Gavin Blair

which is a lot around how you're allowing people to do the most efficient job, the quickest actions, the least amount of clicks, everything laddering up ultimately to strong NPS across the board.

which is a lot around how you're allowing people to do the most efficient job, the quickest actions, the least amount of clicks, everything laddering up ultimately to strong NPS across the board.

It's a great point around how hard is it kind of measurement. And, you know, if you think about it, there's only really the typical way that in the only format that that's really measured is where you're looking at things like wait time on the phones. And you're kind of saying, I only really seen it in a standard where like measured against this. IVRs, right?

It's a great point around how hard is it kind of measurement. And, you know, if you think about it, there's only really the typical way that in the only format that that's really measured is where you're looking at things like wait time on the phones. And you're kind of saying, I only really seen it in a standard where like measured against this. IVRs, right?

It's a great point around how hard is it kind of measurement. And, you know, if you think about it, there's only really the typical way that in the only format that that's really measured is where you're looking at things like wait time on the phones. And you're kind of saying, I only really seen it in a standard where like measured against this. IVRs, right?

But it's not measured in other channels very well. What you tend to do in the other channels is instead measure against how many times did somebody need to ask something or how many touches did they need or how many times was the ticket reopened? But that doesn't capture the same as that level of effort measurement for customers or for employees. So I think that's a That's a really great one.

But it's not measured in other channels very well. What you tend to do in the other channels is instead measure against how many times did somebody need to ask something or how many touches did they need or how many times was the ticket reopened? But that doesn't capture the same as that level of effort measurement for customers or for employees. So I think that's a That's a really great one.

But it's not measured in other channels very well. What you tend to do in the other channels is instead measure against how many times did somebody need to ask something or how many touches did they need or how many times was the ticket reopened? But that doesn't capture the same as that level of effort measurement for customers or for employees. So I think that's a That's a really great one.

And one other just insight I wanted to share about what I felt really drove NPS in the insurance industry and now has kind of helped me take it elsewhere. We did a lot of measuring and actual high-level business analysis against this.

And one other just insight I wanted to share about what I felt really drove NPS in the insurance industry and now has kind of helped me take it elsewhere. We did a lot of measuring and actual high-level business analysis against this.

And one other just insight I wanted to share about what I felt really drove NPS in the insurance industry and now has kind of helped me take it elsewhere. We did a lot of measuring and actual high-level business analysis against this.

And the number one corollary for MTS above and beyond the speed at which things were solved, the ultimate decision that was made, for example, a denied versus approved claim, is 100% hands down responsiveness. I will take responsiveness over everything else. I'll take it over the time it takes to reply. I'll take it over all these other very important things.

And the number one corollary for MTS above and beyond the speed at which things were solved, the ultimate decision that was made, for example, a denied versus approved claim, is 100% hands down responsiveness. I will take responsiveness over everything else. I'll take it over the time it takes to reply. I'll take it over all these other very important things.

And the number one corollary for MTS above and beyond the speed at which things were solved, the ultimate decision that was made, for example, a denied versus approved claim, is 100% hands down responsiveness. I will take responsiveness over everything else. I'll take it over the time it takes to reply. I'll take it over all these other very important things.

Because if you are dialed into and your organization is optimized for responsiveness, You are just forcing other things to fall into place. And you're giving the customer the thing that is the most common failure point for you, which is the lack of engagement or the lack of timeliness or the instinct that every person starting off in CX has, which is, I don't have the right answer yet.

Because if you are dialed into and your organization is optimized for responsiveness, You are just forcing other things to fall into place. And you're giving the customer the thing that is the most common failure point for you, which is the lack of engagement or the lack of timeliness or the instinct that every person starting off in CX has, which is, I don't have the right answer yet.

Because if you are dialed into and your organization is optimized for responsiveness, You are just forcing other things to fall into place. And you're giving the customer the thing that is the most common failure point for you, which is the lack of engagement or the lack of timeliness or the instinct that every person starting off in CX has, which is, I don't have the right answer yet.

And I'm going to wait till I have it. I mean, you've got to break. It's like... That's awesome. Get the right answer. But if it's been six hours or four hours or two, or if it's been the end of the day and it's carrying forward into the next, respond.

And I'm going to wait till I have it. I mean, you've got to break. It's like... That's awesome. Get the right answer. But if it's been six hours or four hours or two, or if it's been the end of the day and it's carrying forward into the next, respond.

And I'm going to wait till I have it. I mean, you've got to break. It's like... That's awesome. Get the right answer. But if it's been six hours or four hours or two, or if it's been the end of the day and it's carrying forward into the next, respond.