Latest news with #customerexperience
Finextra
17 hours 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.
Forbes
a day ago
- Business
- Forbes
Sales Is Not A Department—It's A Mindset
Venkat Rao: VP and Country Head—Asia-Pac & Japan at Pitney Bowes | Stanford Seed Consultant. In our current hyperconnected and experience-driven economy, the boundaries of functions inside organizations are blurring—especially when it comes to customer engagement. There was an era where 'sales' belonged to a particular department. But that's not always the reality anymore. I've noticed that successful companies today treat every employee as a contributor to sales, because every interaction shapes the customer experience—and the ultimate driver of growth is the customer experience. The New Sales Reality Modern buyers are often well informed and selective, and they have more experience searching than ever before. The decision-making process to engage, buy or renew is not just shaped by a pitch or demo, but also by factors like: • Intuitiveness of the product (the responsibility of the product team) • Ease of managing billing issues (responsibility of the finance team) • How thoughtfully a support agent responds (responsibility of the customer success team) • Streamlined onboarding processes (responsibility of the operations team) And for attracting new employees, even how brand-aligned the hiring process feels (a responsibility of the HR team) makes a difference. In this reality, sales becomes everyone's job—because everyone is selling trust and not because everyone is selling product. Why It Matters Customers don't experience your company through silos. The experience is holistic, meaning a missed delivery or a delayed or inaccurate invoice can directly impact the customer perception as much as a missed sales follow-up. It is a brand promise built or broken. Alignment often improves when all functions have a common understanding of the customer journey. Product prioritizes what matters most. Finance communicates with empathy. Support feels empowered. Consistent, cohesive customer outcomes are often a result of cross-functional clarity. I've found the more agile and resilient teams are often those that embrace a customer-first, sales-minded culture. These teams anticipate customer needs, proactively solving problems and championing customer impact. They are seldom seen waiting for escalations. The Sales Mindset: How To Make It Real Across The Organization Culture cascades from the top. Executives and managers must model the mindset. The voice of clients (VOC) should be discussed in every meeting and show up in client calls. Don't limit customer insights to the sales and support teams. Client metrics like net promoter scores (NPS), customer journey maps and client testimonials should be shared across various functions and audiences. Let engineers hear the voice of the customer. Let finance understand how their timelines impact retention. Articulate the role of individuals and various functions in the bigger picture. Not everyone needs to know sales techniques—but everyone can benefit from training in active listening, clear communication and emotional intelligence. These 'soft skills' are now hard requirements in customer-driven organizations. Customer experience KPIs should be embedded across departments. Here are some examples: • Product: Percent of roadmap linked to client feedback • Finance: Billing issue resolution time • HR: Employee engagement tied to customer impact Celebrate moments when someone outside the sales team made a difference. For example, the development team can show enthusiasm for a client pitch about product features. Culture is built through recognition—and this is particularly important for the leadership team. The Outcome: Customer-Led Growth Organizations that make 'everyone is in sales' more than a slogan could see powerful results, such as increased loyalty and advocacy and more collaborative and purpose-driven teams as up-selling, cross-selling and renewal becomes the order of the day. In summary, it's trust—not transactions—that define sales. And every interaction has the power to reinforce or build the trust—whether that interaction is with a customer, prospect or partner. So, the point to ponder is: Does our organization simply have a sales department, or is sales a companywide mindset? Because in this era, every interaction counts. Every employee matters. And every employee, in one way or another, is in sales. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Fast Company
a day 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.
Yahoo
a day ago
- Business
- Yahoo
Concentrix Corp (CNXC) Q2 2025 Earnings Call Highlights: Navigating Growth Amidst Operational ...
