Home Blog Page 21

What You Need to Know About BPO

Many individuals find it difficult to admit when they need help. But for companies that stand to lose loyal customers over poor service experiences, embracing business process outsourcing (BPO) demonstrates strength, not weakness.

For modern contact center directors, today’s landscape may appear daunting, as new channels emerge to challenge the traditional status quo. While conventional leaders leveraged BPO to support rapid growth and reduced cost, current consumer behaviors and expectations have companies scrambling to evolve alongside the customer.

“Today, BPOs are being leveraged for much more increasingly complex customer engagements,” explains Mayur Anadkat, vice president, product marketing at Five9. “Companies are keeping a keen eye on the customer journey, which includes providing newer channels such as social and mobile. Whether that’s improving sales or customer service, the focus is always on improving the overall effectiveness of a contact center. Benefits include expanding a company’s business reach geographically, achieving flexibility with staffing, agents, and technology; and powering increased productivity and growth.”

But, as companies look to establish BPO partnerships or advance current outsourcing relationships, they must not only look outwardly at what providers have to offer, but also internally to determine what they seek from these dealings. Here are three questions every leader must ask when developing and maintaining BPO partnerships:

What’s driving our partnership?

For many contact centers, outsourcing represents the ideal way to cut costs and reduce repetitive tasks that distract from deeper customer engagement initiatives. Leaders are also driven by these providers’ technological appeal, as they don’t have to bear the expensive burden of periodic system upgrades to remain in sync with the overall market.

“These sorts of tasks drag down an organization not just because of the costs, but also because employees in these functions usually have no upward mobility in the company, which drags down morale and diminishes drive to innovate,” says Michael Gravier, associate professor of marketing and supply chain management at Bryant University. “The prime benefit of a BPO partnership handling the contact center should be to have the best expertise at a much lower cost. The BPO organization has created an entire professional career path for its employees to focus on improving processes that other companies need on a much smaller scale. It also helps that assets and obligations required to own world-class capability largely sit on someone else’s books, bolstering efficiency measures.”

However, to achieve the level of innovation that comes along with these technology investments, companies cannot depend upon procurement to lead the provider selection process. As Katrina Menzigian, vice president, research relations at Everest Group, emphasizes, cost may be one of the deciding factors, but it can’t be the only deciding factor. Partnerships must also be evaluated based on their inevitable business and process impact. Cost may present strong short-term benefits, but operational synergy will aid the desired long-term trajectory of such relationships.

“When selecting a BPO partner, it’s important to remember that the level of the service you receive is only as good as their people and service ability,” says Michael Mills, senior vice president, call center solutions for CGS. “Your outsourcing provider’s staff skill set needs to meet your requirements from industry experience to technical and soft skills. Whether outsourcing onshore, offshore, or near shore, providers should offer seamless team integration and awareness of cultural norms and sensitivities. A strategic partner should also be able to align its solutions to your technical and business objectives, while being flexible in meeting your needs.”

Alex Levi, vice president of sales for AI Foundry, advises leaders to consider the following when outsourcing service:

  1. How will this partnership impact overall brand reputation?
  2. How will these new forms of service influence the customer base?
  3. How will this financial investment advance revenue gains?

Ultimately, companies turn to BPO providers because operating contact centers isn’t their core business. According to Fred Weiner, founder and president of The Connection Contact Center, clients will gain greater value-of both the financial and experiential variety-by outsourcing versus managing customer service internally. BPOs specialize in branding for their clients. They know how to recruit, hire, train, and manage agents to ensure the client’s brand is replicated and represented exactly the way the client would expect. Partnerships should be driven by their mutual desire to improve customer service satisfaction.

Are we in the right frame of mind?

Companies must approach BPO partnerships with an open mind in order to grow and improve. BPO providers offer expertise, which allows them to uncover unknown issues and unmet needs that may be hindering the customer experience. Praveen Puri, president of Puri Consulting LLC, emphasizes that leaders need to treat BPOs as a partner or advisor and listen to their suggestions instead of treating them like vendors who merely follow instructions. Of course, there will be instances when the client might not want to hear what the BPO provider has to say, especially in cases where budget must be expanded to meet business objectives. However, this expert guidance promotes clear and honest communication, which remains paramount to long-term success.

“There are always three factors to consider in every relationship: time, quality, and price,” says Kathy Aman, senior vice president of sales and customer relationship management at Firstsource Solutions. “Getting the customer experience right takes time and it’s an investment to get quality service. Long-lasting BPO relationships need open communication, honesty, and flexibility. To support the longevity of the relationship, communication also needs to be two-way. BPO partners need to understand the outcomes companies are looking for in order for them to deliver the desired result.”

To synchronize with the client mindset, providers must engage in dialogue with leaders to understand their customer base, says Stephanie Eslinger, director of TeleTech@Home Sales & Support. Once both parties have defined expectations and assessed needs, providers can the build out an effective solution that caters to the client’s comfort level, while keeping cost and goals in check. “By getting to know the customers they’ll be serving, providers can creat a contact center solution that reflects the way the client already operates. Customer experience excellence translates to improved satisfaction, strengthening partnerships for the long-term.”

Gravier notes that contract development holds the key to setting realistic expectations because it forces both parties to assess needs,examinerisks, and determine the tone of the relationship. “As in archery, a small difference in trajectory atthe beginning has a huge impact on whether you hit the target,” he says. “Take time to think through andexpress in clear terms what’s desired out of the relationship, how each party will benefit over the longterm, and the specific process for resolving issues.

Weiner adds that, when setting proper and appropriate expectations, everything boils down to experience and transparency. Effective BPOs will take the time to truly understand what the company’s budget, program goals, and key performance indicators (KPIs) are, as well as what the desired customer experience looks like. BPOs will also proactively be able to identify areas for opportunity and improvement. Often times, expectations fall short when the budget and program goals collide with the customer experience. Sometimes providing the desired customer experience may take a little longer than the projected average handle time. It takes partnering with a provider that has experience in the industry-that understands this balance-to help set appropriate expectations. They must also be willing to push back when objectives and expectations don’t align. When expectations are clear and appropriate, then the likelihood of meeting those expectations and maintaining a positive partnership climbs.

Do our company cultures align?

While client and provider relationships must clearly align with regard to goals and objectives, these teams must also align when it comes to internal culture. Michael DeSalles, principal analyst at Frost & Sullivan, emphasizes that, in order to come together and provide the seamless customer service experience the client company hopes to achieve, both parties must share a similar mission and vision to ensure everyone’s working toward one common purpose.

