Latest news with #CX
Yahoo
a day ago
- Business
- Yahoo
ZENVIA sets agenda for 2025 first quarter results
SíO PAULO, June 23, 2025 /PRNewswire/ -- Zenvia Inc. (NASDAQ: ZENV) (the "Company"), the leading cloud-based CX platform in Latin America, empowering companies to transform their customer journeys, today announced that its fiscal first quarter 2025 results will be released after the market close on Wednesday, July 2, 2025. The Company's senior management team will host a webcast to discuss the results and business outlook on Thursday, July 3, 2025, at 10:00 am ET. To access the webcast presentation, click here. Additional information regarding Zenvia can be found at Contacts Investor Relations Shay Chor Fernanda Rosa Fernando Schneider ir@ Media Relations – FG-IR Fabiane Goldstein – (954) 625-4793 fabi@ About ZENVIA Zenvia (NASDAQ: ZENV) is a technology company dedicated to creating a new world of experiences. It focuses on enabling companies to create personalized, engaging and fluid experiences across the entire customer journey, all through its unified, multi-channel customer cloud platform. Boasting two decades of industry expertise, more than 10,000 customers and operations throughout Latin America, Zenvia enables businesses of all segments to amplify brand presence, escalate sales, and elevate customer support, generating operational efficiency, productivity and results, all in one place. To learn more and get the latest updates, visit our website and follow our social media profiles on LinkedIn, Instagram, TikTok and YouTube. View original content: SOURCE Zenvia
Associated Press
3 days ago
- Business
- Associated Press
Business Reporter: Improving the quality of AI-driven Customer Experience (CX) platform
Why context and engagement matter LONDON, UNITED KINGDOM, June 30, 2025 / / -- In an article published on Business Reporter, Customer Service ( CX ) AI platform Gladly explains why it's key that the currently prevailing practice of adding AI bolt-ons to legacy systems is replaced by an integrated approach in order to reverse the steep decline in customer service standards. As legacy customer experience platforms were designed to discourage customers from pursuing their queries, slapping conversational AI solutions onto these outdated, ticket-based systems won't bring about the step change necessary for taking customer experience to the next level. Even the metrics used for evaluating the performance of bolt-on AI tools are fundamentally wrong. A focus on 'deflection rates', for example, suggests that the aim is to dissuade customers from seeking support rather than engaging with them in meaningful interactions. These legacy platforms are flawed because they are built around tickets and not people. Some new providers, however, have realised that AI solutions will only lead to improved customer experiences and loyalty if they are aware of the context of each customer interaction. The approach Gladly has adopted to CX platforms involves embedding AI into every layer of the customer journey, while also combining conversational, agentic and contextual intelligence capabilities. These AI solutions aren't just about automated interactions with customers but also empowering agents by putting customer context at their fingertips. Gladly's platform built around customer context and meaningful conversations enables businesses to scale loyalty without compromising the customer experience. To learn more about this new breed of customer experience platforms, read the article. About Business Reporter Business Reporter is an award-winning company producing supplements published in The Guardian and City AM, as well as content published on Business Reporter online hubs on Business Insider Germany and Le Figaro, delivering news and analysis on issues affecting the international business community. It also hosts conferences, debates, breakfast meetings and exclusive summits. About Gladly Uniquely powered by Customer AI, Gladly is the only CX platform that puts the customer —not tickets — at the centre of every conversation. Trusted by some of the world's most customer-centric brands, Gladly delivers radically efficient and personal experiences. Business Reporter Press + +44 20 8349 6488 email us here Legal Disclaimer: EIN Presswire provides this news content 'as is' without warranty of any kind. We do not accept any responsibility or liability for the accuracy, content, images, videos, licenses, completeness, legality, or reliability of the information contained in this article. If you have any complaints or copyright issues related to this article, kindly contact the author above.
Finextra
5 days ago
- Business
- Finextra
Why do customers and business leaders diverge on client experience views?
