The post The Art of Data Analytics: Insights that Lead to Elevated Experiences appeared first on Activus Connect.
]]>Data analytics is not only a science; it’s an art form capable of changing how organizations deliver customer experience (CX).
When applied correctly, data analytics helps companies pinpoint and predict demand, flag potential risks, meet efficiency objectives, boost revenue, and develop a deep understanding of their customers. However, the challenge for most organizations is moving away from traditional insight-gathering to adopt a more data-centric approach to CX improvement.
This article looks at some of the benefits of data analytics in the CX space and how technology unlocks the potential for elevated experiences.
As technologies like artificial intelligence (AI) and robotic process automation (RPA) evolve, CX professionals have various data analysis methods at their disposal.
Speech analytics gathers insights from phone calls through natural language processing (NLP) and voice recognition features, while text analytics addresses text-based interactions like email, chat, or social media comments.
Desktop analytics captures information about how agents behave when using their computers, and cross-channel analytics combines speech, text, and desktop analytics to build a comprehensive view of the entire customer and employee journey.
You also have self-service analytics, which helps determine why customers frequently visit FAQs or online knowledge bases for specific products or services. And finally, predictive analytics helps to anticipate customer needs and personalize your CX roadmap for maximum efficiency.
Whatever analytics approach you implement, the resulting insights are hugely valuable for determining the best course of action.
When addressing customer feedback, data analytics tools are far more effective for CX improvement than traditional voice-of-the-customer surveys. While survey-based systems are still popular for gathering customer insights, they only reach a limited number of your audience and offer little insight into the root cause of poor experiences, making them unreliable indicators of the progress you’re making toward CX-related business outcomes.
Comparatively, there’s a huge opportunity to leverage data analytics technology to uncover the critical themes and topics that drive customer satisfaction. For example, whether on the phone, in a webchat, or sending an email, customers regularly share what they like and dislike about the brands they engage with. Text and speech analytics enable companies to capture and assess these sentiments in real time and adapt immediately.
With these insights, companies can develop a deeper understanding of the factors that cause customer dissatisfaction, which is vital for improving products and services and elevating customer experiences.
By blending internal data on customer interactions with third-party data on general customer behaviors, organizations with data analytics capabilities can actively monitor how customer trends are evolving and hyper-personalize their approach to CX delivery.
Empowered with more detailed information, employees can humanize their interactions with customers and develop deeper connections to the brand. In addition, it creates the ability to recognize customers as individuals across all touchpoints and deliver relevant, timely, and consistent experiences.
Most importantly, this level of personalization can communicate that you genuinely care about your customers, ensuring continued loyalty and confidence in the brand.
Customers aren’t the only beneficiaries of a robust data analytics strategy. Organizations can also apply these tools internally to understand employee performance and behaviors and improve the employee experience.
Speech and text analytics can detect things like burnout and frustration in employee language during interactions, signifying when people need additional support. For instance, if an employee is dealing with an angry customer in a stressful situation, they may need a supervisor to check in on their emotional well-being immediately.
With desktop analytics, companies can analyze keystrokes, monitor application usage, and measure compliance with client protocols to find employee training or coaching opportunities. Not only does this ensure the business is on track with its goals, but employees can get the support they need to maximize job satisfaction and success.
Like any worthwhile business transformation, moving towards a data-led experience strategy creates several challenges. First, organizations need to shift their teams’ mindset, establishing a culture of data that extends into every department, not just IT. Extracting value from data analytics also requires the elimination of traditional business silos and the creation of cross-functional relationships, especially between CX and data science teams.
Privacy and security are two more critical elements of a successful data analytics model. Companies must have the infrastructure and the operational capabilities to deal with data breaches and ensure regulatory compliance since elevated customer experience depends heavily on trust.
With the right tools, processes, culture, and overall mindset, organizations can master the art of data analytics to paint an insightful picture of their employees and customers. If companies can interpret these insights correctly, then quickly adapt, they will create memorable, impactful experiences at every stage of the customer journey.
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]]>The post SmartVirtual™ Vs. GigCX Vs. Hybrid: Which Adds the Most CX Value? appeared first on Activus Connect.
]]>In a world where customer experience is essential, an organization’s choice of CX delivery model is equally as vital.
