#customer-service-promise

#customer-service-promise

Tech Live Connect processed fraudulent charges using real customer data, including names and addresses, to make the charges appear legitimate and maintain a low chargeback ratio.

Customer service skills define how effectively employees represent a brand and resolve customer needs. In every industry, these skills determine whether a business builds loyalty or loses trust. Customers today expect responsiveness, empathy, and accuracy across every touchpoint-from phone calls and chats to social media interactions.

People recognize polish, but they respond to purpose. What the industry is starting to learn is that value is in the principles those tools represent. Technology is initially and temporarily impressive, whereas values are unforgettable.

When I tell fellow tech executives that every employee at sunday, from our engineers to our finance team, must complete a restaurant shift before they can fully onboard, I usually get confused looks. "You mean like, shadow someone?" they ask. No. I mean they tie on an apron, take orders, run food, and yes, deal with the 15-minute wait for the check that our product was literally built to eliminate.

For years, car dealerships had a terrible reputation. Pushy sales tactics, confusing pricing, and long hours spent negotiating made the entire experience feel more like a battle than a purchase. Like many buyers, I assumed that avoiding dealerships altogether was the smartest way to buy a car, especially as online platforms and direct-to-consumer models gained popularity. Over time, however, my perspective began to shift.

In the last decade, AI-powered chatbots have taken the realm of customer service by storm.

There were specialists monitoring dashboards, tuning AI behavior, debugging API failures, and iterating on knowledge workflows. One team member who had started their career handling customer questions over chat and email (resetting passwords, explaining features, troubleshooting one-off issues, and escalating bugs) was now writing Python scripts to automate routing. Another was building quality-scoring models for the company's AI agent. This seemed markedly different from the hyperbole I'd been hearing about customer support roles going away in large part due to AI.

Time and time again, we hear that modern B2B buyers have quickly adapted to online buying habits that emerged during the pandemic. You don't have to search far to find an article that references the increased number of touchpoints in a B2B sale . B uyers are self-directing their experiences throughout the customer journey and are confident they can engage with sales teams when they are ready.

Mike Pastore is the Head of Content & Media at Third Door Media, the publisher of the Martech and Search Engine Land websites and the producer of the SMX and MarTech Conferences. In nearly three decades in B2B marketing, Mike has worked as an editor, writer, and marketer. He first wrote about marketing in 1998 for internet.com (later Jupitermedia). He then worked with marketers at some of the best-known brands in B2B tech, creating content for marketing campaigns at both Jupitermedia and QuinStreet.

Martech is a team sport, and no one wins it alone. Success depends on coordination across internal teams and external partners. A customer success manager, or CSM, is one of the most important - and often underutilized - partners for marketing technology practitioners. They play a critical role in shaping the vendor-client relationship and long-term success. The value of customer success managers

As the market grows increasingly saturated with traditional digital content, brands are exploring new ways to stand out by engaging more than just sight and sound. Advances in augmented reality (AR), virtual reality (VR), spatial audio and other immersive technologies are opening the door to richer, more memorable brand experiences that feel interactive rather than interruptive. The challenge is knowing how to experiment thoughtfully and how to use these tools to deepen connection without novelty overshadowing their purpose.

Understand the changing role of consumers. Take back ownership of the strategic agenda. Review the relevance of 'old world' classifications such as above-the-line and below-the-line. Develop open sourcing for ideas as a viable financial model. To take responsibility for driving a change in pricing models to account for the impact of digital. Move to outcome-based compensation rather than hourly rates and manpower.