Australian Red Cross unifies digital experience for 270,000 stakeholders – Strategy – Projects – Software- Tempemail – Blog – 10 minute

The Australian Red Cross has automated administrative tasks and provided a unified experience to 270,000 clients, donors, members and volunteers using Dell Boomi’s integration platform.
The move comes as part of a broader shift at the not-for-profit to modernise its IT estate and offer online self-service capabilities, such as the soon-to-be launched MyRedCross customer portal.
Connecting data from disparate core systems and third-party platforms was the first step in being able to develop the platform for Red Cross’ 75,000 regular donors in the first instance, before extending the capability to other clients, donors, supports and volunteers.
“If we don’t have integrated systems, we don’t have accurate or up-to-date data on which to base business decisions, and therefore can’t provide a personalised experience for our stakeholders,” Red Cross chief information officer Veronica Frost said.
“We offer so many services across Australia, it’s important we’re able to tailor our communications to the needs and interests of each person that is engaging with us.
“Personalisation leads to better experiences, but in order to personalise, we first needed to digitalise our operations.
“This meant connecting all our various systems so we could have a holistic view of our customers based on all the data available to us.”
Boomi was selected as the integration platform due to its “low-code”, drag-and-drop GUI, avoiding complex point-to-point integrations that would have required ongoing maintenance.
The MyRedCross project included the integration of EpiServer, Pivotal CRM, Okta identity management, InTech address validation, and Campaign Monitor marketing automation systems to produce a consistent and accurate data environment,
Further systems will be added from third parties and fundraising partners after the portal goes live early in the 2020-21 financial year.
One such integration will be the connection of point-of-sale terminals to the charity’s finance systems to handle in-store donations.
Multiple human resources systems will also be connected to maintain consistent employee and volunteering records and enable onboarding procedures to be automated.
Frost said the new portal will help the not-for-profit “make the most of [its] donor dollars” and direct resources to the community, rather than being wasted on overhead expenses.
“Boomi not only simplifies our integrations and the maintenance of our back-end infrastructure, it also enables us to streamline how we communicate with our stakeholders and will automate administrative tasks like employee and volunteering onboarding.
“Every dollar we can save from these tasks is another we can give back to the community through our various services.”
A cleaner data environment will also support future digital initiatives by speeding up foundational work, Frost added.
“It’s a high priority for us to be a digital organisation and deliver digital services to our clients.
“Access to consistent, accurate, and up-to-date data is absolutely pivotal to our digital transformation efforts, and Boomi is a central part of delivering connected experiences to all our end users.”

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NSW cops shun portable biometric scanners due to legacy experience – Hardware- Tempemail – Blog – 10 minute

Frontline police officers in NSW are using smartphone-compatible fingerprint scanners only a fraction of the time due in part to their past experience with the technology.
The finding, contained in an audit [pdf] of the government’s $100 million ‘policing for tomorrow’ fund released earlier this month, raises questions about the $4.3 million investment.
NSW Police deployed 1000 portable NEC handheld fingerprint scanners in late 2018 to allow officers to process offenders in the field and, therefore, spend more time on the front line.
The ‘Field ID devices’ are used to identify persons of interest and enrol fingerprints on the national automated fingerprint identification system via the force’s 4700 MobiPol devices.
They replaced a former fleet of handheld fingerprint scanners provided by IDEMIA, which had “connection and other issues that made officers reluctant to take the devices out on patrol”.
Scans had languished at between two to four percent of all criminal infringement notices and field court attendance notices issued during 2018.
NSW Police has the power to take fingerprints on arrest and can also ask a person to consent to providing prints if a criminal infringement notice or court attendance notice has been served.
Offering significant benefits over the legacy tech, NSW Police had naturally expected the new Field ID devices to “lift the rate of fingerprint scans”.
But the audit reveals that NSW Police “does not appear to have been successful in promoting sustained use”, with devices only being used to check fingerprints on just over four percent of occasions, as of December 2019.
And while there was an initial uptick in scans, where the devices were being used on between five and six percent of occasions, this is now at “a rate comparable to that with the older device[s]”.
The auditor-general said there was a “lack of sustained increase in mobile fingerprint scanner usage”, likely due to “poor end-user and supervisor buy-in to the technology”.
It also said the experience of officers with the legacy devices had a direct impact on their willingness to use the new devices, a problem that had been identified in the business case.
“Officers we spoke to as part of this audit indicated that the poor performance of the previous technology had made them wary of the replacement device,” the audit states.
The report also points to a lack of ongoing training, with the force often relying on officers accessing guides on the NSW Police intranet to revise after an initial training session. 
“While the training emphasises the benefits of Field ID and encourages officers to use the device when they can we did not see any evidence that this message was regularly followed up,” the audit states.
“Efforts to enrol supervisors to champion Field ID usage were also not successful.”