Gone are the days of buying hundreds of seats in a cramped call center, filling them with local employees, and pacing the aisles under the guise of “coaching.” Today’s CX delivery is about empowering and motivating people to provide the best possible experiences to your customers—and how/where people work plays an essential role in that process.
Let’s take a closer look at the key differences between the three most location-agnostic models around today: GigCX, hybrid, and SmartVirtual™.
First, the positives: the gig economy can provide talent at a highly attractive price point. It is also ideal for filling gaps on an immediate, short-term basis, both for brands and employees. Still, the downfalls of the model far outweigh the benefits, especially when customer experience is at stake.
For jobseekers, gig contracts are simply a way to bridge the gap between full-time roles or to subsidize a primary job, perhaps. Still, there is almost no incentive for them to go above and beyond the scope of their contract—once they check the boxes and complete their allotted tasks, it’s straight on to the next gig. Plus, there are no guaranteed hours, no benefits, and minimal opportunity to advance a career.
GigCX comes with a lack of job security that leaves the workforce without income if there isn’t enough work. The lack of security goes both ways. Due to the nature of gig contracts, GigCX workers have the freedom to jump ship without any ramifications, so brands risk having to start fresh with new people constantly.
Also, by law, brands don’t have the same mechanisms at their disposal as they do with employees. For example, you can’t provide explicit coaching direction or corrective action plans; instead, you provide feedback, and the contractor can choose whether or not to apply it. If they decide not to listen, the customer experience is at risk. You can dismiss the contractor, of course, but the damage to the brand has already been done.
Furthermore, since the pandemic struck, the GigCX model has been more at risk than ever. Regulators recognize that a handful of businesses are using gig workers to circumvent legal responsibilities around taxes and social security. Plus, with many states working toward legislation to consider long-term contractors as employees, brands are at risk of relying on the temporary benefits of the gig model.
So, what’s the takeaway here? Well, GigCX provides the opportunity to match resources to specific business needs. Still, there are legal obligations to consider when keeping them long-term, and it isn’t very easy to create and maintain a healthy continuous improvement culture.
As I’ve stated before, there’s a place for GigCX, but I’m still waiting for compelling evidence to support the notion that it can compete with the employee-based model for pure CX. Sure, it has an attractive price point, but its predominant lure—CX value is a distant second.
Hybrid is the new catchword on the block since COVID-19 sent the workforce home, but its meaning has become skewed lately, so let me start by clearing that up. A hybrid model allows contact centers to service a campaign with a seamless team of work-at-home and in-center agents. The keyword here is seamless.
Loads of companies are selling “hybrid” to their clients, when it is just two separate delivery locations operating independently. It becomes a choice between in-center or work-at-home, but very rarely an effective blend of both.
For hybrid to work, employees should choose to work at the contact center or their home office. At the same time, operators should have the technology and expertise to manage people in both locations simultaneously. Still, as of now, there is no evidence of any company of scale successfully blending work-at-home with in-center in this true hybrid fashion.
Quite frankly, the absence of a “true hybrid” in the market comes down to the significant risks and challenges associated with blending two delivery models. As you might imagine, it creates an entirely new level of cost and complexity.
When COVID-19 arrived, several providers assumed they could take in-center processes and apply them to work-at-home, a fundamental flaw in their strategic business continuity planning. Things like training, coaching, tools, payroll, scheduling, and communication techniques are entirely different from one model to the next, so the idea that you can operate one campaign across two models with a blanket approach is ludicrous.
Then there is the question of sustainability. When offering hybrid, BPOs have to sit on fixed costs for their physical facilities, with built-out infrastructure that isn’t being utilized. The mixed model, or hybrid, whatever you choose to call it, is more complicated and costly than operating a single model—either at-home or in-center. They are two very separate cultures that have difficulty coexisting. Also worth noting, on a like-for-like basis, work-at-home outperforms in-center every single time.
I’ve been itching to tell you why.
SmartVirtual™ is a combination of technology, people, and processes that thrive in a work-at-home setting. The concept was founded, well before the pandemic, on elevating experiences for employees, customers, and the communities we support.
As opposed to the help-yourself nature of GigCX, SmartVirtual™ provides coaching, professional development, competitive benefits, and the ability to maintain and sustain a personal life with an above-average living wage for the industry. In addition, this steady stream of revenue allows our Ambassadors to proactively plan for vacations or other personal activities, representing an implicit level of protection and job security that much of the U.S. workforce seeks.