“The nature of the relationship between customer and provider is vital to the long-term success of any outsourcing arrangement,” DeSalles explains. “It becomes even more important in the current market scenario because consumer expectations for excellent service delivery are extremely high, regardless of the vertical segment. Premium brands, in particular, want to be able to shape the customer experience. This requires a shared vision and a good cultural fit between an outsourcing vendor and client. It engenders a high level of trust, a synergistic relationship, and a great deal of transparency.”

Ideally, the BPO provider will take on the mindset of the company, enabling the agents who serve that given client to adopt their culture and experience, making them feel as if they’re part of the particular organization. However, not all partnerships succeed. “Poorly defined requirements and a lack of understanding between business cultures can produce service delivery gaps that are irreparable,” DeSalles adds. “Some providers have had contracts terminated for lack of ownership of the client programs and failing to treat them as their own. Clients are constantly reassessing contact center priorities to stay in tune with the market and remain competitive.”

Anadkat echoes this sentiment, emphasizing that, in order to ensure a long-lasting relationship between the contact center and BPO, the outsourcer must be aligned with the company’s mission. “Solely focusing on cost and resource allocation has become pass?n the contact center industry, as contact centers look for more and more customer experience metrics to drive their decisions,” Anadkat says. “It’s no longer just a discussion of reducing cost. It’s also about which BPOs really understand the business and can improve the company’s overall customer experience. It’s also important that the BPO doesn’t feel like an outsourcer and doesn’t feel disconnected. Operations are more seamless when they speak the same business language.”

Company leaders must sit down with potential BPO providers to determine if both parties share the same beliefs and perspective. Aman notes that it’s increasingly hard for BPOs to differentiate their offering as their services are very similar.Companies that are passionate about customer experience, however, are the ones that can usually provide most benefits, rather than the simple transactional players. Providers that focus on meeting and exceeding the client’s business objectives will always blaze the trail for new and innovative solutions.

Ultimately, as Vikram Mago, director of operations for Capgemini Business Services, mature and experienced providers should be continuously innovating and transforming capabilities. Doing so positions them to bring contact center directors new and fresh ideas on how to improve their business processes, which is precisely what they seek. By asking (and answering) these critical questions, leaders can lay the foundation on which to build these long-term partnerships and enhance customer service capabilities.

On Trend: What’s New in Retail Customer Engagement?

Customer engagement has become just as complicated as the customer journey itself, for there are many moving parts contained within every interaction. For retailers, customer engagement remains particularly tricky, as shoppers always seem to be one step ahead with regard to technology adoption.

Yet, while the tools behind successful retail engagement may be perpetually in flux, the underlying sentiment remains simple-all supporting initiatives must provide consumers with the flexibility to choose and an overarching sense of purpose.

Because there are countless elements to consider with regard to the customer experience, it’s almost impossible for retailers to prepare for every hypothetical scenario imaginable. However, as Alan Lipson, global retail industry marketing manager at SAS, emphasizes, the retail customer engagement landscape continues to evolve, ultimately getting closer to the true one-to-one experience every retailer strives to achieve. Retailers need to establish strategies that push beyond generic coupons and promotions, for conversion rates are no longer the KPI of choice. Instead, the future of retail engagement relies on the culmination of experiences to foster long-term loyalty.

“How do I engage with my customer for this specific shopping experience?” Lipson asks. “Is the customer shopping for themselves, or shopping for a gift for someone else? How the retailer engages with the customer for each experience needs to be as different as the drivers compelling the customer in the first place. Differentiating the engagement and building true relationships with customers, rather than just incenting them with the next discount or more loyalty rewards points is key.”

Deep down, retailers must harmonize their customer engagement and customer relationship strategies, for these two elements exist at the core of customer experience. Here are five trends that will help retailers complete their current customer engagement goals and strengthen customer relationships throughout 2016:

1. Personalized Experiences Require an Underlying Omnichannel Strategy

As consumers begin to complete more purchases online, the ability to create highly engaging in-store experiences continues to disappear. Jeff Hirsch, CMO at SundaySky, explains that retailers will need to find new ways to connect with consumers and reinvent formal physical interactions within the online space in order to strengthen customer relationships using highly personalized experiences. Even in transactional environments, retailers must form relationships by using the vast amount of consumer data now available so they may adapt communications processes to appease the given customer’s specific needs and facilitate conversions.

“There’s no question retail consumers have gotten savvier and more demanding, but they’ve also become far more discerning,” says Cynthia Price, director of marketing at Emma. “Customers are increasingly seeking one brand they can turn to again and again, and not just because the store offers great prices, but also because they get an excellent experience. From relevant email promotions and personalized recommendations, to great customer service, retail consumers want it all and expect brands to deliver.”

Ian McCaig, CMO of Qubit, emphasizes that, to achieve next-level personalization, retailers must finally make their omnichannel dreams reality. Most have access to the data necessary to bring about such change, but few brands have the manpower and technology needed to carry out their goals. Retailers are buried under legacy systems that hinder their ability to develop the “golden record” of the customer, as these platforms are neither agile nor responsive. Therefore, poor data practices result in the “trash in, trash out” scenario that prevents the delivery of relevant communications and experiences. Moving forward, retailers will need to invest in data centralization, for this will be the only way to effectively engage their customer bases.

Companies such as GoldieBlox take marketing one step further by emphasizing the ‘personal’ in personalization. Not only does the brand create imaginative toys for young girls, but it also supports causes and leads social campaigns that truly reflect its organizational values. GoldieBlox doesn’t depend on its products alone to stir the creativity of young female minds. Instead, GoldieBlox continues to promote related organizations, such as Girls Who Code and the Society of Women Engineers, thereby employing its own toys as tools to spread the word about STEM careers and encourage girls to pursue their dreams-even if those dreams are normally confined to the boys’ department.

2. User-Generated Content Sparks Engagement and Produces Feedback

As social and mobile usage continue to grow, consumers have increased power to decide what content they see and what content they’ll bypass. Therefore, the days of brands force-feeding content out to the masses are over. Instead, as Jeffrey Soriano, senior director of demand generation at Offerpop, explains, participation will become an undeniable customer engagement trend in 2016. Brands will spend more time creating campaigns and programs designed to inspire customers to interact with and be part of the brand. Such campaigns should focus on lifestyles and emotions to build authentic and meaningful relationships in an effort to establish brand advocacy and promote engagement. User-generated will further extend the brand’s authenticity and trustworthiness because such material resonates with other consumers, as most prefer to engage with content created by their peers instead of the brand itself. McCormick, for instance, allows customers to upload photos and recipes. Contests encourage further engagement by empowering participants to vote on their favorite submissions. Such tactics enable McCormick and its customers to develop relationships that breed brand advocacy.

