#customerexperience

Nothing like replacing an ordering system that worked fine - opus, and then replacing it with salesforce. But hey, it's ok, everyone is using salesforce now, as so should we. Watching the 17 screens of salesforce flash, redirect, load, bouncing ba--s - hang on were almost there - gives us all time to figure out what we are doing for lunch that day. Or hey, look at that butterfly on the window. You took a transaction that could be handled in just a few minutes and you destroyed the customer experience - all by using salesforce. After all, slowing down employees and hindering them is the object here. Houston we have a problem here - the sales reps are operating in an efficient manner - we have got to slow them down. Roger that, salesforce launching in full force - this will ki-l their numbers. But hey, everyone is using it and so should you, just gimme 9 more boosters while your at it.

After my departure from GTS last month I went through the process of moving all of my lines (as well as the lines of a handful of friends whom I talked into coming to VZ when I joined) to T-Mo. 16 lines in total. And I have to say, it was a delightful experience.
Only two nags to instead look for "deals", then you get the pin and account # that you need to give T-Mo. They have fantastic deals for people bringing their phone and number from Verizon. In my case the total cost at T-Mo is less than my VZ cost including employee discount (and therefore less than half compared to what I would have paid starting next month since you get one pay cycle of EDP and then it's full price). And I'll get $2k worth of pre-paid master cards...
With 15k people either RIFed or leaving on their own, and an average of maybe 4 lines per employee, that's a cool 60k lines lost. Well done, Dan. And thank you for making it a delightful experience!

The company laid off almost 50 employees due to "restructuring." Almost ALL of them were our warranty team. They want to offshore all of the jobs to maximize shareholder profit and minimize customer experience. Please do not buy from any VF company again.

If Verizon actually rebadges this group, that would be a wild decision 😂

How are you going to hand the keys to your network over to a vendor and expect that to end well?

Dan or any Verizon executives lurking in here might want to take a few notes from what happened to Sprint when Ericsson was running their network. We all saw how that story played out. 😂

But hey… I’m sure outsourcing the people who actually know and maintain the network will really help with that whole “delighting the customer” thing. 🤡📶

Wireless is losing to AT&T in more markets than usual in the RootMetrics comparative benchmarks. The New England region is particularly hard hit. Losses in Boston, Hartford, Providence, and Worcester. They seem to be taking Dan at his word that he doesn’t care all that much about being the best network!

https://rootmetrics.com/en-US/rootscore/map/metro/boston-ma/2026/1H

Nike was preaching that each dealers to show customer regarding attributes of the Nike product and give one to one service.

In typical Nike fashion, they completely erased what they said and it never existed.
(if you are with Nike long enough, you will see what I mean).

And replacing great Independent dealers who had connection with local community with ROSS, TJ MAXX, Marshall, Costco and Amazon is not building a passage to the future.
Can anyone answer me seriously how Nike can charge a pair of shoes for $200 when you know that it will be in discount outlets above in 6 months?

Since Nike sla-ghtered all quality independent dealers in their hubris while back.
Maybe solution for Nike will be to go out open more independent dealer again.
Or at least try to franchise the independent doors with more freedom when it comes to offering of the products.
Because a store in Bronx, NY cannot be same as LA, CA. And Nike as corporation is not nimble enough to cater different product for different region.

And that is why Nike's idea of one style for everyone in 50 states has failed.

COLLECTIVISM HAS FAILED EVERY SINGLE TIME BUT NIKE IS DOING SAME THING AND PUZZLED WHY COMPANY IS GOING DOWN.

The Verizon Home app needs a full redesign rather than incremental fixes — it isn’t performing well as-is. Features like parental controls are overly complex; simplifying these and prioritizing customer-friendly usability should be a core focus of the rebuild.

They completely sc--wed up the decisions on the Customer Experience team. Many hardworking, genuine, and talented people were let go, while many boot-licking, useless, and incompetent people were left behind. I can’t wrap my head around it.

At the very least, leadership should have checked how many launches each team actually delivered during the calendar year before making these decisions.

The rest of us are now stuck working with these incompetent Digital Experience team who works on egos and not for Verizon.

This organization is living proof that a company can spend years talking about delivering transformation while failing to transform the one thing customers see first: its own identity.

A meaningless random letters name reflects wasted opportunity, lazy thinking and a complete lack of effort. Millions are spent on branding, consultants and campaigns yet still produce a name with zero meaning, zero message and zero relevance.

A masterclass in wasting resources while creating nothing relevant and memorable. If a company cannot clearly define itself, why should customers trust it to redefine them?