Our employees have a vested interest in performing well for the company, as they are usually in it for the long term. From their perspective, high performance is measured by their ability to provide better customer experiences, so the longer they stick around, the better it is for all stakeholders.
As a 100% work-at-home model, SmartVirtual™ expands the available talent pool exponentially instead of the limited local scope of a hybrid model. With no location barriers, we can find knowledgeable, skilled professionals uniquely paired to a client’s needs. There’s also greater flexibility, both around work hours and the ability to integrate with employees’ personal lives. In addition, our Ambassadors’ careers are portable, meaning they can take their job with them if they relocate.
Still, we know that SmartVirtual™ is not for everyone. Individuals who prosper in a contact center setting may struggle to adjust to the exclusive work-at-home environment. In addition, it requires the ability to have uninterrupted space and time to work. We’re proud of our ability to pre-screen candidates based on these and other factors, giving us an incredible workforce that is perfectly suited to the at-home model.
Whichever CX delivery model you choose, be sure to keep it in line with your priorities. If reliable CX is not a priority over cost and rapid scalability, then GigCX is worth experimenting with. If complexity and additional costs aren’t a concern, then a hybrid solution may be an option. If elevated customer experiences and employee satisfaction are more important, SmartVirtual™ is the clear front runner.
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]]>The post CEO Viewpoint: 2020’s Impact on CX and the Future of Activus Connect appeared first on Activus Connect.
]]>In this fireside chat with Felix Serrano, CEO and Co-Founder of Activus Connect, we close off the year by exploring the challenges and successes within the BPO and CX industry, while looking back at what Activus was able to accomplish for its Ambassadors, communities, and partners. Plus, Felix shares his ideas for the future of the company and the industry in 2021.
Now that this turbulent year has come to an end, what impact has the last 12 months had on Activus Connect?
FS: Before 2020 even began, we were always driven by the goal to do things differently at Activus. Our focus allowed us to hire over 2,200 Ambassadors last year, which feels like a real accomplishment in a time when people really needed jobs.
For many years, BPOs would often claim that their customers didn’t want to do work-at-home, yet the BPOs themselves had fixed assets and static procedures that made the idea of remote employment an inconvenience to them, not their customers. As evidenced by our growth, there’s an increasing need for businesses that have clear imperatives focused on sustainable virtual business and equally care for their front-line employees.
I’ve also never seen this much RFP activity in a single quarter, and it’s all coming from brands that were let down by larger BPOs who falsely touted their preparedness for transitioning to work-at-home. To me, this interest shows that business can be done differently, and the traditional BPO model isn’t as strong as it once was. After all, if they were actually ready, their partnerships would have become stronger, not the opposite.
How is Activus Connect sharing its success with its Ambassadors and the communities where they operate?
FS: Since day one, we’ve priced our services competitively, paid our employees competitively, and donated 10% of our total profits to meaningful organizations. As part of that commitment, we’ve been able to support six non-profits with financial support and mentorship in 2020.
The organizations were Friends of Puerto Rico, which runs an entrepreneurial skills program for young boys and girls on the island, as well as an initiative that empowers women to succeed in business; Orphan Starfish, which provides food and shelter to orphan children in some of the more disadvantaged areas of South America; Samaritan’s Purse, which sends out Christmas care packages and gifts for children in need; Warriors4Life, an initiative supporting military veterans across the United States through cycling; and two different children’s athletics leagues in New Mexico and Florida.
In regards to our workforce, people have been stressed this year, so we wanted to try to alleviate some of that stress with an unexpected cash bonus during the holiday period. In December, 100% of our personnel received a surprise Christmas bonus for contributing to the success and growth of our business and allowing us to generate these profits in the first place.
The times demand that we do business differently, so this has been a direct way of giving back to the communities in which we live and work.
Overall, we collectively donated more than US$400,000 last year, through organizational donations and employee bonuses, not including the time and effort we’ve volunteered in other areas. This result has taught us a lot about what can be achieved by operating differently, and we’re excited to expand that possibility in the future.
How could other companies follow in the footsteps of Activus Connect and actually take action that changes things for the better?
FS: I think the main reason brands fail is their inability to adapt to the times. In the last number of years, brands like Blackberry, Polaroid, Blockbuster, and many others became obsolete extremely quickly, mainly because the times were moving too fast for them.