3. Technological Innovations Blend the Digital and Physical Experience

Retailers will need to do their homework given the number of new technologies presently on the market and ones expected to hit in the coming years. As Josh Marti, CEO and co-founder of Point Inside, suggests, retailers should start small with a pilot program in a few stores to test any given technology before deploying such tools across the company. Retailers will also need to invest in their underlying technology infrastructures to build a strong foundation for new projects, thereby making new tools easier and faster to implement. Once they’ve tested and deployed those tools best suited for their client bases, retailers must also continue to test and optimize their approaches in order to constantly improve engagement and experience.

For many retailers, mobile applications have become the technology of choice, as shoppers almost always have their smart devices within reach. During the holiday season, for example, Target‘s mobile app provided shoppers with interactive in-store maps, store-specific product search, and Black Friday doorbuster deal maps so customers could quickly locate the aisle number and shelf location of their desired products. Lowes Foods also employs mobile technology to provide its grocery shoppers with the ability to shop, plan, get store directions, and clip and redeem coupons directly from the palm of their hands. According to Klaus Werner, head of e-commerce, consumers are looking for robust online capabilities, such as interactive, personalized weekly ads and an online shopping experience that empowers them to make the best selections for them and their families, while also allowing them to maximize their savings. Such tools will allow Lowes Foods to strengthen customer relationships and bring the brick-and-mortar experience to life online.

4. Convenience Appeals to Customers’ Constant Need for Immediacy

Consumers typically pursue the path of least resistance when it comes to purchasing the goods they seek. For the retail industry, this new ‘convenience economy’ will come to play an increasingly important role. Also known as the on-demand economy, this approach depends upon creating the most convenient shopping experience possible for the customer in terms of time, effort, cost, and immediacy, says Chris Bryson, CEO of Unata. Retailers want to provide customers with an easy way to fulfill purchases the moment inspiration strikes. Mobile solutions will be at the heart of such expansion, for these tools are always within reach. For instance, Starbucks’ ‘Order& Pay’ service allows customers to place their order and pay via mobile before they even reach the retail location so their drinks will be ready and waiting for them once they arrive. PriceLocal, on the other hand, allows Amazon customers to browse local merchants who are willing to sell the same item in-store for the Amazon Prime price. Such tools allow shoppers to satisfy their needs in real time, while also promoting brick-and-mortar engagement, thereby increasing the likelihood of repeat patronage.

5. Store Relationship Management Rejuvenates Brick-and-Mortar Sales

Chris Taylor, CEO of Square Root, claims that retailers will discover the power of SRM-store relationship management-in 2016. Much like CRM software has enable retailers to use data to better understand who their customers are and how they like to shop, SRM will allow retailers to shift their focus to better understand and improve store performance, with a focus on data and knowledge sharing. With the adoption of SRM, training will get a major overhaul, time to value and knowledge loss due to turnover will decrease, stores will gain greater insight into performance against comparable locations, and they’ll be empowered to share and implement best practices.

“The use of mobile phones and smart devices increases the likelihood that consumers will make impulse purchases,” says Guy Yehiav, CEO of Profitect. “Since these channels are so visual and paint an idealized picture of what a product can do for a consumer, it’s vital that retailers are able to leverage these emerging channels more and more within physical storefronts. Whether it’s offering promotions using a certain hashtag, or opening a specialty pop-up shop within a traditional big box retailer, the more stores are able to appeal to today’s shoppers, the more luck they will have in the future.”

While most retailers focused on customer-facing initiatives throughout 2015, Taylor adds, retailers will ultimately look to increase agility, boost the bottom line, and improve the customer experience through this renewed focus on internal operations in 2016. Retailers will be expected to do more with less in their physical stores, making efficiency and productivity pivotal priorities with regard to brick-and-mortar performance. The ability to try new things quickly to see what works and what doesn’t will be essential for retailers to thrive.

Ultimately, the next year will likely be the turning point for many retailers, as these trends indicate the critical need for change throughout much of the industry. Retailers must break from tradition to engage customers on their own terms in an effort to create the experiences that support long-term loyalty and advocacy.

“Much of the industry looks at the customer being loyal to the retailer,” Lipson explains. “Turn that idea on its head: Are retailers loyal to their customers in terms of their wants, needs, and desires? Are they true to how they treat their customer as a shopper? Customer engagement is a validation of that brand promise, and the best retailers go further to delight the customer. Fall short, disappoint the customer, disregard your brand promise, and your hard-won customers will likely take their business elsewhere.”

Once retailers recognize which engagement strategies need to change and which tactics resonate most with their customer base, leaders will be able to bring their company-wide goals to fruition.

Effective Employee Training Must Support Personal Growth

As job functions continue to evolve, employees have come to expect more from the training programs designed to advance their skills. While these programs provide employees with the knowledge necessary to fulfill their roles, employees also crave engaging lessons that empower them to grow and develop along their personal career path. By establishing programs that sustain individual improvement, leaders demonstrate their investment in both the business and their employees, for they understand that each staff member supports the company’s overall mission and bottom line. But what should these programs look like moving into 2016?Here, we speak with Luis Ramirez, director of marketing for digital media at InterCall, to examine what employees seek from their training experience and how companies can meet or exceed these expectations in the coming year:

1to1 Media: Why does training play an important role in so many employees’ decision to stay with their current company? Why are their expectations so high?

Luis Ramirez: Employees want to increase their opportunities for success by improving their skills and knowledge, and for their employer to share their goals for professional development. Training is one way a company can show it’s invested in an employee’s continued growth in and outside of the organization. When training is effective, it not only benefits the company, but also can help employees advance toward their long-term career goals, improve their job satisfaction, and increase productivity. The vast majority of organizations today offer some type of training, so employees expect their company to also invest in them. This is especially true for younger employees who value continued learning opportunities more than their older counterparts. Millennials are new to the workforce and are eager to learn more skills and move up the corporate ladder. Training is seen as one way to do this.