TJ read the script like a news reader. It was the first time I’d ever seen her, even though she took over the CXO role six months ago. Sounds like a “true Verizon leader”.
I don’t have much hope left for the future of customer experience team under this leadership.

Just tried to deposit a couple checks. Mobile app / bank is total trash. First, login failed repeatedly, then worked after app update and like 5 tries. Tried to deposit a few checks. Every single check failed. Retry a couple times, success. One check took over 25 retries! WTH?!? What kind of Bank is this? Complete garbage!

DXC has perfected the art of lying to absolutely everyone in the same breath — customers get told their transformation is “on track” while their systems are on fire, and staff get told their jobs are “safe” roughly 48 hours before a calendar invite from HR with no agenda and the energy of a firing squad. The whole operation runs like a con trick performed by people who’ve forgotten they’re conning anyone, powered entirely by offshore teams with no documentation, account managers who’ve promised the impossible, and a management layer so detached from reality they think “delivery” is something that happens to other companies. Customers pay millions. Nothing works. Nobody knows why. Leadership gets a bonus anyway.

Here’s a novel idea:
Fiber is great where dense; 5G mid-band strong in cities. But Starlink (SpaceX) crushes rural/low-density. Immediate deep integration/partnership: Bundle AT&T wireless/fiber with Starlink for seamless "always-on" global coverage. License Starlink tech or co-develop direct-to-cell. This neutralizes competition and expands TAM massively.
Deploy spectrum (from EchoStar/Lumen deals) with obsessive efficiency—Tesla-style manufacturing for cell sites and fiber rollout. Aim for 5M+ new fiber passings/year via automation/robotics. Open RAN? Push harder with custom silicon (like Dojo for AI inference on the edge).
Make convergence king: One app, one bill, one unbeatable experience for phone + home internet + vehicle connectivity. Churn drops when customers are locked into superior physics.

As I prepare for a vacation trip to Europe I contacted Vz Call Center. I must say the Rep was outstanding.

Being a longtime employee and Fios/Vz Mobile customer....historically was confusing and put so much on the Customer to manage.

I point this out for two reasons...first.... the focus and execution was flawless and secondly.... rhe Service Rep was awesome and hwrbrole needs to be supported and expandes and removebrhe Director/Sr Director headcount and live up to the hype of Customer experience

Cisco just sells the hw & sw. Not responsible for what customers do with it.

https://www.supremecourt.gov/opinions/25pdf/24-856_kjfm.pdf

liberal loonies dissenting obviously

Verizon's IVRU is determined to refer you to a chatbot or a VZ agent via text FIRST, only before they actually allow you to speak to someone in person. I guess this is Dan's solution to better customer service, the customer is number 1

Think about how big companies budget. They basically split their money into two buckets: Running the business (the day-to-day survival stuff like claims, compliance, and basic IT) and Changing/Improving the business (the future stuff like innovation, strategy, and customer experience).

If you’re sitting in that second bucket right now, you need to prepare for a heavy hit—and yes, that includes the VPs. These departments are massive cost centers, and honestly, Centene isn’t worrying about NPS scores or customer satisfaction right now. I mean, that much is obvious after losing 2 million members, with probably more on the way.

Leadership is in total survival mode. They are strictly focused on weathering this massive membership drop and hacking down operating expenses. Customer strategy, future-thinking roles, and tracking NPS are suddenly being treated as expensive, non-essential luxuries for this fiscal year.

HR? Goodbye. Customer Strategy? Goodbye. And if you’re in UX & Design, my best advice is to find your way onto a locked-in, fully funded project as fast as you can.

Vz stock is down 0.72% today on news Verizon is breaking the mold to put our customers first. Verizon has a great track record of success such as last year’s project 624 which was the biggest customer experience transformation in the company’s history. All the executives posting and reposting our huge win today makes me delighted! These leaders are truly rockstars and highly respected and admired! Proud to be vz. Way to go team!!!!

Well, with all the changes coming to the promotions and plans, I really hope the things turn around.

I think the changes are remarkable and will bring the real value.

But.....

The team that is handling the front end websites and links, you guys are sc--wing over verizon.

The link shared by Dan on LinkedIn currently routes to a 404 error page.

Furthermore, the website navigation is highly confusing; broken links are common, and refreshing pages inconsistently switches pricing between $30/line and $45/line. Finally, several phone selection options appear interactive but are entirely unclickable.

CEO is blind to just how bad tech is and Dil p is the root of the issues. So many issues!! Customers are furious. Tech stack cannot handle spikes. Horrible planning for DNS storms. Always an excuse never a solution.