0 This content has been selected, created and edited by the Finextra editorial team based upon its relevance and interest to our community. Customers aren't 'buying' companies' improved customer experience (CX) claims or promises, and company leaders aren't buying the value of spending more to delight the customer. At least not in large percentages on either side of the commerce spectrum, according to a recent global study. When it comes to the leaders of the companies surveyed, responses to another question revealed a fundamental lack of understanding by many of them of the main purpose or definition of customer experience itself - prompting observers to ask: Do most business leaders even know what CX really is? How effectively current and future leaders respond to this question will likely determine how successful and mutually profitable a company - and its client relationships - will be. Not just differences, but pronounced disconnects shown in survey results There were substantial differences in viewpoints regarding client experience perceptions, effectiveness, and the importance (as judged by business leaders) of investing in and providing fulfilling experiences to their customers. These were just a few of the key findings that emerged from a recent survey by cloud consulting, digital engineering, and customer experience design firm Amdocs Studios. The company commissioned the outreach to almost 1,000 business leaders across 14 industries and 2,000 consumers in 14 countries in Asia, Europe, Oceania, and North America to ask them a number of questions. All queries centred more or less around expectations and performance when it comes to client experience as detailed in the survey results, entitled 'CX20 Report: CX Without Illusions' and published a couple of months ago. Of course, this isn't the first such survey or analysis of client experience attitudes, needs, and trends. In addition to, for example, Forrester's annual CX Index and report, a recent Finextra community article by Chris Brown noted just how important focusing on customer experience can be for regulated industries like financial services with constantly changing rules. Especially for 'digital-first' clients from Gen Z age groups and likely those to follow, Brown wrote that 'By modernising CX strategies with the right tools, financial service providers can strike the right balance between meeting complex compliance needs and delivering standout customer journeys.' Digital transformation not really delivering for clients, with most AI tools yet unproven This may be true. The problem is, client surveys don't yet bear out that people using companies' products across many industries – no matter what their generation – truly feel better served by the 'modern' technology and tools that have been introduced. That applies to both financial services companies and organisations in other fields. In fact, many of these studies show that today's digital, online customer experience is perceived to be getting demonstrably worse than it used to be in 'standard' non-electronic interactions and environments. In financial services, early Gen AI applications, notably chatbots used as alternatives to speaking to a human for assistance or guidance, are appreciated by some and exasperate many others. Beyond such first-phase, often limited-scope and reduced-capability implementations of customer-facing AI technology, it's too soon to see how now-emerging Agentic AI solutions will fare in the marketplace. Agents are being tested and actively planned for rollout in many organisations. Their purpose in general is to supplant or aid humans to support many use cases and client interactions, ostensibly to enhance and extend traditional generative AI to enable 'autonomous decision-making, collaboration, and learning to revolutionise financial services.' Gaps across the board, more like chasms between perceptions of same issues As far as the Amdocs CX 20 report goes, it's not just about financial services, and in fact, Nikola Klacar, a senior researcher for the company, confirmed in an interview with Finextra that only around 10% of the company leaders it surveyed for the 2025 report were from the banking and financial services sector. However, given the frequent client interactions required and how prominent financial matters are in nearly everyone's lives, the findings of the survey are nonetheless searingly instructive. Individually and collectively, they raise powerful questions about client experience myth vs. reality - in an ever-evolving financial marketplace and amid ever-increasing customer expectations. The huge variances between group responses are the most fascinating part of the study. The CX20 framework narrowed down 20 gaps between companies and their customers into what they call five core 'experience gap' categories where differences found 'systematically undermine CX' of these relationships. Perceptual: when companies and customers see the experience differently Operational: Internal inefficiencies that negatively impact CX Technological: Innovation that fails to drive real outcomes Communication: Poorly managed touchpoints and messaging misalignment Data: Missed opportunities to leverage insights for CX measurement and improvement. To start with, the survey found that 80% of business leaders believe they're delivering a great customer experience, but only 24% of consumers responding agreed. This is puzzling, because while 92% of companies say CX is a "priority' and 88% say that positive client experience is critical to revenue growth, many of these same companies are clearly 'overlooking critical gaps that drive customers away.' Amdocs claims that this – per a 2024 study by Qualtrics - puts $3.8 trillion in sales at risk. Poor customer experiences, according to the same estimates, directly