1to1: Why do so many employees feel their company’s current training programs aren’t a productive use of their time?

LR: Too many companies make the mistake of creating a general, “one size fits all” training program that isn’t relevant to every employee’s specific job, role, or career path. Offering training just for the sake of offering training is a waste of everyone’s time. In addition to being relevant, training needs to be engaging or the information presented will not stick. Although offering interactive and customized training requires greater investment, its impact will be much greater. Today’s online tools make it easier and more affordable for companies to create individual and interactive learning paths.

1to1: What elements do employees seek from these training programs? How can companies make their programs more interactive and engaging?

LR: Employees want training that is customized to their job function or career path. In addition, employees often prefer the freedom and flexibility to consume training on their own schedule and at their own pace. The majority of employees also want their training to be more interactive and engaging. Multimedia tools like video, quizzes, gamification, and Q&A sessions encourage engagement with the content and promote retention of information. With virtual classrooms, rapid authoring, and other online tools, learning professionals can update and create content quickly. Virtual learning environments simplify the development and distribution of customized learning paths that can include a variety of learning modalities specific to an employee’s role or individual goals.

1to1: How do employee training programs impact engagement and long-term retention? What challenges will companies have to face moving forward?

LR: One of the main goals of employee training is often professional development. When employees believe the training is in line with their career paths, they’ll perceive value that’s in addition to, and can even exceed, financial compensation. Relevant training initiatives can demonstrate to employees that they’re valued and that the company is invested in their future. This can ultimately increase employee engagement and productivity. It can be challenging for companies, particularly large ones, to determine whether training content is engaging and achieving the desired effects. Subjective input to this question can be obtained by continually seeking feedback from employees after each training session. For qualitative metrics, look to online tools like virtual learning environments that track a learner’s activity during the event, such as how much of the course was completed and when, content consumption patterns, interactions like Q&A and chats, and test results. This information can be integrated into a formal feedback loop to continually improve training programs.

The Importance of Storytelling

Since the beginning of time, humans have served as storytellers, passing tales down through the generations in an effort to preserve history. But as technology becomes ever more sophisticated, content marketers recognize storytelling as an opportunity to expand brand reach and strengthen customer trust.

Mario Natarelli, managing partner at MBLM, defines storytelling as “shaping a strong narrative that connects audiences to a brand in emotionally-driven ways, fostering engagement and relevance.” Still, resilient narratives should start with a strong brand essence. Natarelli emphasizes that companies must know what they stand for and what makes they unique if they wish to craft an authentic, meaningful narrative. Great storytelling ultimately empowers marketers to establish the voice and personality of their brand, drawing in stakeholders and helping the company rise above its competitors.

Storytelling goes beyond typical content marketing tactics since these tales allow brands to convey the type of experience consumers can expect to have with a company’s products and services, explains Matt Langie, CMO of Curalate. Rather than use content to explicitly sell goods, storytelling relies on engaging consumers, ultimately bringing out the human qualities of the company to help marketers establish long-term customer relationships. Storytelling also reinforces trust, which resonates more than any traditional sales pitch, since customers find value in brands that support a shared purpose.

Mike Moeller, vice president of brand and communications at Marketo, also emphasizes that, no matter what story you tell from a content standpoint, it must answer one question: Why should I care?From there, the next most important step is to be consistent with your omnichannel story while being strategic about how to use each channel.”You can tell the same story across all channels, but you can’t force feed people the same piece of content on each channel,” says Moeller. “You have to tailor content for each channel based on what people are looking for when they’re using that particular channel and their expectations.”

Brands face other challenges along the way, as all successful marketing tactics require companies to strike a careful balance between art and science. Natarelli explains that content acts as fuel or propellant for brands in their efforts to reach, engage, and influence customers. Content marketing pulls to augment promotional messages that push. But as channels and devices multiply, marketers often struggle to determine which types of content are most compelling, while also trying to maintain, sustain, measure, and optimize each channel according to customer expectations. Constant behavioral changes require content marketers to remain in touch with consumer interests, while also developing consistent, seamless stories that support their own mission and appeal to their target audiences.

Although content marketers are well aware of the benefits behind successful storytelling, many have yet to bring these practices full circle. How can brands create content that delivers valuable stories while simultaneously advancing sales goals? The following three factors are critical to effective story development and execution:

1. Establish the Story You Yearn to Share

Content marketers can’t tell their story if it hasn’t been written yet. Joe Pulizzi, founder of the Content Marketing Institute, recommends that brands should begin their journey by determining the story they want to tell-a story worth telling. “Most brands start with the story around the product or service,” says Pulizzi. “This never works. The story is about the audience’s needs and pain points, and your differentiated take on that. Narrative must never sell the product. Instead, it needs to have a point of view, must deliver consistently, and must truly fill an audience need.”

No consumer wants to be sold to, notes Pulizzi, but everyone likes hearing a story that’s relevant to them. However, because brands become so caught up in short-term sales goals, they frequently forget that their customers must come first. Content marketers often falter with storytelling because they tell campaign-based stories over short periods of time instead of developing a longer-term narrative aimed at building loyal relationships. Instead, marketers should look to longer-term initiatives that may very well take years to blossom, Pulizzi emphasizes, since a campaign mentality will ultimately hinder bottom line growth.

2. Understand What Constitutes Great Storytelling

Although everyone defines a ‘story’ differently, Andrew Linderman, founder of The Story Source and adjunct instructor at New York University, notes that, at its core, content marketing is storytelling with the goal of driving a particular action. Business storytelling, specifically, is a way of connecting an experience, or series of experiences, to a specific call to action. But before marketers can effectively drive business through content, good stories must all exhibit these three key qualities:

  • Be Honest: Linderman explains that humans have an innate sense for detecting when someone’s lying to them, and dishonesty-especially from a marketing standpoint-can be lethal for the company or the brand. Therefore, content marketers need to tell it like it is to gain consumers’ respect, for they will admire the company’s candor and authenticity.
  • Be Personal: Marketers should develop content that establishes the consumer’s stake in the outcome of the story, a.k.a. the success of the product or service being sold. Linderman highlights that, by creating campaigns in which the characters in the story have clearly something at stake, consumers will begin to engage, for the more personal something is, the more people will care and interact.
  • Be Specific: Marketers must be explicit about what’s possible as a result of using their company’s product or service. The product or service is an extension of the customer experience, as well as the company’s values-the central idea of the brand. As such, every “story” should communicate these values to maintain brand consistency and help future marketing endeavors.