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Infobip Launches Conversations – a Connected Customer Experience for Contact Centres | Tempemail – Blog – 10 minute

Conversations, a new contact centre solution enabling businesses to integrate the world’s most popular communication channels, has been launched by Infobip.  Infobip is a global cloud communications company that enables businesses to build connected customer experiences across all stages of the customer journey at scale.
Conversations is a scalable digital cloud contact centre solution that enables businesses to deliver omnichannel support for customers through a single interface for agents. Messaging services such as Facebook Messenger, WhatsApp, Live Chat, SMS and in-house chatbots can all be managed through Conversations.
Provisioned through the cloud, Infobip offers a marked differentiator – omnichannel connectivity (CPaaS) with contact centre software stacked on top.
Conversations is designed to enable companies to easily:

Empower agents with automation: Slow response rates or having to repeat yourself as you’re passed from agent to agent leads to frustrated customers, low levels of loyalty and high drop off rates. By being able to set up rules and automate workflows, customers are routed to the right or same agent if it is a return visit, faster – leading to more productive agents and happier customers.
Give agents the context they need: Agents will be able to access customer data from CRM systems, web shop, ticketing, and loyalty programme systems – with the added context of customer sentiment – all in one place. This enables them to deliver personalised and contextualised support.
Manage cross-channel conversations: Seamlessly transition customer conversations between channels, whilst retaining a full conversation history, so agents can respond to questions with ease – whether it’s a text or a WhatsApp message – straight from a single workspace.
Improving remote agent performance through analytics: Analytics enables managers to track customer activity, monitor agent performance with real-time dashboards and reporting to identify obstacles impacting agent productivity. Using this data, managers can identify any challenges and make the necessary adjustments to optimise working practices or workloads for improved overall performance and CX.

Douglas van Wyk, Regional Manager at Infobip Africa, said, “The contact centre sector is mature and complex, increasingly shifting away from outsourcing to a Customer Experience (CX) focus. This, as customers look to engage with businesses on multiple channels. Conversations enables the customer to speak to an agent on various channels and the agent to manage interactions contextually from one dashboard thereby decreasing contact centre call volumes, increasing agent efficiency and improving the customer’s experience.
Conversations can also be used in conjunction with Answers, Infobip’s chatbot building platform that enables companies to build, test, and deploy artificial intelligence and keyword-based chatbots. These chatbots can then be managed via Conversations, leaving agents with more time to focus on resolving complex queries. Contact centre managers will be able to monitor all interactions exchanged between bots and customers in real-time, ensuring that any difficult conversations are transferred to human agents.
The Conversations platform has been refined and optimised during an early access period, where Infobip worked with select businesses across the world to ensure Conversations will help them improve the contact centre. Unilever, the global consumer goods company, has already launched a new product line with the help of Conversations – running a conversational campaign in Brazil over WhatsApp Business.
Adrian Benic, VP Product at Infobip, said, “Today’s customers expect to be able to contact a business at any time, from anywhere, and on the channel of their choice. Conversations helps brands provide this while ensuring they improve the customer experience through contextual conversations.
“Many businesses are striving to deliver an unmatched customer experience but struggle to transition between the variety of channels and technologies on the market. Conversations brings these elements into one accessible platform allowing companies to deliver the very best customer experience while reducing costly inefficiencies. The launch of Conversations forms part of our goal at Infobip – to help businesses simplify the complexity of global messaging and enable them to interact with customers in a personalised way without friction.”
Staff writer

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Restaurant Technology Platform POSist to Empower Businesses with Digital Ordering and Digital Postpaid Dining Experience- Tempemail – Blog – 10 minute