In the BPO and customer experience industry, customers and employees are at the forefront, period. Those companies that focus too much on technology and the fringes of CX instead of the workforce and their consumers are shooting themselves in the foot—from where I stand, it’s only a matter of time before they lose market share.
In today’s world, businesses can have a real, meaningful impact on people while treating employees with dignity and respect in a way that allows them to live a satisfying life. There’s no reason to compromise on any of those things. Quite frankly, if BPOs can’t figure that out, they’re not thinking hard enough.
What are your plans for 2021? Any strategies you can tease for the next year?
FS: Actually yes! We’re looking to continue focusing on the global expansion of SmartVirtual™ in areas that have not been considered viable or appropriate before. You’ll have to wait and see what that means.
Diversity is another aspect of our business we want to focus heavily on next year. In the US, many major businesses have made changes that impact company diversity, including hiring diversity leaders and implementing diversity empowerment programs. With that in mind, our focus is going to be on partnering with some of the biggest, best-known brands in the US so that we can augment their diversity initiatives through an outsourcing partnership, automatically advancing their cause.
Along with these targeted strategies, we want brands to realize that they can afford to keep their customer experience onshore in 2021, because the true value of Ambassadors in the domestic market makes them far more competitive than any low-cost offshore alternative.
Felix, thanks for taking the time to share your thoughts on the last year. Here’s to a safe and successful 2021 for all of our clients and Ambassadors.
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]]>The post Rebuilding Employee Trust in the Customer Experience Industry appeared first on Activus Connect.
]]>Companies are promising flexibility and a better work-life balance, but failing to deliver on employee needs and expectations, leading many people to leave their jobs with a deep mistrust of the industry.
When ex-BPO employees join Activus Connect, they usually arrive with their guard up, hesitant to believe what we’re offering. Several Ambassadors have told us their ex-employers expected the world from them and gave very little in return, even going so far as to take disciplinary action if someone didn’t bend to last-minute schedule changes.
Now that the transition to work-at-home is essentially complete, BPOs have a responsibility to provide better employee experiences to virtual workers for the greater good of the industry. Here are a few examples of what’s been working for Activus Connect.
When people join Activus, it takes a few weeks for them to believe what we tell them in the interview—that the word “flexibility” is a two-way street.
In the new normal, some BPOs and CX providers will often change shift schedules and expect employees to accept these changes without question, rather than making an effort to work around their personal lives or giving people flexible options. Flexible options should not be confused with “perfect options”, but there’s a way to strike a balance, both personally and professionally.
At Activus, while we expect and require all Ambassadors to work the schedules they commit to at the time of hire, we also offer overtime opportunities periodically to meet business needs, as well as offering scheduling flexibility and time off during certain periods. For example, due to the types of clients we support during the holiday season, we actively encourage the use of personal time off instead of imposing blackout periods.
During our hiring phase, we are crystal clear about confirming peoples’ window of availability, and only agreeing on schedule changes within those boundaries. We don’t force people to work outside of their allotted window of availability. On top of that, we always outline appropriate expectations with new hires and ask them to hold us accountable if we fail to respect or live up to them—it’s an agreement that keeps us in check and builds a strong foundation of trust.
Let’s admit it now: perfection is impossible in any industry. Every company makes mistakes; that’s just part of doing business. Even so, it’s vital to fix those mistakes before they do irreparable damage to employee trust.
I’ll put my hand up and say that we occasionally mess up payroll or scheduling—it’s virtually unavoidable for most businesses. However, instead of making our employees wait for a resolution, we acknowledge our hiccups immediately and proactively move to fix them.
Our Ambassadors who come from a BPO background have spent years receiving back pay in the next paycheck, so they’re often surprised when we send an immediate electronic payment or offer a slice of their next paycheck in advance. This approach shows that people will be taken care of and the company cares about them on a personal level, which goes a long way towards improving loyalty, trust, and—as a result—customer experience.
Many brick-and-mortar BPOs have specific, drawn-out processes that don’t translate to a virtual environment, but without making necessary changes and updates to those procedures, they run the risk of alienating their employees.
For instance, contact center workers generally have to jump through hoops to engage with HR. They need to schedule time off the phone, book time with the HR team, and maybe sit around waiting to talk with them. Some of our Ambassadors have told us that several BPOs are still using these dated procedures, despite now operating in a virtual setting.