3. Engage Customers’ Emotions to Deliver Value and Relevance

Emotion stands as the primary pillar of successful storytelling because this element permits marketers to create intimacy between customers and the brand. Most purchase decisions depend upon emotion on some level, as consumers usually gravitate toward brands that share the same values and better their everyday lives. Jennifer Sullivan, marketing executive at Allego, notes that one crucial attribute-authenticity-empowers marketers to embed emotional elements into their storytelling and engage their audience at a much deeper level while reinforcing the corporate brand. Successful brands address customer pain points by telling stories that connect with consumers and satisfy their needs.

For instance, Sullivan points to Procter & Gamble‘s Swiffer “Golden Couple”, Lee and Morty Kaufman, real people who demonstrate how these products have changed their lives. These two 90-year-old lovebirds from New York talk about the “Swiffer effect” in every day life and do so as real people carrying out real lives. Audiences have become smitten with the couple. Besides being adorable, they are relatable as people for both men and women. The commercial tells the story of the couple using the Swiffer and adds in elements relevant to both genders, making them even more memorable because there’s an authentic appeal in their interactions with each other and with the product.

“Allow your content to be emotive in the sense that it gets to the emotional aspects of the problems or issues that your audience has to contend with,” says Sullivan. “Then explain how your product or service can directly address their pains by telling a story. An engaging and ‘real’ or ‘authentic’ story will give customers pause to consider what you’re offering.”

Sullivan also notes that good content often begins with some question or thought-provoking statement-Imagine a world where…-because such phrases invite customers into the story. Ultimately, customers want to be engaged. They want to be part of the story, and appealing to their emotions lets them become part of the story. Everyone wants to feel like they’re part of something greater than themselves and by bringing customers into the fold, brands can gain their trust, which inevitably translates to improved loyalty.

Dove and Dawn Blend Storytelling and Social Justice to Capture Attention

Tapping into consumers’ emotions usually means brands must appeal to their sensitive side. For both Dove and Dawn, however, successful storytelling relies upon tugging at consumers’ heartstrings by embracing social issues that go beyond the scope of their given products. Dove’s “Real Beauty” campaign, for example, plays off the company’s long-standing reputation in the health and beauty industry, while connecting with women on an emotional, personal level. These campaigns don’t try to sell soap or shampoo. Instead, they promote self-confidence and inner beauty by telling the stories of real women and real customers. Dove remains true to its brand promise by tearing down societal conventions and endorsing personal wellness.

Here’s one of Dove’s most notorious campaigns, in which women recognize that they’re often their own worst critics:

Similarly, Dawn reaches beyond dish soap by demonstrating other uses for its products. Dawn focuses on how wildlife rescuers use their soap to safely clean animals that have been threatened by oil spills and other man-made disasters. In fact, Dawn has helped rescue and release more than 75,000 wild animals over the past 30 years. By buying these products, consumers know they’re part of something greater because each purchase helps the brand support future efforts to protect animals in need.

Here’s one of Dawn’s most recent advertisements, in which Deborah Heritage, wildlife volunteer, demonstrates how Dawn dish soap helps her rehabilitate vulnerable ducks and sea birds:

Compelling storytelling, at its center, doesn’t aim to sell products or services by blatantly revealing the benefits. Instead, as proven above, effective stories come from the heart. Content marketers should embrace these opportunities and understand that honest emotion and authentic stories resonate more than direct marketing campaigns, thereby building brand advocates in the process.

Your 7-Step Guide to CX Design

Because companies now offer nearly limitless product options in this world of highly educated consumers, delivering consistently superior customer experiences is the only differentiator left for creating loyal and engaged customers. Overall, thought leaders agree that providing optimal customer experiences requires the right tools and processes to continuously measure and refine engagement. However, the key element that seems to be missing lies in how to actually design the customer experience.

In recent years, companies have been delivering superior customer experiences. But consumer expectations for such improved experiences have also escalated, making brand failures even more disappointing than when expectations were lower, says Allegra Burnette, principal analyst at Forrester Research. As technology continues to change rapidly, she adds, it becomes even harder for companies to design great experiences that resonate with consumers. That’s where simplification comes into the picture.

“Companies are pulling back from the default of trying to be all things to all people, and are focusing on developing a clear vision and designing great experiences for key customers instead, with the pared down approach of a mobile first mentality,” Burnette says. “Which means they’re focusing on building those experiences through cycles of research, ideation, testing, and iteration.”

Despite this trend, however, brands still struggle to formulate and execute effective customer experience (CX) design, for many spend excessive amounts of energy identifying problems, and not nearly enough time deploying the right solutions, says Bruce Temkin, CCXP, customer experience transformist and managing partner at Temkin Group. They often assume that the first thing they come up with is the correct approach, leaving customers with half-solved issues even though, in many cases, the company is mere tweaks away from great options for its customers. Brands lose sight of what’s best for the customer, often becoming consumed by the end result and disregarding the steps necessary to help them achieve their ultimate goals.

What steps should companies take on their journey to optimal CX design? Follow our outline to determine what elements are essential for creating the ideal experience for any given company:

1. Establish company goals

Companies must establish customer experience goals as part of their initial requirements definition stage, says Temkin. Brands should define goals and measurable metrics for all three elements of the customer experience: success, effort, and emotion. They must be very clear on what they’re trying to help customers accomplish, how easy interactions should be for customers, and what feelings they’re trying to elicit from customers throughout the experience. It’s essential that such strategic thinking become part of the core process, as the accompanying metrics will force organizations to seek deeper customer empathy throughout the process. Each company’s underlying goals will differ according to their desired outcome, but this core will lay the groundwork for an effective mindset in all future CX endeavors.

2. Explore customer sentiment

Customer data offers valuable insight into how CX design strategies resonate with the company’s target audience. Therefore, as organizations assess their own goals, they must also consider customer sentiment if they wish to guide their strategies in the correct direction. What companies believe their customer base wants and what these consumers truly want are often two very different things. R “Ray” Wang, principal analyst and founder of Constellation Research, Inc., suggests that organizations define detailed customer personas by using design thinking to identify potential and existing opportunities. Design thinking, at its core, empowers actual designers to collaborate during the early stages of strategy development to create concepts that better meet consumers’ needs and desires. Capturing more context will enable brands to then deliver richer relevant insights to drive more precise decisions.

