their journey. 
Think about how immensely connected the world has become since the introduction of social media. Had a bad experience at a store? You can post a review online. Want to praise a business on the latest product they launched? Post a video review on YouTube or Instagram. 
Source: Oberlo
Whether the experience was positive or negative, many customers use social media as a medium to express their feedback. It’s important that businesses use this to their advantage to be more transparent and honest with their customer dealings.
Customers can access a world of information at their fingertips. When they see an authentic brand, they value the time taken to build that connection, which can later transform into customer loyalty. 
So how do you begin to foster this relationship and manage the impact of social media on customer experience? Read on to find out. 
What Is Customer Experience on Social Media?
Have you been tracking the engagement levels of individual posts with your target audience? Do you have parameters to measure the effectiveness of your customer loyalty program? Do you regularly invest in social media marketing campaigns to engage and stay connected with your customers?
If you answered yes to any of these questions, then you have a good baseline understanding of customer experience management (CEM).
CEM refers to the various processes you use to oversee your customer engagements and manage their relationship with your business. This can be done through a number of ways, for example by offering customer support services. 
The end result is an increase in customer satisfaction, and an overall boost to your relationship with them.
Source: TechTarget
By extension, CEM covers the social media domain as well. Managing CEM as a whole can be a complex task but when you break it down to the various touchpoints, you can better focus your efforts. 
Even within the social media landscape, there are a number of avenues to consider. From visual platforms like Instagram and YouTube to network-based models like LinkedIn and Facebook, there’s a great variety and using the right tool to collectively manage customer care on each of these platforms is recommended.
Businesses need to develop a strong understanding of how to use these touchpoints across social media to provide their customers with an effective end-to-end experience. 

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How to Boost Customer Experience Management on Social Media
While there are a multitude of strategies you can take up to improve your customer experience management, here are four strategies tuned specifically for the social media landscape to get you started.
Engage, don’t bombard your customers
Put yourself in your customer’s shoes and think of a brand you really love that you follow on social media. What do you like best about their engagement tactics? One thing is likely that they don’t continuously bombard you with over-the-top ads. 
If there’s one thing customers find annoying, it’s that endless stream of ads that can mess with their social experience. Think about the message you’re trying to deliver to them and frame it in more innovative ways that stimulate mutual interaction.
For example, you could use a mix of content forms, such as interactive quizzes on your blog, fun interviews as customer testimonials, or sharing informative news. Find better ways to create a personality for your brand that can stick with your audience on social media.
Some companies view social media as a golden ticket to envelop customers with ads. But you have to think ahead of that in order to ensure customer success and keep your follower and engagement count high. 
If you already have a good following, your strategies will have to account for continuous and rolling engagement focused around retaining your audience. For example, through giveaway campaigns.
Source: Social Media Examiner
Pro-tip: Create a content calendar based on the forms of engagement you’ve had most interactions with in the past by creating new content and repurposing your old success. 
The key here is to find ways to connect with your customers that encourage a two-way conversation. Your social media engagements should be used to boost CEM in this way and not barrage customers with ads they don’t want. 
Improve your customer service
This is an obvious strategy and one that, surprisingly, some companies fail to take seriously. 
How you respond to your customers’ concerns and queries speaks a lot about how you view them. Is their satisfaction a priority to you? Do you respond to them within a reasonable amount of time? 
Looking at other companies’ success in providing good customer service can help you brainstorm and inspire ideas for your own. 
Social media provides an amazing opportunity for businesses to take their customer experience to the next level. For example, live chat services can not only reduce your costs but customers too will be happier with the easy accessibility to your brand.
Here are some tips on how to solidify your customer service on social media:

Rely on AI: using an AI-powered tool, like Socialbakers, helps you stay on top of the landscape and automate when possible.
Train your representatives: if you opt-out of using AI-based software or bots for live chat queries, it’s important you select and train the right reps for customer care.
Keep tight response times: if you take over 24 hours to get back to your customers, they’re likely to get impatient. It’s a competitive landscape, and time really is money here.
Respond to positive feedback: customers may reach out when they’ve had a good experience with your business. Capitalize on this by re-sharing their comments or rewarding them for their loyalty!