Read the GAO Report on Accenture's botched takeover of the Thrift Savings Plan (TSP). GAO-24-106319. Everything in it is a page right out of the transition to FIS. Except then, we had iron clad procedures in place & they were all working before the transfer. Now, everything is on the fly, process hadn't been updated for years, and 9 month transition is a MASS-IVe failure in the making.

**'But AFS (Accenture) Federal Services completely botched the migration of TSP’s services due to an array of technological and staffing shortfalls that have virtually brought the services offered by TSP to participants to a screeching halt.

1. Despite AFS’ promise to “improve the customer experience,” AFS Managing
   Director Owen Davies admitted that AFS “made that process really cumbersome, it was very hard for a vast number of users,” and that “[w]e made it overly complex.”**

Verizon Replacing Its Customer Service Personnel With AI Has Turned Live Chat Queries Into Low-Quality ChatGPT-Like Replies, Enraging Customers.

Genuine question.

From collaboration, security, networking, HyperShield, AI Canvas, Cisco Cloud Control, and everything in between, how does this keep working?

Every launch seems to come with a qualifier: “early availability,” “controlled launch,” “limited release,” “regional availability,” “coming soon,” or “customer preview.” Then next quarter the story changes and we’re on to the next announcement.

This has been going on since the G2 days, yet the market keeps rewarding it.

Internally, most of us know the gap between the keynote, the demo, and the actual customer-ready product. Many demos are heavily curated. Many announcements are years ahead of broad deployment. Some things eventually materialize, some never do.

What I’m trying to understand is: does nobody see through it?

Do customers not care? Do analysts not care? Does Wall Street not care?

Because if you look at the earnings, nearly every business was flat or down. The one area showing meaningful growth was traditional networking, largely riding the AI infrastructure wave.

So is the lesson that storytelling matters more than shipping? That perception creates enough momentum to buy time until reality catches up?

Or is this simply how every large technology company operates and I’ve been naive enough to think customers differentiate between what exists today and what might exist someday?

Dan here. Announcing our 2026 strategy: We’re looking to globally engage end to end catalyst for change by intrinsically productizing cross-cultural channels and competently expediting seamless alignments. Artificial Intelligence. We want to rapidly create advanced dynamic customer experiences and compellingly scale user centric stories. Artificial intelligence. We’re going to be uniquely targeting low risk, yet high yield web readiness. Our exploratory research points to deconstructive relative contingencies, and now is the time to revamp and reboot our holistic asset projections, with our interactive 3rd generation paradigm shifts. Artificial intelligence. I’m sure we can make a window here to really discuss with our customers holistic, monitored innovations. Artificial intelligence.
And now’s the time to chart this opportunity and take the company forward. By now, you should be clear on the vision and purpose of the business. With this strategy and artificial intelligence, we will increase our targets 10x. Play to win. Artificial intelligence. All gas, no brakes. Artificial intelligence. Go team. AI.

Read this: https://wccftech.com/verizon-replacing-humans-with-ai-for-live-chat-is-lowering-response-quality/amp/

Glad InfoSys and Accenture are so talented at building AI solutions for our customers. Not to mention our awesome and talented Verizon India teams and GTS leaders. Let’s keep spending Billions to make our customers hate us and AI more than they already do!

The Existential Threat -- what is Verizon's strategic plan or more importantly an imminent plan to diffuse the potential diminishing of the wireless market share??

The products, service plans, rendered by SpaceX and Amazon -- technologically satellite internet??

Mr. Schulman you are a friend of Elon's so we-ponize to create powerful combinations!!!

T is like an enormous dinosaur lumbering through the telecom space. Had we cared for the aging dinosaur by making sure our fiber footprint and customer service were robust, we could have survived the times we are in now.

Instead we tried to weave ourselves into sectors we had no business in and come up with gimmicky BS to seem cutting edge.

Putting funding and focus into those pursuits made us quietly fall behind. Now we’re like a cringey guy in the throes of a midlife crisis trying to date 20 year olds and who have zero interest while neglecting his family that is rapidly falling apart.

Nothing is working and the company looks stupid as he-l flopping around trying to ensure everyone that things are going great and AT&T is cool.

Laying off skilled employees just because of AI may become one of the biggest mistakes made by many CEOs. AI is a tool, not a complete replacement for human expertise. Companies that remove experienced workers too quickly risk losing knowledge, innovation, quality, and customer trust while facing growing AI costs and mistakes. The smartest strategy is to use AI to support employees, not replace them entirely.

Hard to keep calliing yourself a “leading company” when the customers are disappearing...

Maybe the next growth market is selling health insurance in all the countries they offshored all this work to. Oh wait now AI is coming for those jobs too? My bad. Maybe Im just not seeing the grand strategy here...