With the right technology, employees can simply click a button and they’re chatting with the right person instantly, boosting the efficiency and job satisfaction of everyone involved. The act of typing out a conversation also increases an employee’s level of engagement because people are more comfortable explaining things in detail over text.
Bottom line, BPOs need to take a look at their old procedures and start updating them—if they were designed for in-center, they’re unlikely to work in a remote setting, leading employees to become frustrated and demotivated by their employer’s lack of adaptation.
One of the most overlooked aspects of virtual work is the human need for personal conversation and rapport building. Without a certain level of interaction with colleagues, people quickly become distant and resentful of their employer, especially if “company culture” was a selling point in the recruitment phase.
Everything that occurs in-center usually involves some face-to-face interaction and a chance to get to know each other. In a virtual environment, many companies are foregoing this and getting straight down to business in their meetings, which is damaging camaraderie and increasing the feeling of isolation that some virtual employees may feel.
A few personal questions go a very long way at the start of a video meeting, so make an effort to learn more about your employees and strengthen your teams. Work-at-home employees may be physically detached, but there’s a greater sense of camaraderie when everyone is communicating with each other on a human level. People feel included and part of something bigger, which is extremely beneficial towards low attrition and high retention.
Speaking from experience, these small changes can greatly strengthen the trust that BPO workers have in our industry—I urge you to ask any of our Ambassadors if they agree.
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]]>The post CEO View: The BPO Industry is Failing its Work-at-Home Employees appeared first on Activus Connect.
]]>It’s been nine long months since the BPO industry was forced to go remote, migrating the majority of its global workforce to work-at-home. Plenty of time for an “agile” industry to adapt and thrive, right?
Well…not entirely.
For a lot of companies, the seismic shift in operational strategy created an opportunity to evolve rapidly and take advantage of the benefits of a virtual workforce. However, most of the BPO industry failed to adapt quickly enough and is still struggling to provide employees with the experiences they deserve, nine months later, meaning those benefits remain unclaimed.
From my perspective, the industry is failing its workforce and, as such, failing its clients. Providers aren’t doing enough to enhance employee experiences, preferring instead to cut costs down to the bone, unnecessarily restrict agents, and take a reactive approach to the crisis.
The result? More and more people are searching for greener pastures, where the concepts of fair salaries, flexible schedules, and a culture of understanding are more than just empty promises.
Here at Activus Connect, our attrition rate is falling. The positive experience we have strived to create for our Ambassadors is resonating with an increasingly large talent pool, attracting hundreds of ex-BPO-employees to our candidate bench.
Before the pandemic, people were coming to us because they didn’t want to work in a physical contact center—it was usually a lifestyle choice favored by a specific type of person. However, as the pandemic continues, it’s less of a lifestyle choice and more of necessity, as BPOs are paying much less and are still grossly unprepared to provide adequate work-at-home experiences, according to the candidates we’ve interviewed.
On top of that, many brand partners hold the perception that work-at-home overheads are lower, so agent salaries should reflect that. However, it doesn’t take a genius to understand that lower wages are driving high attrition.
For reference, several large providers are paying between $10 and $11 an hour for work-at-home jobs, while companies like Activus Connect pay between $15 to $18, so it’s no wonder people are jumping ship.
When it comes to the training, onboarding, and operational side of the business, those same people are equally unhappy with the experience. We’re hearing from agents that providers are still trying to figure out how to successfully operate a hybrid brick-and-mortar/work-at-home business, sometimes even relying on the agents themselves to come up with solutions.
Again, these issues are happening nine months later, and while BPOs continue to fumble around in the dark like this, agents are quite frankly suffering.
Training experiences have dropped in quality. People don’t have access to the right tools for coaching or support. Knowledge management systems are lackluster, resulting in poor production-related support—the list goes on. Until this changes, people will share stories online, calling out those who offer lesser experiences and praising those who rise above the rest.
So far, I’ve been exclusively calling out the BPO industry for this, but many client partners are also on the hook for attrition, especially as it relates to flexibility.
Right now, almost everybody in the United States is doing some sort of homeschooling, so it’s vital to provide accommodations for that to keep workers happy at home. It also takes longer to schedule medical appointments or medical visits of any sort, sometimes taking hours on the phone.
These are just a couple of examples of modern daily life, but brands must be able to empathize with all the new difficulties of our reality, then respond to them with the provision of adequate flexibility. Doing so is one of the keys to increasing retention right now.