Research and mine data for insights
Your CEM strategies should also account for your competitors. It’s worth remembering that your customers are exposed to a large number of attractive brands on social media. 
It’s a good idea to do your research and know what the best practices are in your industry. Collecting data on different competitors, using them as a benchmark, and comparing against your own engagement levels and performance can help you gain a better understanding of your areas of improvement.
For example, if one of the pain points is your inability to effectively manage all your content, then your next plan of action would be to start automating the content space.
Maybe your Twitter posts aren’t targeting the right audience, which could mean you need to reconsider your keywords. Your Instagram posts could be lacking engagement as you aren’t using it together with the Stories feature. 
How do you find out? Conduct surveys on your website or on various social media platforms to evaluate customer satisfaction and build out relevant responses. 
It’s also good to cover your bases by simply learning from the basics. There are a lot of resources out there like informative blogs and books you can read to brush up on social media marketing tactics. 
Develop a CEM-focused brand culture
Purpose drives action. Likewise, identifying the key components to your brand and what it stands for can have a great impact on how it is perceived by your customers. 
Social media allows you to flaunt your efforts to your customers by showing them the human side to your brand. This makes you relatable and they will feel more connected to your business. 
Source: Psychology Today
No matter how many technological tools you employ to help boost CEM, the effectiveness of it all boils down to how personal you get with your customers. Having a smart sales funnel is important, but taking a customer-centric approach can go a long way in differentiating you from your competitors.
The Takeaway
Customer experience management may sound like a complicated affair, but you’ve already got the basics mastered without knowing it. 
It’s all about being conscious and mindful of your customer’s needs. And with social media there to open the conversation, it’s made even easier!
At the end of the day, you have to remember to keep the social in. Respond to your customers the same way you’d want to be responded to and treat them with equal respect. If you want them to hear from you, you have to be willing to hear from them, too. 
Cultivating that two-way relationship can take time and effort. But by reflecting on your CEM strategies after reading this article, you’re already one step closer.

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Vodacom’s Chatbot Answers up to 20 000 Customer Queries per day | Tempemail – Blog – 10 minute

With the nationwide COVID-19 lockdown in full effect, Vodacom has put numerous measures in place to protect customers and employees. These include measures that have seen frontline agents now working from home as well as stepping up its reliance on TOBi – Vodacom’s chatbot.
Using the latest Artificial Intelligence (AI) technology, TOBi was created and designed to resolve issues as quickly and efficiently as possible online.
According to the network provider, TOBi now solves between 10 000 to 20 000 customer queries a day via SMS, WhatsApp, the My Vodacom app and on the Vodacom website.
“Since TOBi’s launch, we have seen how the deployment of a powerful chatbot can transform the way our customers engage with the brand, especially when the chatbot is of high quality,” says Ugestra Alwar, Managing Executive of Customer Operations at Vodacom.

“We strive to create a seamless and personal experience for customers who require assistance while reducing strain on our call centre agents already dealing with the volume on a daily basis.”
During this nationwide lockdown, various new functionalities have been added to enhance TOBi. These include giving customers the ability to buy airtime and bundles (even through WhatsApp), paying using the Payment Gateway, activate and deactivate Caller Line Identity Presentation (CLIP) and creating a new and improved prepaid SIM Swap journey.
All TOBi’s functionalities are fully secure with OTP authentication systems in place. Customers can simply save TOBi as a contact on WhatsApp or SMS him using the number 082 009 8624.
 

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Building customer relationships during uncertain times: ecommerce insights amid Covid-19- Tempemail – Blog – 10 minute