So who exactly buys the AI-generated products and services when the workers who used to have paychecks are gone? Other AI or soemthing else... a closed little circle of bots healing and billing other bots?

Brilliant stuff for real... The rocket scientists may have missed one tiny detail and that is that customers need income before they can become customers.

Can he seriously not read the room? Telling one of the most anti-AI customer bases out there, readers, that we'd happily stock AI books was already a choice. Following it up with “unless they’re plagiarized” just made it sound like he doesn’t understand why people are concerned in the first place. It's like he's intentionally handing our foot traffic to the competition on a silver platter. Does he actually want us to drive customers away???

https://share.google/EzvdK3hbTOAS0Glj8

Unfortunately, if things are falling apart, the only way to turn a profit is to reduce headcount, and that is not sustainable. That works on Wall Street but not with a private company. You do not have investors to impress and no stock price to move , only members who have given more than most and deserve an experience that reflects that commitment.

While expanding membership eligibility may address volume concerns in the short term, it risks diluting the brand's unique identity and the trust that took decades to build.

It is increasingly difficult to demonstrate genuine care for members and their financial well-being when it becomes harder to differentiate from competitors. For the first time in my life, I am looking at other options.

Giving three billion dollars back to members sounds significant until you do the math. Spread uniformly across 14 million members, that is roughly $214 per member per year, while USAA simultaneously raised my home insurance premium by $1,000 with no prior claims. The net result is a loss of $786 before I even start counting.

Meanwhile, member attrition is often attributed to external factors, but internal dynamics are worth examining too. Until member service metrics are quantified and honestly compared with competitors, nothing changes, and the members who built this company will keep doing the math and ask, "What do I get in service to justify the extra cost ?" Right now, no one can answer that question. Pretty sad.

OP: @ke+1krm5bf35

Bumping this up for visibility.

What concerns many operations employees right now is not just restructuring itself, but the growing disconnect between executive strategy and the actual realities customers experience every day.

Operations teams are often the people closest to the customer:

• handling escalations,
• solving failures,
• identifying recurring software and support issues,
• and preserving long-term client relationships.

When organizations aggressively outsource or transfer operational functions primarily for short-term cost reduction, they risk losing decades of institutional knowledge that cannot simply be replaced by lower-cost labor models or consulting recommendations.

Customers in the payments space consistently value:

• reliability,
• knowledgeable support,
• fast issue resolution,
• operational consistency,
• and trust.

Those things are built over years by experienced employees who understand both the technology and the customer environment.

Reducing operational cost on paper may improve short-term financial optics, but if it comes at the expense of support quality, customer trust, and employee retention, the long-term business impact can be severe.

Many companies have learned too late that removing experienced operational talent creates downstream problems:

• slower issue resolution,
• weaker customer relationships,
• reduced product feedback quality,
• operational instability,
• and declining customer confidence.

The people working directly with customers every day often have insights that leadership, consultants, and external strategy firms simply do not see.

Restructuring may reduce expenses temporarily. Losing operational expertise is much harder to recover from.

I don’t know what’s your sentiment about Cisco IQ, but it doesn’t seem to be a big success given the fact that CX has started an extensive action to make customer onboard to this.

Customers are noticing our decline

https://www.dbsmps.com/whats-happening-to-xerox-and-what-it-means-for-your-business/

This time it’s revenue operations and customer support. We all know this is tied to AI, and it’s ridiculous how little anyone in charge actually seems to care about customers. AI has already proven to be pretty awful when it comes to customer support across the board. You can’t scroll through Twitter or any other platform without seeing people asking how to reach a real person at one company or another. Welcome to your future, Shopify customers.

What ever interactions we have with customers, We should start telling the truth -
Moral is super low and that will lead in to lower quality. We should alert customers to start running away now, instead waiting for product failures and more chaos.

Tone Deaf. Let them eat cake. Do you think this is a good look? Will it attract customers? Not likely.

I went to check out the site few times and I cannot stop seeing that all Nike
is trying to lead you to item that they have. Not what I am looking for.
If I am looking for specific Nike then one would have better luck in amazon.

Nike is failing in their own website. There is more Nike in amazon then Nike.com

What if Marshall Field's had been retained ? There was so much good will that was accumulated. Since the conversion to Macy's, Chicago and mid-western stores are quite "different" to say the least. After pivoting, they discovered that there was a need for more localization but has it been enough. Look at what Marshall Field's used to be.

Why could they have not refreshed the stores and polished the legacy that was extraordinary. Maybe things were perfect....but wasn't there better possibilities for the future of the trajectory of the business and the long term viability all around ? T

These stores used to have restaurants, beauty salons, unique and curated assortments that were unique and exciting ! What do you think ?