While it may sound like common sense, many brands expect their BPO providers to solve this problem independently, instead of giving them the decision-making power to offer flexible work schedules. As a result, the attractiveness of work-at-home has dropped, with schedules reverting to the rigid structure of traditional brick-and-mortar in many cases.
Unless there is absolutely no room for maneuver, BPOs must have the courage to approach their clients and discuss the possibility of flexible schedules, stressing the benefits it has on the workforce: higher retention rates and far better customer experiences.
As we inch closer to the end of an unprecedented year, work-at-home is prevalent throughout the industry and, in my opinion, will continue its mainstream presence well into the future. Employees now have more options available to them on a global scale, so it’s vital that BPOs quickly address these issues of salary, flexibility, and culture by taking a more proactive approach to retaining their virtual workforce.
My only hope is that they don’t spend another nine months trying to do so.
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]]>The post Stop Using COVID-19 as an Excuse for Bad Customer Experiences appeared first on Activus Connect.
]]>There’s no doubt that COVID-19 has forced brands to change their approach to CX, but quality experiences are becoming an afterthought, which will eventually lead to reputational damage for many organizations.
“Sorry for the inconvenience, but the pandemic…”
“It’s just not possible because of the pandemic.”
I’m sure we’ve all heard phrases like these from customer service engagements in the last few months. I know I certainly have.
On a recent personal trip, my family and I were delayed for 10 hours when our airline carrier had a technical issue with the plane. I called customer service to explain and, while very apologetic, they did nothing to remedy the situation.
“This is just the way it is during the pandemic”
Now, as a customer, your immediate thought is probably “okay, that’s understandable”, but how long are brands going to use it as an excuse?
Bear this in mind, if an airplane broke down before the pandemic, the carrier would often waive bag fees or provide another form of compensation to cover the inconvenience. I get it, things are tight for the travel industry, but they’ll be even tighter if they can’t find a way to retain customers when the inevitable inconveniences happen.
It’s not all bad though.
During the same trip, we decided to stop at a Pinkberry in the airport food court, joining a pretty large queue. While we waited, the staff greeted us with a smile, brought out free samples and menus, and acknowledged every single one of us, making the line more enjoyable and the wait much shorter.
I asked the Pinkberry staff why they took such a welcoming approach to service and they told me they were just happy to be working and wanted to keep people coming back. It was working too: people stayed in the queue and generated plenty of revenue for the company that day.
After my trip, I can’t wait to visit Pinkberry again, but I have serious doubts about flying with this particular carrier next time.
The point of sharing this experience is to show that some brands are seizing the opportunity to distinguish themselves from the rest, rather than resting on their laurels and crying “pandemic” whenever something goes awry.
Plus, I’m willing to bet that if huge airline carriers are falling back on excuses, there’s a high chance that traditional BPOs are doing the same.
Following the large-scale transition to work-at-home, many BPOs are most likely asking clients to be patient as they continue to adapt, explaining the “reality” that they cannot provide the same level of service as they did in brick and mortar.
There’s a valley of difference between a good customer experience in the face of adversity and a bad one stemming from inexperience or laziness. Of course, BPOs must adjust their operating models to fit the challenging times, but those changes shouldn’t result in lower service quality—it’s entirely possible to maintain high-quality CX during this pandemic, and that’s me speaking from experience.
At Activus Connect, we’ve been delivering phenomenal service and growing at a positive rate since before the pandemic. Our clients and Ambassadors agree that it’s been a breath of fresh air working with us, especially while other companies are still struggling to enhance experiences for customers and employees more than half a year later.
Even so, we know that when coronavirus is behind us, customer service may never be the same again.
As long as the pandemic rages, customers are probably going to continue to accept excuses, but they will not forget those bad experiences. While some customers may be somewhat forgiving towards their favorite brands, many will start to consider other options if poor service continues in the long term. On the other hand, nimble brands who understand how to adapt their model to provide optimal customer experience will be much better positioned once the pandemic clears.
Companies need to innovate quickly to enhance experiences in these trying times, not just expect customers to forgive them indefinitely. The notion that the pandemic has diminished quality is only accurate if you accept it as reality. Certainly, some providers are nailing it and can support brands that are looking to move into a favorable position moving forward. After all, all of this will be over someday and the only brands left standing will be the ones who rose above the excuses.
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