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POSist, a cloud-based restaurant technology platform serving over 8,000 restaurants in 20 countries, today announced the release of its new technology stack. It features Digital Ordering and Industry-First Digital Postpaid Dining to help accelerate technology adoption in restaurants. The technology stack will assist restaurateurs to minimize physical interactions between patrons and the servers in a dine-in setup. The company has also announced a COVID-19 Waiver Package for the official period of the lockdown and an additional extension of product subscription for the equivalent number of days to its customers.
“At POSist we truly believe in keeping our restaurant community at the core of everything we do. We understand the next three months will be very crucial for restaurant owners and would require them to operate with minimum CAPEX. As a technology partner, we strive to support our community in the best of our capacity. To do our bit, we are waiving the product subscription fee for 75 days with effect from March 15, 2020, to May 31, 2020. This waiver will be in the form of a direct discount. Additionally, we will be offering an extension of the software license for the same duration of days to the customers who have already purchased our product by paying upfront for the full year,” said Ashish Tulsian, Co-founder and CEO, POSist Technologies.
Commenting on the product release, Ashish added, “When we started working on the tech stack, we took into account the feedback received from our customers across regions. From the collective feedback, it was evident that the restaurant industry cannot be contactless, however, by using technology interventions at the right touchpoint, we can at least put ‘less contact’ in practice. That became the core essence of what we are releasing today as our technology suite for the new normal.”
Digital Ordering Using QR Code
Using POSist’s dashboard, restaurants will have an option to generate QR code assigned to a particular table number. This QR code will be on display, on the respective table, where the guest will be seated. Once the guest is ready to order, all they have to do is scan the QR code, enter their mobile number and the menu will appear on their mobile browser through which they can select the items and place the order in a seamless way.
Wi-Fi Based Ordering
The feature allows consumers to place an order from their phones by simply connecting to the restaurant’s Wi-Fi at the property. Such Wi-Fi ordering makes the process much faster and secure as it is hosted on the restaurant’s network without any dependency on the customer’s mobile network. This feature can also work in offline mode in case of slower internet speed at the restaurant.
Industry-First Digital Postpaid Dining
In a dine-in environment, customers often repeat orders or make new ones for different courses. With the postpaid dining feature, guests can easily do that without the hassle of paying upfront every time a new order is placed. Once the repeat order is placed, the waiter will approach the table maintaining the prescribed social distance to confirm the order. On confirmation, the waiter shoots the order to KDS (Kitchen Display System) where the chef will receive a notification to start the preparation process. The guest can continue to reorder without any interruption just like they have been doing in the pre-COVID world.
Digital Bill & Payments
Bill settlement can be done without physically touching any bill book or receipt. Once the guest is through with the meal, they can request the bill directly from their mobile. The waiter assigned to the table will receive the notification and raise the bill. The same will appear on the customer’s phone along with the payment gateway for online payment or cash option. On making the payment, the receipt is automatically generated on the phone and a digital copy will be sent to the customer on WhatsApp and via SMS.
No Additional Burden On Restaurants
In these difficult times, the last thing restaurants want is to take any hit to their revenues in the name of digital ordering or payment assistance. As a technology enabler, POSist will be available to restaurants without any additional burden on transaction charges. POSist will offer an open platform for restaurateurs to choose the payment processor and the fee they negotiate with them.
POSist can be used by restaurants of all formats and sizes including, Fine-Dine Restaurants, Casual Dining Restaurants, QSRs, Hotel Restaurants, Food Courts, Bar & Breweries, and Cloud or Dark Kitchens. The company works with some of the leading brands across the world including Taco Bell, Jamie’s Italian, UK based Millie’s Cookies, Olive Bar & Kitchen among others.
POSist is integrated with all the leading payment gateways such as Paytm, MobiKwik, PayU, PhonePe, EzeTap, CCAvenue, and VeriPay. The POS software also works with Amazon Pay, Paytm, and DotPe to facilitate digital ordering through their QR code reader.

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‘Avataar.me’ Deploys AR To Provide A Contactless Experience- Tempemail – Blog – 10 minute