Revenue: Approximately $2.4 billion, an increase of 1.5% year on year. Non-GAAP Operating Income: $304 million, below the guidance range. Adjusted EBITDA: $357 million, with a margin of 14.8%. Non-GAAP Diluted EPS: $2.70 per share, within guidance range. GAAP Net Income: $42 million. GAAP Diluted EPS: $0.63 per share. Adjusted Free Cash Flow: $200 million. Cash and Cash Equivalents: $343 million. Total Debt: Approximately $4.9 billion. Net Debt: $4.5 billion. Share Repurchases: $45 million, approximately 920,000 shares at an average price of $49 per share. Quarterly Dividend: $22 million. Third Quarter Revenue Guidance: $2.445 billion to $2.470 billion. Full Year Revenue Guidance: $9.720 billion to $9.815 billion. Full Year Non-GAAP EPS Guidance: $11.53 to $11.76 per share. Adjusted Free Cash Flow Guidance: $625 million to $650 million. Warning! GuruFocus has detected 4 Warning Signs with CNXC. Release Date: June 26, 2025 For the complete transcript of the earnings call, please refer to the full earnings call transcript. Concentrix Corp (NASDAQ:CNXC) reported solid revenue growth, exceeding guidance with approximately $2.4 billion in revenue, marking a 1.5% year-on-year increase. The company is seeing strong momentum in its AI-led customer experience offerings and adjacent AI solutions, which are growing faster than the core business. Concentrix Corp (NASDAQ:CNXC) launched iX Hero, an AI-powered application, complementing its autonomous AI assistant product, iX Hello, and is gaining early market traction. The company is benefiting from partner consolidation, allowing it to win new business with more complex and scalable services. Concentrix Corp (NASDAQ:CNXC) has a strong pipeline and expects continued revenue growth, driven by broad-based momentum across geographies and verticals, including banking, tech, media, and healthcare. Operational margins were lighter than anticipated due to holding labor during client project pauses and preparing for accelerated growth. Non-GAAP operating income was below guidance due to client program pauses related to tariffs and elevated investments for future growth. The company faced a mixed impact from foreign exchange rates, which were a headwind for profitability despite being a tailwind for revenue. There is a 2% headwind from work moving offshore, impacting revenue growth and causing temporary duplication of costs. The operating margin guidance for the full year is lower by 40 basis points, reflecting challenges in maintaining profitability amid revenue growth. Q: Is the revenue acceleration in the second half broad-based or reliant on specific contracts? A: Christopher Caldwell, President and CEO, stated that the momentum is broad-based across geographies and verticals, including banking, tech, media, and healthcare. The deals being won are more complex and involve their technology, which is a strategic focus for the company. Q: How is AI impacting Concentrix's market position and future expectations? A: Christopher Caldwell explained that Concentrix's AI solutions, including their iX suite, are gaining traction. Clients are adopting these solutions faster than expected, and the company is seeing economic returns. The AI initiatives are expected to be accretive by the end of Q4, with continued growth without additional investment. Q: What caused the Q2 margins to be below guidance, and how will they improve? A: Christopher Caldwell noted that margins were impacted by a temporary pause in client projects due to tariffs. The company chose to hold labor, which was strategic for client relationships. Margins began improving in May, and further improvement is expected in Q3 as projects resume. Q: What is the outlook for operating margins and revenue growth in the second half? A: Andre Valentine, CFO, expressed confidence in margin improvement due to new business ramping up and additional client share gained. The company expects sequential margin improvement and is focused on achieving the higher end of their revenue guidance. Q: How is Concentrix's pricing strategy evolving with AI and automation? A: Christopher Caldwell mentioned that while there is interest in outcomes-based pricing, most deals still follow traditional transactional models. The company is focused on growing new revenue streams, such as their iX product suite, which includes discrete software-like revenue. For the complete transcript of the earnings call, please refer to the full earnings call transcript. This article first appeared on GuruFocus. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Yahoo
2 days ago
- Business
- Yahoo
Concentrix's (NASDAQ:CNXC) Q2 Sales Beat Estimates, Full-Year Outlook Exceeds Expectations