Temkin also explains that companies tend to fixate on failures, mistakes, and negative customer feedback when analyzing sentiment. While this approach offers vast insight into improvement ideas, many don’t spend enough time looking at the good aspects that build brand advocacy in the first place. By replicating what’s working well with CX teams, however, companies can boost employee morale and energize them to focus even more on these positive efforts.

3. Clarify experiential inconsistencies

Wang notes that the prime customer experience gaps typically stem from inconsistencies across channels, failure to uphold brand promises, and the forced fit process approach to the customer journey. However, “choose your own adventure” experiences outrank forced fit funnels, meaning customers will go where they need to go. Therefore, as organizations attempt to navigate this omnichannel world, they must examine CX at every touchpoint to assess whether or not each interaction supports the brand’s overall promise and goals. Authenticity, continuity, trust, and transparency are table stakes, Wang adds, but are hard to deliver. But, by remaining aware of these issues or discrepancies, brands can proactively curtail any future problems that may eventually arise.

4. Expand employee engagement

Burnette emphasizes that the desire to advance CX design must come from within the company. Whether it’s from the top down, the bottom up, or somewhere in the middle, CX design requires its own champion if brands wish to meet customers’ needs efficiently and establish the three E’s of great CX: ease, emotion, and effectiveness. Wang also notes that customer experience requires both the digital and human touch, meaning staff and all touchpoints must work as one to deliver the brand promise.

To strengthen employee engagement and guarantee all players are onboard, Temkin says that brands need to master five competencies-the Five I’s of Employee Engagement: Inform, Inspire, Instruct, Involve, and Incent. Treating employees as an asset will transform laggard companies into leaders, as such organizations empower staff at every level to support CX and bring loyalty to life.

5. Determine appropriate metrics

Each company has its own goals. Therefore metrics must reflect the information necessary to sustain and achieve these goals. “When you start with the desired outcomes that keep brand promises, insights aren’t too hard to measure,” Wang says.

Temkin explains that, while structured data is good for spotting where there might be an issue, these data sources aren’t very good at helping to identify what the problem is or how to fix it. Thus, brands must look to text analytics to examine customer comments and call center interactions if they wish to gain granular understanding of the situation that causing the issue. Burnette adds that social listening tools, interviews, and focus groups can supplement harder metrics, enabling brands to blend qualitative and quantitative research to gain a more comprehensive picture of the customer experience.

Wang argues that NPS isn’t the paramount metric. Instead, brands should look to conversion rate optimization, because if conversion rates don’t rise, nothing in CX matters. Secondary metrics, on the other hand, should monitor what drives activity to assess the effectiveness of the brand’s CX design.

6. Evaluate available technologies

Though technology solutions help organizations carry out many of their CX design goals, Wang argues that technologies should be secondary to the business goals. “If you want to conduct an audit, just study how often a piece of software is used, and the number of users,” he says. “The activity will tell you what to get rid of and what to keep or improve on.”

Temkin agrees, saying that technology is never the full answer. Brands need to decide what they want to accomplish instead, and the see if there are technologies that will help achieve these goals. Even after deciding on a technology, a company’s success typically comes from how the technology was implemented and the business processes that were deployed around it, he adds. While the tools used certainly impact operations, companies mustn’t allow technology to define their efforts. Brand success must find its center within the CX design strategy itself.

7. Evolve alongside consumers

No matter the final design, brands must be open to change. Consumer behavior will continue to evolve, as will expectations, requiring companies to alter their CX design. As with all aspects of life, change remains constant, so organizations will need to gather and analyze customer data regularly to stay up-to-date with what’s going on in their industry. Temkin emphasizes that good CX design means companies are creating experiences for their target customers that are delivering the very success, effort, and emotions for which they were aiming. No matter how brands alter their approach along the way, leaders must keep the brand promise and value proposition at the core of their overall strategy.

“Remember, customer experience is the mechanism for delivering your value proposition,” Temkin says. “If you aren’t clear on your target customers or your value proposition, then good CX can only mask the problem for a bit, but it won’t overcome the issue for long.”

Companies cannot hide behind an effective, yet superficial, design for the long-term. Wang emphasizes that brands are no longer competing for products or services. Instead, as markets shift to an on-demand, post-sale, attention economy, companies must compete based of CX to sustain their brand promise. Deep down, great CX design must be an enterprisewide initiative that flows all the way to the heart of the organization. Great CX design isn’t just strategy-it’s mindset. Companies must always have customer experience in mind, for all subsequent actions must support the loyalty and engagement upon which their survival depends.

Will We Ever Close the Gender Pay Gap?

By 2020, the U.S. Treasury expects to replace Alexander Hamilton’s spot on the $10 bill with the face of an unidentified woman. But, as The Daily Show correspondent, Jessica Williams, recently highlighted during an episode of the Comedy Central news program, this gesture seems like an ineffective, and relatively pathetic, attempt to appease female critics. “Honestly, at the end of the day, I don’t [care] about who’s on the bill. What I do care about is getting an equal share of the bill. I’d rather have 10 full Hamilton dollars than $8.45 of lady bucks,” Williams noted.But, as most understand, equal signs and dollar signs rarely align when it comes to median annual income across the country. According to one recent report by the American Association of University Women, the gender wage gap has made some strides over the last 40 years. In 1973, women made 57 cents for every man’s dollar, but as of 2013, women now make 78 cents for every man’s dollar.

While these figures illustrate significant progress, there’s still much to be done. As of 2013, male median income averaged $50,033 per year, while women earned only $39,157 per year. Younger women, ages 20-24, currently earn an average 90 cents for every man’s dollar, which also signals potential progress, but by age 35, median income growth slows considerably for female employees, as they earn only 75-80 cents for every man’s dollar until they reach retirement. Many cite educational and experiential differences as primary drivers behind such disparities, but even when both factors are comparable, the gap still persists. For women of color, these disparities are even worse.

Of course, despite society’s increasing desire to pursue gender equality, women are still tasked with much of the family and childcare responsibilities. On average, 10 years after graduation, 23 percent of mothers remain out of the workforce and 17 percent work part-time, yet only one percent of fathers remain out of the workforce and 2 percent work part-time. Thus, many critics cite “women’s choices” as an integral part of the wage disparity despite the fact that many women may have no real choice in the matter at all. And, for those mothers looking to return to the workforce after time away, many face “motherhood penalties” that seemingly punish these women for raising families. Mothers are less likely to get hired over someone who’s childless, and those who are, are offered lower starting salaries. Fathers, however, are frequently offered wage premiums, which only further perpetuates stereotypical gender roles.