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How do you think the AR sector will upsurge in the near future?
Pre-COVID the estimates for the Marketing and Commerce AR were around USD 2 Bn in 2020 and are estimated to reach USD 20 Bn by 2023. We expect the trend to accelerate further post covid as there has never been a greater need to bridge the online and offline experience gap. With ‘contactless’ to be a new normal, consumers will demand contactless experiences and all commerce is expected to be ever more digitally influenced.
What different approach has Avataar.me taken to enhance the AR/VR industry?
Our deep tech capabilities are unparalleled in the AR/VR industry. Our patents and IP differentiate us on photo-realism, scalability of AI, topology preserved compression, run time rendering on the lowest spec smartphones, and delivering highly interactive experiences. This helps us drive very high emotional engagement and impulse with consumers, delivering full-funnel outcomes for our brand and commerce partners.
Avataar’s platform works in a plug & play fashion for our partners – our deep-learning AI directly converts 2D photos and videos to life-size 3D from existing 2D inventory of images and videos, helping brands immerse their consumers in life-size AR visual discovery – from trying apparels, makeup and accessories on yourself, to trying furniture in your living room, or a life-size car in your backyard – we can do it all! Our AR platform embeds into our brand’s social pages as well websites/apps to offer plug-and-play experiences at scale.
Moreover, our unique capabilities have enabled us to enter partnerships with global brands and social platforms like FB and Instagram.
What are the new technologies that expect you to accelerate in your field?
Avataar is working towards deeper penetration of AR/VR into the action plan of partner businesses to grow exponentially. Social AR is already working well and we are working hard to unleash our first to market WebAR capabilities to help Auto, Home Improvement, Apparel, FMCG and Electronics customers drive tangible at-home discovery and delight.
While Lifesize 3D is here and now and substrate independent reaching over 3.0 Bn users, true AR penetration is 15 – 20% currently but expected to ramp up significantly with better smartphone camera hardware and experience a step jump once AR glasses become commercial and mainstream in 2023 and beyond. (Apple has already announced untethered AR glasses by 2023).
How technology and AR can help in an increasing need for contactless experience?
Today of the nearly 3Bn + smartphone, nearly 55% are AR-enabled and this number will grow to 80% over the next 2 years. Over the last decade, the advent of technology has been driven by mobility and convenience, unlocking multi-billion in businesses and industries that could enhance consumer lifestyle. Apart from mobility and convenience, AR brings in a third vector of safety/hygiene where tangible high-quality product discovery can happen from the safe confines of your home. AR’s unique capability to bridge the online-offline experience makes it the only scalable technology that can drive true omnichannel discovery and purchases, in a post Covid world.
The technology will eventually be all-encompassing and AR/VR use cases will extend to healthcare and education, enterprise productivity and telepresence, industrial applications like Auto and Heavy engineering … beyond just digital and digitally influenced commerce.
What are your immediate and long term objectives?
Our immediate objective is to rapidly accelerate our business partnership capabilities to the big AR/VR markets globally (India/US/UK/Japan/SEA) – to partner with the top 50 digital clients in key geographies, within Auto, Home Improvement, Apparel, FMCG and Electronics categories. The long term objective is to be a globally dominant AR/VR powerhouse shaping the future of the industry.

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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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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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Airbnb culls growth marketing and experience design in coronavirus layoffs- Tempemail – Blog – 10 minute

Airbnb’s round of redundancies includes in-house marketers from its luxury and hotels divisions – two areas chief executive Brian Chesky earmarked for disinvestment. But those who work in growth marketing, experience design and creative have also been hit by layoffs.
The company was forced to cut approximately 25% of its workforce last week after coronavirus prevention measures bottomed out the travel industry. Chesky’s approach to staff reductions was praised for the extra protections it gave to former employers.
Among those protections was Airbnb’s Talent Directory, a public recruitment list designed to help the 1,900 laid-off employees find new work. Now up and running, the directory paints a picture of which marketing functions have been stripped back to save on costs.
A total of 64 internal marketers were made redundant by the company, alongside 22 in-house creatives. Nearly 80 members of the design team were let go – the majority of whom contributed to the company’s experience design business across digital and physical projects. Five public relations executives also lost their jobs.
Cuts were made across the globe, from headquarters in San Francisco to offices in the likes of Montreal, Beijing and Singapore.
Many of the marketing layoffs included those who had worked to build out Airbnb Luxe, the company’s luxury offering that was spun off from its acquisition of Luxury Retreats and featured exclusive villas, penthouses and private islands, as well as perks such as drivers, childcare and a concierge.
Luxe was one of the lines of business Chesky said he was “pausing”, alongside its work in transportation, hotels and Airbnb Studios, which hoped to produce original films and shows on the subject of travel. Redundancies from the hotels division affected a number of designers and creatives who moved over to Airbnb after its 2019 acquisition of HotelTonight.
On top of the execs who worked in the designated “paused” departments, Airbnb has made cuts across brand marketing and media activation. Growth marketing has taken a substantial hit with 18 managers in the area made redundant. Many of these execs had worked on Airbnb’s now-defunct sponsorship of the 2020 Olympic Games.
Chesky said he took a process-driven approach to the staff cuts.
“Our process started with creating a more focused business strategy built on a sustainable cost model,” he said. “We assessed how each team mapped to our new strategy, and we determined the size and shape of each team going forward.
“We then did a comprehensive review of every team member and made decisions based on critical skills, and how well those skills matched our future business needs. The result is that we will have to part with teammates that we love and value. We have great people leaving Airbnb, and other companies will be lucky to have them.”
Alongside the introduction of the public talent directory, Airbnb has partially turned its recruitment team into the Alumni Placement Team in order to help those laid off find work. It is also offering four months of career services through RiseSmart, which specializes in career transition and job placement services.