Customer experience solutions provider Concentrix (NASDAQ:CNXC) reported Q2 CY2025 results topping the market's revenue expectations , with sales up 1.5% year on year to $2.42 billion. Guidance for next quarter's revenue was optimistic at $2.46 billion at the midpoint, 2.3% above analysts' estimates. Its non-GAAP profit of $2.70 per share was 1.7% below analysts' consensus estimates. Is now the time to buy Concentrix? Find out in our full research report. Revenue: $2.42 billion vs analyst estimates of $2.39 billion (1.5% year-on-year growth, 1.2% beat) Adjusted EPS: $2.70 vs analyst expectations of $2.75 (1.7% miss) Adjusted EBITDA: $357.3 million vs analyst estimates of $376.8 million (14.8% margin, 5.2% miss) The company lifted its revenue guidance for the full year to $9.77 billion at the midpoint from $9.56 billion, a 2.1% increase Management raised its full-year Adjusted EPS guidance to $11.65 at the midpoint, a 1.5% increase Operating Margin: 6.1%, in line with the same quarter last year Free Cash Flow Margin: 7.5%, similar to the same quarter last year Market Capitalization: $3.46 billion 'In the second quarter, we continued to outperform expectations on revenue growth despite some mid-quarter volatility,' said Chris Caldwell, President and CEO of Concentrix. With a team of approximately 450,000 employees across 75 countries, Concentrix (NASDAQ:CNXC) designs and delivers customer experience solutions that help global brands manage their customer interactions across digital channels and contact centers. Reviewing a company's long-term sales performance reveals insights into its quality. Any business can put up a good quarter or two, but the best consistently grow over the long haul. With $9.63 billion in revenue over the past 12 months, Concentrix is one of the larger companies in the business services industry and benefits from a well-known brand that influences purchasing decisions. As you can see below, Concentrix grew its sales at an incredible 15.8% compounded annual growth rate over the last five years. This shows it had high demand, a useful starting point for our analysis. Long-term growth is the most important, but within business services, a half-decade historical view may miss new innovations or demand cycles. Concentrix's annualized revenue growth of 22% over the last two years is above its five-year trend, suggesting its demand was strong and recently accelerated. This quarter, Concentrix reported modest year-on-year revenue growth of 1.5% but beat Wall Street's estimates by 1.2%. Company management is currently guiding for a 2.9% year-on-year increase in sales next quarter. Looking further ahead, sell-side analysts expect revenue to grow 1.2% over the next 12 months, a deceleration versus the last two years. This projection doesn't excite us and suggests its products and services will see some demand headwinds. Today's young investors likely haven't read the timeless lessons in Gorilla Game: Picking Winners In High Technology because it was written more than 20 years ago when Microsoft and Apple were first establishing their supremacy. But if we apply the same principles, then enterprise software stocks leveraging their own generative AI capabilities may well be the Gorillas of the future. So, in that spirit, we are excited to present our Special Free Report on a profitable, fast-growing enterprise software stock that is already riding the automation wave and looking to catch the generative AI next. Concentrix was profitable over the last five years but held back by its large cost base. Its average operating margin of 8.3% was weak for a business services business. Looking at the trend in its profitability, Concentrix's operating margin decreased by 2.5 percentage points over the last five years. This raises questions about the company's expense base because its revenue growth should have given it leverage on its fixed costs, resulting in better economies of scale and profitability. Concentrix's performance was poor no matter how you look at it - it shows that costs were rising and it couldn't pass them onto its customers. In Q2, Concentrix generated an operating margin profit margin of 6.1%, in line with the same quarter last year. This indicates the company's overall cost structure has been relatively stable. We track the long-term change in earnings per share (EPS) for the same reason as long-term revenue growth. Compared to revenue, however, EPS highlights whether a company's growth is profitable. Concentrix's full-year EPS grew at an unimpressive 6.8% compounded annual growth rate over the last four years, in line with the broader business services sector. In Q2, Concentrix reported EPS at $2.70, up from $2.69 in the same quarter last year. Despite growing year on year, this print slightly missed analysts' estimates. Over the next 12 months, Wall Street expects Concentrix's full-year EPS of $11.62 to grow 3.6%. It was great to see Concentrix's revenue top analysts' expectations. We were also glad it raised its full-year revenue and EPS guidance. On the other hand, its EPS and EBITDA missed. Overall, this print was mixed but still had some key positives. Investors were likely hoping for more, and shares traded down 2% to $54.05 immediately following the results. So should you invest in Concentrix right now? If you're making that decision, you should consider the bigger picture of valuation, business qualities, as well as the latest earnings. We cover that in our actionable full research report which you can read here, it's free.