result in more than a third as much in annual business losses, and 'very poor CX' drives away hundreds of billions worth of customer revenues every year. Companies aren't convinced on how to fix things, even if they say they agree on the why It seems like the obvious solution – if it's judged to be so important to their revenue growth – is for companies to plan and invest to improve client experiences. Yet, astoundingly, of the same leaders asserting how vital a positive client experience is to their organisations' financial (and reputational) success, only 28% of them believe that CX is important to invest in. We asked Klacar for an explanation of why there is a huge disconnect between survey responses on the same topic, and he ventured that it likely reflects a combination of factors that influence the views of company leaders, including real and recent experience. One survey question addressed this issue, with 63% of business leaders admitting 'they aren't realising meaningful outcomes' from digital transformation, while 43% asserted 'the benefits' of such efforts 'don't justify the investment' required. 'I think a lot of digital transformation that they engaged with before hasn't panned out the way they thought it would,' Klacar explained, going on to note that inconsistent or unclear metrics might be the culprit, or simply that 'some executives just haven't been seeing the impact' or return on investment (ROI) expected – or promised - from digital innovation initiatives. There's also the problem of making assumptions, then making decisions based on those misapprehensions that exacerbate the problems of 'misplaced' or poorly designed new programs. 'Sometimes it just comes down to playing catch up, right? Let's say a company had a CX initiative. It didn't pan out. Now [company leaders] say, 'Let's quickly look to patch the problem with something else, and then just layer technology upon technology' or worse, they create siloes across the organisation to manage all the data, in different departments." Klacar said, 'customers might think these are all internal issues, but they do see them,' and if the measures don't deliver as expected for those customers, don't actually help them operate more efficiently, then the battle for a better customer experience is lost. Along with it, perhaps confidence by company leaders that more 'tries' to fix the failings involved would be worthwhile. Misunderstandings of fundamental concepts yield ineffective steps, inaction, unhappy clients A big part of the problem, the survey report asserts, is that 'leaders still don't get' that customer experience is not just 'customer service' as imagined in the past. 30% of business respondents still defined CX that way, and 48% failed to recognise that the true definition of customer experience includes the sum total of 'all brand interactions' clients have with the company. Predictably, businesses continue to make decisions based on incorrect assumptions as well as a limited understanding of the problems or failings their customers are facing with their products, services, and performance. With these telling findings exposed, it shouldn't be a surprise that most efforts to improve customer experience in an increasingly digital-forward world are treading water, at best. That signals an even bigger problem now and continuing into the future for customer retention and revenue growth, because another data point from the survey was that 85% of loyal customers will 'consider switching after repeated bad experiences' and further, that 54% of them may 'disengage' after 'just four or fewer' negative experiences with that company. Companies say AI is 'crucial' to CX success - customers? Not so much Many are now sounding calls and staking claims that new AI tools are the answer to solving the customer experience problem – for banks as well as other industries. Business leaders surveyed concurred: 85% of them agreed with the statement 'AI is crucial to CX success,' and more than two-thirds reported they are already using AI, with 27% planning to adopt AI tools and applications soon to improve their customer experience performance. But the survey findings illuminated yet another major disconnect: consumers aren't buying those lofty predictions or promises. Only 33% of them who responded are 'excited about AI improving their experiences' and 36% are 'indifferent' or not really sold one way or the other. 30% are outright 'concerned' that AI will hurt, rather than help them have a better customer journey. Loyalty, increased revenues reward companies that offer better customer experience What's at stake for those who 'do customer experience' right? One question in the survey asked about the rewards to companies for providing a great customer experience. 50% of respondents said they'd 'switch brands for better CX, even if it costs more,' and 67% and 60%, respectively, said they'd 'spend more' or 'recommend brands' based on positive customer experiences they'd had. On the flip side of this question's results, we wondered, is it true that only between 33% and 50% of customers are really concerned about customer experience – to the extent they'd either switch, spend, or refer others to a provider? Why is this cohort's 'bar' set so low for client experience expectations? Klacar surmised that there were perhaps three key reasons for this. 'First, they may feel they have no other options,' to replace the product or service in question. Second, 'financially, it's a good deal' for them, so they're willing to look the other way and accept less-than-stellar client experience performance to keep those cost advantages in play. The other key factor is not a big surprise in the financial services world, especially. 