Investing in relationships with consumers has never been more critical to the growth of e-commerce businesses. As the Coronavirus crisis deepens, new data has found, 90% of consumers say they are now shopping more online. What we are buying and where we are buying it from is also evolving, says Joe McCarthy, director of performance marketing at Klayvio.
Talking to Tempemail Network editor, Chris Sutcliffe as part of Tempemail Digital Transformation Festival, McCarthy revealed the macro trends that are developing in e-commerce consumers begin to adjust to their new normal. The data is taken from two surveys launched by the marketing platform in mid-March, one focused on consumer and another on commerce brands, and combined with data from its 30,000 customers. Watch the webinar on demand here.
What are the emerging ecommerce trends?
“People are being forced to shop online to get what they actually need, and that is one the largest trend we have seen,” says McCarthy. “It presents such a unique opportunity for e-commerce brands. Customers are really searching for them right now to get the products they need in their daily lives.”
Food and beverage sales rocketed in the early days of the lockdown, but so did sales of beauty and cosmetics and apparel and accessories. Demand for toys and hobbies soared as consumers looked to entertain themselves and, when as the schools closed, their kids. At this point, speciality products, including electronics and jewellery, were considered low priority.
A second significant trend – the “new essentials” – appeared when consumers were asked what they intended to spend on in the following two weeks. According to McCarthy, this new category includes products in health and fitness, kitchenware, home office equipment, skincare and toys and games.
Jumping forward, Klayvio’s data for April shows that electronics are “starting to pop right now”. The survey shows that 25% of respondents under 45-year-olds see it has an impulse purchase as they seek new forms of entertainment. Sales of homewares and DIY materials are also rising as people update their homes and take on projects they didn’t previously have time to do.
Spend has increased across almost every vertical, even those people claimed they would not spend on, with some sectors performing better than before the Coronavirus. According to McCarthy, some of this is attributed to consumers getting over the initial shock of the pandemic. However, it is also due to a 58% growth in the number of individual shoppers in the UK using e-commerce brands.
The changing consumer behaviour
Consumers are also turning to independent retailers to source products they need, but also because of concerns about larger retailers fulfilling orders. Usage has risen from the low 20% to nearly 40%. Consumers are also open to trialling new brands as they hunt to get the products they need.
McCarthy sounds a note of caution, however. “When asked the real reason that they were changing their buying behaviour, 70% of consumers told us that the top reasons are product availability and free shipping.”
McCarthy says that direct to consumer brands are in a strong position to capitalise on this wave of new e-commerce consumers. He highlights Hummingbird Bakery, which has had to close stores but is investing in its relationships with customers by sharing its most popular recipes. He says: “It develops a little of loyalty and a warm feeling that everyone can use just now.”
The brands that are doing this well are already reaping the rewards, he adds. “We use this average number that a brand grows at 15% year over year. That’s like the traditional growth we use internally for e commerce businesses. We see in some cases, businesses growing at 40% or 50%, compared to February. That’s two years of growth in a single month.”
How should brand communications adapt to these changing times?
McCarthy says brands should take this opportunity to review their communications, especially automated messages, to make sure everything sounds the right note for the current times.
He advises concentrating on three key areas – communicating with empathy; sharing good work within the local community or with first responders and generally be sensitive and aware.
The other trend is communicating effectively, he adds, particularly when you consider that availability and free shipping are driving many purchase decisions. McCarthy highlights US toilet paper subscription service Who Gives A Crap. While the service was quickly unable, it was upfront about its lack of inventory on its website. Instead, it asked customers for their email addresses so it could let them know when stock arrived—a simple but effective communication.
Ecommerce brands should view this time as a unique opportunity for brands to invest in lasting relationships with new consumers as well as in deepening relationships with existing customers.
He concludes: “You have customers who know you, and who are ready and willing to purchase from you again. There are so many people out there discovering new brands; you have an opportunity to create those new relationships. There’s just tons of value right now. “
Watch the webinar on demand here.

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Win them over with Webinars: Why B2B marketers should be using webinars at all stages of the customer journey- Tempemail – Blog – 10 minute

Read Article
As organizations have embraced totally new models for work during the COVID-19 crisis and are preparing to have far more remote workers, they will look at leveraging various collaboration tools to set up a communication channel not only within the organization but also with the external customers. And this implies to all the business functions of any organization.
Marketing is one such function that has been traditionally utilising web conferencing services or webinars to connect real-time with their target audience. Like everything else in the world, B2B marketing too has gone digital and the marketers are using webinars to streamline the purchase decision-making process.
Webinars are one of the most engaging and commonly consumed mode that allows marketers to make a personal connection at any stage of customer lifecycle. Industry stats further suggest that about 73% of marketing leaders use webinars to generate quality leads and prospects.
Apart from improving the marketing performance and customer relationships of 95% of users, wherein they gain actionable insights about their audience that ultimately drives business growth, the webinars also help about 88% marketers nurture their current partnerships, turn prospects into customers, and retain them.
Watch this webinar, to understand:
>> Why Webinars and how to build your webinar strategy, during & after the lockdown>> Lead-Gen #101 by using webinars to expand your reach and drive new leads>> How webinars help in converting Prospects into Customers>> Measuring success of your webinars
Speaker: Rebecca Kurian, Head of Marketing- India, LogMeIn

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