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DNA testing is transforming the DTC customer experience- Tempemail – Blog – 10 minute

DNA holds information about a living organism. It carries genetic data, and all the instructions that a living organism needs to grow, reproduce and function. While the use of DNA has been widely applied by biological and forensic institutions; in recent years, new ways of using DNA have started to emerge.
Across several industries, DNA testing is being leveraged for consumer personalisation and data capture. By sending a saliva sample to a lab for analysis, consumers can learn how their DNA influences their health and wellness. They can then share these insights with different companies in exchange for personalised products and services.
Industry research estimates that 26 million direct-to-consumer (DTC) DNA tests were purchased in 2019, with some predicting that within the next two years the number could increase to 100 million. This growth has been fuelled by the success of two companies; AncestryDNA and 23andme. It may also be a direct result of their advertising investment which has helped to increase public awareness and acceptance of DTC-DNA testing. In 2016, AncestryDNA spent $109m on TV and other ads, and 23andMe invested $21m in media ads in the US.
Whether used alone or in combination with other digital technologies, several companies are using DTC DNA data to create value across three key areas:
1. Empowering healthcare and wellness
As the health and wellness industries continues to expand, DTC DNA-testing can increase consumers awareness of their health and well-being. For instance, they can identify predispositions to certain conditions, such as coeliac disease or lactose intolerance. It can also encourage consumers to be more proactive about their lifestyle choices, without relying on a healthcare provider.
Take, for example, Nestle’s Wellness Ambassador initiative. Launched in Japan in 2018, Nestle provides DNA-personalised products and wellness recommendations to help consumers live a better life. The programme offers personalised supplement capsules such as nutrient-rich teas, smoothies and vitamin-fortified snacks to improve longevity. Combining this solution with wearables technology such as Fitbit or Strava, presents new possibilities to redesign consumers’ ongoing healthcare plans.
2. Creating bio-personalised experiences
DTC DNA testing enables engaging experiences which are unparalleled against traditional means. This is because it reveals something new about consumers. Learning about genetic composition is one of the key reasons people take DTC DNA tests, and this curiosity has contributed to a rise in hyper-personalised experiences across many sectors.
Airbnb partnered with DTC DNA company 23andMe, to provide heritage travel recommendations based on the customer’s unique genetic code. The online home rental marketplace created dedicated pages that corresponded with 23andMe’s ancestry profiles. This allows travellers who visit the Airbnb site to plan a trip in context of their own roots. For example, someone with Mexican roots can find a page on Mexico highlighting key experiences such as places to visit, the history of the city/country and any culture experiences to take part in.
3. Simplifying the purchase-decision journey
Like traditional personalisation techniques, DTC DNA testing can make the purchase-decision journey more seamless and informed, by offering a niche list of suitable products. A strong, yet unique aspect of DNA data is that it delivers a stronger sense of reliability and compatibility, which goes beyond any circumstantial digital data, such as contextual and purchase history.
In 2019, L’Oréal announced a partnership with biotech company uBiome to provide personalised skincare product recommendations based on an assessment of a user’s skin health. This studies an ecosystem of microbes, bacteria, viruses, fungi, and other microorganisms.
When it comes to skincare, consumers typically spend from 45 minutes to 1.5h selecting a skincare product, and they often trial several products to determine what works for their skin. Here, DTC DNA-testing helps consumers not only move away from a one-size-fits-all approach, but also simplifies the consideration and conversion stages in a traditional purchase-decision journey.
Why should companies focus on DNA personalisation?
Companies that embrace DNA-based products and services have the opportunity to identify and create new consumer segments based on over 125 genetic data types that typically cannot be obtained through traditional and digital activities. This includes data, which is based on ethnicity composition, hair texture/thickness, taste sensitivity (e.g. salt, sweet and bitter), face shape and skin condition. The question is who will master in this next wave of bio data?
Offering products and services through DTC DNA-testing may require adapting cultural norms, business operations, and changing core processes such as marketing, manufacturing, and research and development. Capabilities in DNA-testing along with product development, and advanced analytics will be required. However, it is likely no one player will have the expertise in all off these areas.
DNA data- how can it be secured?
Broadly, we know that people like personalisation – and they are often willing to pay more for a personalised product or service. Nevertheless, delivering bio-personalised products will not be without its challenges.
Consumers can change passwords, cancel credit cards and delete online browsing behaviour to protect their private data, but it is near-on impossible to change their DNA. This means that consumers may feel uneasy about this imposition of personal data.
Although DNA data that consumers share with genetic testing companies is private for now, current protocols do not protect against several vulnerabilities. For example, users can download their personal reports and upload their private DNA data to public databases. As a consequence, this reveals the identity of relatives who may have not taken a genetic test.
In Capgemini’s internal peer-to-peer research and survey we learned that 58% of individuals would take a DTC DNA test to learn something new about their health, wellness or heritage profile, but only 26% would be willing to provide this type of personal data to healthcare or insurance companies. This reinforces the concerns around data sharing via the exploitation of legal loopholes.
To ensure compliance in processing and sharing genetic data, and to address privacy concerns, companies will need to proactively involve both the consumers and the regulators at every touchpoint from R&D to Marketing.
Most companies believe in the power of digital innovation to change the nature of the customer experience. DTC DNA testing can be one of these potentially transformative capabilities when applied to the right use cases. Questions about market risks, scalability, speed-to-market, and the pace of adoption mean that there are still years’ worth of work and research to be done. In joining the DTC DNA testing debate, we can contribute to shaping the future of personalisation and customer experience.
Rita Batalha, senior consultant, Capgemini