'It's painful, difficult, and sometimes also costly to change' bank accounts and relationships, Klacar pointed out. If companies think they have ample wiggle room to avoid investing money, time, or people in ratcheting up their customer experience efforts in meaningful ways, they might want to consider another finding from the survey: 80% of business leaders 'think they're delivering great CX' according to their responses, only 24% of customers surveyed agree, and 74% of them expect companies 'to be fully equipped to meet their needs,' yet are failing to do so. 'Satisficing' won't deliver wins, but improving CX, just might Who's going to fix this huge gap between customer experience reality, expectations, and perceptions? Klacar said it comes down to careful planning, continued commitment, and execution. Right now, he asserted, many companies are doing what he called 'satisficing' - or just finding short-term, 'patchwork' solutions that deliver experiences that are 'something between satisfying and satisfactory' to their customers. That won't suffice to bring long-term success to the client experience, nor preserve or grow company revenues. But improvements might start incrementally. 'It comes down to the executives in the company making decisions like 'we're going to eliminate the silos.' Everybody is going to implement these new procedures. It might come down to one department, showing what incremental gains [in customer experience] can really, really do' for the company as well. But ultimately, he concluded, 'It's everybody together, not just a single department or a single person making a choice,' but a company-wide culture change that's required.
Fast Company
6 days ago
- Business
- Fast Company
Ditch the startup playbook with these 5 lessons
In January 2025, I launched CX Foundation to serve the people who shape customer experiences (CX): the operators, strategists, analysts, and decision makers who don't have time for fluff or generic playbooks. My team and I wanted to do more than discuss the CX industry's news and trends. We wanted to rebuild how insights are created, shared, and acted on. That mission forced a choice early on: do we continue to employ the playbook used by most media startups—or fire it? Simple. We fired it. The playbook tells you to do what's safe. Raise big. Hire fast. Publish fast takes. Focus on scale, then figure out substance later. Those rules were all wrong for our vision, so we decided to make our own. Since then, I've learned five key lessons that will serve you well if you're building anything early-stage, no matter the industry. 1. EXECUTION BEATS HYPE—EVERY TIME In an age of overproduced brand noise, authority and execution are the most underrated growth strategies. Early on, I hired someone who talked a big game—checked all the boxes on paper, said the right things, and promised the world. But the execution never came. Their ideas were shallow, they made mistake after mistake, and their follow-through was off. What saved us was competence. The rest of our team—the ones who didn't oversell themselves—stepped up and delivered at an elite level. That experience made one thing crystal clear. In this game, execution beats hype, and depth beats dazzle. Expertise isn't loud, but it always wins. So if you're hiring, ask yourself these key questions: • Can this person go deep when it counts? • What can they teach the team? • Are they builders of just talkers? • When they don't have an answer, do they bluff or get curious and push to figure it out? • Can they execute without being micromanaged? 2. DON'T SCALE TEAMS. SCALE PRECISION Most startups think progress means hiring more people. It doesn't. It means getting painfully clear on what matters most, and eliminating everything else. At CXF, we focused on three key goals: educating CX leaders at a higher level, publishing fast and with impact, and adding original thinking to every piece of content. These became our North Star, keeping us lean, focused, and immune to bloat. If you want to scale with precision, determine your definition of 'mission-critical.' What would you still need to do if you had half the time and half the team available? It's also key to think about what you can do better than anyone else in the game. 3. DISTRIBUTION OUTWEIGHS CREATION You can build the best content in the world, but if no one sees it, it doesn't exist. Distribution must be a core facet—not an afterthought. Every blog post we make at CXF has a repurpose strategy baked in. Every video is optimized for YouTube and sliced for LinkedIn. Every insight is a conversation starter, not just a monologue. The lesson? Obsess over the first 10 people your work needs to reach. Optimize for impact per view, not just impressions. Remember that every post is your shot to land in the right inbox. 4. BE AUTHENTIC ON LINKEDIN In my experience, LinkedIn posts with the most engagement aren't the ones with charts and jargon. They're the ones with a strong POV and a little courage. If you want to level up your LinkedIn game, add commentary to your content. Start sharing what you really think about what's happening in your industry. Challenge the norm, and don't be afraid to take a stance that might make people in the industry a little uncomfortable. Most importantly, write like a human. 5. FIND THE PEOPLE WHO MAKE THE WHOLE THING WORTH IT Building a company is chaotic. It's high change, high stakes, and often thankless in the early innings. But when you work with people who are smart, fast, and truly care? It doesn't just make things smoother. It makes them fun. Every win is shared. Every failure is fuel. That kind of culture doesn't come from Slack emojis or mission statements. You need people who are in it to build. So hire for mindset, not just skill set. Choose the people who'll show up, regardless of their title or status. Then, make decisions together and celebrate wins hard.