However, as one recent Canadian study indicates, women may not be the only ones under attack. Instead, femininity, not gender discrimination, may be at the root of such issues. Researchers at McGill University found that gay men with partners earned about 5 percent less than coupled straight men, while lesbians with partners earned nearly 8 percent more than coupled straight women. Such discrepancies also apply in the U.S., for heterosexual men usually earn more than gay men, gay men earn more than lesbians, and lesbians earn more than heterosexual women. Transgender workers also face similar fates, as those who have transitioned to female experience sharp drops in wages, while those who’ve transitioned to male inevitably make more money. In fact, one recent segment from Last Week Tonight with John Oliver noted that the average transgender household is nearly four times more likely–15 percent versus 4 percent–to earn less than $10,000 per year compared to the general population.

Thus, as we move forward, we can’t overlook the fact that gender identity and sexual orientation play an important role with regard to wage discrimination. Masculinity reigns supreme, and all those that pose a threat to our male-dominated society get (literally) shortchanged. Equality won’t win until we treat every member of our workforce with the value and respect they deserve. But, based on the prejudices that still exist on the social front with regard to gender, race, and sexual orientation, it’s hard to imagine we will ever achieve this universal equality on the economic front, either. There are many fights to be fought, and many wars to be won, but we have the capacity to do great good. If only we’d just put our money where our mouths are…

To learn more about the evolution of the gender wage gap, watch the video below. Presented by the Pew Research Center, this animated infographic details how far women have come and how far we still need to go when it comes to achieving full equality in the eyes of our employers: For more on income inequality, read “Mind the Pay Gap: Exploring Wage Inequality” to learn what Sarah Jane Glynn, director, women’s economic policy for the Center for American Progress has to say about how such disparities impact today’s work environment and what companies must do to combat inequality.

Taking a Next Best Action Approach to Strengthening Telecom Customer Relationships

One of the biggest challenges that telecom industry executives face is customer churn. While churn rates vary by country and by provider, annual churn rates for telecom companies average between 10 percent and 67 percent, according to the Database Marketing Institute. And while there are a variety of reasons that customers disconnect from wireless providers in particular – dissatisfaction with the quality of service, cost, poor customer support – the use of customer data and analytics is providing decision-makers with new ways to identify potential triggers for churn and opportunities to strengthen customer relationships.

I had a chance to discuss these issues at Pegasystems‘ PegaWORLD conference a few weeks ago with Cretien Brandsma, managing executive of customer value management at Vodacom, a subsidiary of Vodafone and the largest telecom company in South Africa. In his role, Brandsma supervises a 50-person team comprised of data scientists and customer value management marketers who manage Vodacom’s customer relationships throughout the entire course of the customer lifecycle. Vodacom has been using Pegasystems’ software as its decisioning hub since 2010. If a Vodacom customer calls into one of its call centers for support, for example, the Pega software can analyze all of the known information about that customer, including the type of plan they’re on, the customer’s lifetime value, their support history, the most recent interactions the company has had with that customer, and other information which prompts the software to generate a “Next Best Action” to take with that customer. As Brandsma explains, the next best action isn’t always a commercial offer. It could be a recommendation for guiding a customer to a particular channel for additional information they may be interested in. Meanwhile, Vodacom’s data scientists focus on developing and analyzing churn and propensity models, evaluating customer lifetime value, determining changes in customer revenue and profitability, changes in behavioral patterns, etc. By taking a data-driven approach to better understanding the needs, behaviors, and preferences of its customers and then acting on these insights, Vodacom is forging tighter relationships with its customers – and reducing its churn rate.

For Vodacom’s fiscal year ended March 31, 2015, customer churn was reduced to 9.2 percent, one of the lowest levels in the company’s history. Fierce competition for customers is forcing wireless service providers to distinguish themselves from their rivals. While price promotions can help provide a short-term edge, wireless providers that go the last mile in delivering on customer expectations stand to reduce churn and strengthen loyalty.

Mind the Pay Gap: Exploring Wage Inequality

Despite efforts to minimize the pay gap, wage inequality still runs rampant throughout our otherwise progressive ecosystem. Protesters and equal rights advocates continue to shine light on these glaring discrepancies, yet society repeatedly neglects to implement change. Thus, frontline employees suffer from minimum wage inefficiencies, as many must work multiple jobs to earn a living wage, while women regularly fail to earn equal pay for equal work as compared to their male counterparts. Yet, while lawmakers and employers hold the power to revolutionize the employee experience, few have taken major steps to even the playing field.

Here, we speak with Sarah Jane Glynn, director, women’s economic policy at the Center for American Progress, to examine the current state of income inequality, how such disparities impact today’s work environment, and what companies must do to curtail and remedy these societal blunders:

1to1 Media: Why can’t society seem to overcome the wage gap no matter how much media attention the issue receives?

Sarah Jane Glynn: Part of the problem is that there isn’t much consensus on what the problem really is, let alone how to solve it. The wage gap is a complex issue that is caused by a variety of factors, so addressing it requires a variety of solutions. It’s important to understand what causes the wage gap if we are going to overcome it. The most commonly cited statistic-that women earn 78 cents to the man’s dollar-is calculated by comparing the average earnings of all women who work full-time, year-round to the average earnings of all men who work full-time, year-round. This statistic doesn’t control for the fact that men and women, on average, tend to work in different jobs, put in different hours, have different types of education, and different care giving responsibilities outside the home.

Some people argue that these differences are the result of “personal choices” that men and women make, claiming that the wage gap isn’t meaningful when all these differences are taken into account. I would argue that these differences are meaningful in and of themselves and that we should be seriously interrogating why they persist in an era where both men and women claim they want gender equity within their homes and their workplaces. And to be very clear, even when differences in jobs, education, years of experience, etc. are taken into account, a wage gap between men and women still persists. At least some of that difference is likely due to discrimination, although quantifying the precise impact of sexism is very difficult.

1to1: Describe the typical pay gap between minimum wage workers and executives. Why do executives allow their frontline employees to struggle when they represent the face of their company?

SJG: The average Fortune 500 CEO makes more than 800 times what a full-time minimum wage worker could expect to earn in a year. To be fair, those are very different types of jobs and I don’t know of anyone who is arguing that the two should be equally compensated. But there is absolutely no reason why one of the wealthiest nations in the world should have full-time workers living below the poverty line.