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Airtel and Nokia sign multi-year deal to boost network capacity and customer experience- Tempemail – Blog – 10 minute

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Nokia and Bharti Airtel has announced a multi-year agreement to deploy Nokia’s SRAN solution across 9 circles in India, helping Airtel to enhance the network capacity of its networks, in particular 4G, and improve customer experience.
The rollout, which will also lay the foundation for providing 5G connectivity in the future, will see approximately 300,000 radio units deployed across several spectrum bands, including 900 Mhz, 1800 Mhz, 2100 Mhz and 2300 Mhz, and is expected to be completed by 2022.
These Nokia supplied networks will give Airtel the best possible platform for when 5G networks launch across the country, with their low latency and faster speeds. Independent network performance testing company, RootMetrics, recognized Nokia as market leader in LTE in terms of performance including network speed, network reliability and data performance.
India is the second largest telecoms market in the world and is expected to reach 920 million unique mobile customers by 2025, which will also include 88 million 5G connections according to the GSMA. The country is experiencing a massive increase in demand for data services with traffic increasing by 47 per cent in 2019 alone, according to Nokia’s MBiT Index 2020. Nokia’s SRAN solution will help Airtel to address this growing demand by adding network capacity and ensuring a superior quality of experience to its customers.
Nokia’s SRAN solution helps operators to manage their 2G, 3G and 4G networks from one platform reducing network complexity, increasing cost efficiencies and future-proofing investment. Nokia will be the sole provider of SRAN in these 9 circles. The deal will also include Nokia’s RAN equipment, including its AirScale Radio Access, AirScale BaseBand and NetAct OSS solution, which will help Airtel to monitor and manage its network effectively. Nokia Global Services will also play a crucial role in the installation, planning and deployment of the project, which will be executed via the cloud-based Nokia Delivery Platform.
Gopal Vittal, MD & CEO (India and South Asia) at Bharti Airtel, said, “Airtel has consistently topped network performance charts in studies conducted by multiple global experts. We are committed to continuously invest in emerging network technologies to provide a best-in-class experience to our customers. This initiative with Nokia is a major step in this direction. We have been working with Nokia for more than a decade now and are delighted to use Nokia’s SRAN products in further improving the capacity and coverage of our network as we prepare for the 5G era.” 
 Rajeev Suri, President and Chief Executive Officer at Nokia, commented, “This is an important agreement for the future of connectivity in one of the world’s largest telecoms markets and solidifies our position in India. We have worked closely with Bharti Airtel for many years and are delighted to extend this long-standing partnership further. This project will enhance their current networks and deliver best-in-class connectivity to Airtel customers but also lay the foundations for 5G services in the future.” 

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