Techday NZ
6 days ago
- Business
- Techday NZ
Oracle Red Bull Racing adopts cloud suite to boost F1 operations
Oracle Red Bull Racing has chosen the Oracle Fusion Cloud Applications Suite in an effort to strengthen its finance and HR processes and support compliance with Formula One's fixed annual cost cap. The Formula One team will utilise Oracle Fusion Applications—covering finance, HR, and customer experience functionalities—to move away from manual spreadsheet-based systems, aiming to raise overall efficiency, manage costs, and provide better insights across its operations. Operational transformation Oracle Red Bull Racing has long made use of Oracle Cloud and artificial intelligence technology to guide its on-track strategies and decision-making. The latest move extends this approach to the operational side of the business, seeking to replicate sporting success through streamlined back-office processes. The team's legacy financial planning had become increasingly complex and dependent on spreadsheets, limiting visibility into business performance data. By implementing Oracle Fusion Applications, Oracle Red Bull Racing expects to merge its finance, HR, and customer experience data onto one integrated cloud-based platform. "With a fixed annual cost cap that we can't exceed, we need to make every resource go further and manage our operations as efficiently as possible. With Oracle Fusion Applications, we can take advantage of the cloud and latest advancements in predictive, generative, and agentic AI to optimize financial planning activities, accelerate business insights, and derive more value and performance from our operating budget," Matt Cadieux, Chief Information Officer at Oracle Red Bull Racing, said. AI and cloud benefits Officials say that Oracle Fusion Applications will enable the team to leverage AI-powered services for higher efficiency, faster decisions, and adaptability in an environment where response speed is crucial. Among the new tools coming online is Oracle Fusion Cloud Enterprise Performance Management (EPM)—a component of Oracle Fusion Cloud ERP. This toolset is expected to help Oracle Red Bull Racing raise visibility over business activities, refine its budgeting and planning processes, and better allocate resources according to priorities. In addition, Oracle Fusion Cloud Human Capital Management (HCM) is being brought into the team's HR activity. According to the company, the HCM system will provide granular insights into workforce performance, simplify core HR operations and payroll, streamline talent recruitment activities, and ultimately enhance the overall employee experience at the racing organisation. On the customer side, Oracle Red Bull Racing continues to rely on Oracle Fusion Cloud Customer Experience (CX). The CX solution is intended to provide a more personalised approach to fan engagement, including tailored content, exclusive rewards for members, and programming for fan loyalty. These efforts are part of the team's wider digital and audience engagement strategy. Supporting compliance and success "Speed, innovation, and efficiency are essential for success in Formula One. With Oracle Fusion Cloud Applications, Oracle Red Bull Racing will be able to embrace continuous innovation and AI-powered automation to support its finance and operations and drive even greater success on and off the track," said Steve Miranda, Executive Vice President of Applications Development at Oracle. The implementation of Oracle Fusion Cloud Applications Suite at Oracle Red Bull Racing will be managed by Oracle Consulting, while ongoing operational support will come from Oracle Customer Success Services. The Formula One team has cited the need to better control costs and efficiently manage operational spending due to the sport's strict cost cap rules. The cloud-based approach is designed to provide a consolidated view of data and operations, simplifying compliance efforts and supporting the drive for both competitive and operational gains. Oracle Red Bull Racing anticipates that the migration to Oracle Fusion Applications will aid not only in complying with financial regulations but also in improving the employee and fan experiences throughout the racing calendar.