1to1: Describe the typical pay gap between female employees and their male counterparts. Why do most companies still adhere to the arcane concept of paying women less than men?

SJG: Deliberately paying women less than men for the same work is illegal, and has been since President Kennedy signed the Equal Pay Act into law in 1963. If you ask employers-even those with a wage gap-if they pay their employees equally, I am certain they would all say that they do. While overt discrimination does exist, more subtle, but still pernicious, biases and structural factors influence the pay that men and women earn. For example, consider the fact that men and women tend to have different job histories and years of experience, largely because women are more likely to have extended spells out of the labor force after having a baby or when they need to provide care to a family member. On the one hand, this can be considered a personal choice and it can be logical for an employer to pay a higher salary to someone with more experience. On the other, the United States is the only advanced economy that does not guarantee mothers the right to paid maternity leave, which has been proven to result in longer periods of time out of work compared to women who do have access to paid leave. So is that purely a personal choice or not? We also know that men are more likely than women to negotiate their starting salaries with a new employer, so some people have suggested that women simply need to learn stronger negotiating skills. But there are many, many studies showing that when women do negotiate they are perceived very differently than men and are less likely to be successful. Unfortunately, there is no one easy answer to closing the wage gap.

1to1: Why do so many companies fail to recognize the importance of a living wage? What prevents them from implementing this emerging standard?

SJG: Unfortunately, many businesses don’t track the ways that paying low-wages actually hurts them economically. All they see is lower payrolls and think they are saving money, but in the long run businesses with high levels of turnover due to very low-wages and lack of benefits that can help support workers maintaining employment are spending a lot on the high costs of turnover. Luckily, colleagues of mine at the Center for Economic and Policy Research and the Center for Law and Social Policy have created an online calculator where businesses can figure out for themselves how much more money they could be saving by creating better jobs and retaining their employees.

A number of companies have shown that paying good wages and offering common sense benefits, like access to paid leave, makes economic sense. Costco, for example, pays higher wages and offers far better benefits than its competitors and has famously low turnover amongst its team members. IKEA was also just in the news this week because their previous wage increases worked so well in reducing turnover and attracting more qualified job seekers that they are raising wages again.

1to1: Why are companies so hesitant to render equal pay for equal work? Are there any companies that defy the norm by paying men and women equally?

SJG: There are a number of companies that are committed to pay equity. Gap Inc., for example, recently ran an internal study of its nearly 130,000 employees in order to ensure that there was no wage inequality. An outside independent investigator also confirmed Gap’s pay equity.

1to1: What does the pay gap between executives and employees, as well as men and women, mean for the future of work? How does race and sexual orientation also impact the wage gap?

SJG: The wage gap is even larger for women of color than it is for white women. For example, African American women only earn, on average, 64 percent of what non-Hispanic white men earn. For Latinas, that figure is only 54 percent. Gays, lesbians, and bisexuals all earn less than straight men. Transgender women experience significant pay penalties after transitioning, and transgender people are disproportionately likely to live below the poverty line.

1to1: What steps must companies take if they hope to counterbalance this issue’s social and economic repercussions? What measures and strategies are essential for maintaining employee satisfaction and reducing overall churn?

SJG: Combating gender and caregiver pay discrimination is a real and important challenge facing our country, which is why laws such as the Equal Pay Act of 1963 and the Lily Ledbetter Fair Pay Act of 2009 are so important. But according to some analyses, all the structural and social factors that drive the decisions women make about where and how long they work influences more than half of the wage gap. These factors constrain the choices that lead them to work and earn less.

The good news is that some of these issues can be addressed through public policy. Ensuring that workers have access to paid sick days would mean that they would no longer have to worry about taking a financial hit or losing their jobs if they or their children were to fall ill. A federal paid family and medical leave program that would provide wage replacement when a worker needed time off after the birth of a new child, to provide care to a seriously ill family member, or to recover from a their own serious illness, building on the job protection offered by the Family and Medical Leave Act of 1993, would help people maintain their ties to the workforce and increase current and future earnings. Combating discrimination is important and requires ongoing work, but it is not the only driver of the wage gap and can’t be the only solution.

Taking a Customer-First Approach to Service Excellence

Organizations that deliver exceptional customer support typically have at least a few things in common. They listen closely to what customers are asking for and not only act on customer feedback but they also communicate back to customers how and whether their requests were acted on. They align their customer service processes and practices with customer-centric goals and objectives. These organizations also strive to make it easy for customer-facing employees to provide customers with seamless support to ensure that both customers and employees have exceptional experiences. In short, as evidenced by the three winners of the Innovation in Service Excellence category for the 2015 Gartner & 1to1 Media Customer Experience Excellence Awards, they provide a customer-focused approach to delivering great service.

For instance, LinkedIn, the Gold award winner for the Innovation in Service Excellence category, shifted from a product focus to a concentration around the needs of its members under its `Members First’ initiative. In fact, LinkedIn’s Members First initiative has since become one of the company’s core values after senior management recognized that in order to support the transition it needed the blending of its people, processes, and technologies to achieve its vision. This includes a member-centric support team that listens to and anticipates the needs of its members.

Customer-centric organizations are also willing to try new technologies and new techniques for providing better support experiences. For its part, the New York City Police Department, the Silver award winner for the Innovation in Service Excellence category, has developed one of the most comprehensive social media operations in law enforcement after barely having a social media presence in early 2014. The NYPD now has 106 active Twitter accounts, including one for each of its 77 precincts. Each of its precinct commanders are now actively engaged on Twitter, helping to strengthen community relations.

At the core of a voice of the customer initiative that’s aimed at providing a closed-loop process for responding to customer feedback, 1-800-CONTACTS, the Bronze award winner for the Innovation in Service Excellence category, has focused on making each customer experience both special and memorable. One of the ways it has done this is by adding the following open-ended question to its revamped customer experience survey: “Is there anything we can do to make your experience better?” One loyal customer who requested a candy bar was immediately sent a box of candy bars. Another customer requested a pizza which was delivered to his home that same night. A different customer requested a blanket for a surgery patient which was also promptly delivered.

As LinkedIn, NYPD, and 1-800-CONTACTS demonstrate, organizations that deliver exceptional customer service develop a well-designed strategy for delivering on customer expectations.

1...202122...24Page 21 of 24

© 1to1 Media