#customerexperience

As a fomer employee i feel like the DIRECTV is lying to employyes and customers. As a 22 year employee, I helped develop new talent and hung around until June 2025. I loved my job and my boise team, but I have to say as I tried to find issues to surface about poor customer experience it all.came back to the Philippines that took my Job. Im glad I was about to find a new opertunity with a great culture that brought back jobs from the Phillipines. Bill morrow and AT&T sure fu---d up DIRECTV to the point of no return. Im glad I'm out and know the ship will continue to since as boomers die off.

Target Corporation is cutting approximately 500 jobs. These reductions impact regional offices and distribution centers. The retailer will invest more in store staffing and training. This strategy aims to improve the overall customer experience. New CEO Michael Fiddelke is implementing these operational shifts.

https://patch.com/minnesota/minneapolis/target-cut-500-office-jobs-pour-more-money-stores-report

It’s sad that Wayfair CEO’S care more about money then actually real customer service I work my tickets and overseas agents lie and mess up every single order telling customers lie after lie then we get to the customer an we can’t accommodate them we get yelled at and cussed at all over Reddit they talk about how chat overseas su-k

Seems like a lot of new in store Starbucks have been popping up (non kiosk). Is the goal to roll this out to most of the renovation stores that don't currently have a Starbucks in their mall? The Starbucks in my mall left during the pandemic so this would be very good for Macy's foot traffic

How are we supposed to "delight" the customer while cutting so deep AND using AI more. These are the opposite of things that customers want. Customers want value -good product at competetive pricing. Maybe even as much as that they want ease of use. Is it easy to view/change an account? Is the person who answers the phone knowlegeable and empowered to help? Do they communicate clearly? Is the web interface and/or app easy to navigate?
There is no way to accomplish these simple things without competent people.

Longtime customers gave us more slack than we deserved because of the strong reputations built under the old names, but that grace only lasts so long. Once people start realizing that sticking with DXC is hurting their own projects or careers, the loyalty disappears fast. From this point on, the exodus of customers will just become worse.

From the bottom of hearts, we wanna say thank you for Customer Connect! Now the customers wait longer, failed transactions and more! They thank you!
We can do even less with it in helping our customers! Your policies have shut down customer service in person and causing customers to call over seas leaving “YOUR” reputation on the line! You pay so much for your back room posters and email those wonderful lying CCKM articles saying you put the customer first! Better know as “last”! So so more to add but it comes to this! To to many Chiefs and not enough Indians! You surround yourself with “YES” people that have no clue! Thanks John and hope your sleeping well!

With Dan acknowledging our customer service is horrible, did customer experience execs (Ken lain, Suzanne Norton) keep their job or were they impacted with the RIF?

A post making the rounds has similarities to a certain company…..

Starbucks did not lose $30 billion because of bad coffee. It lost it because the company
mispriced what actually created its value. When Starbucks appointed a McKinsey-trained executive as CEO, the mandate was operational discipline. Costs were scrutinized. Processes were standardized. Stores were pushed to behave like efficiency machines rather than community spaces.

On paper, the logic made sense. Consultants optimize margins by removing friction. But
Starbucks was never a pure efficiency business. Its premium pricing depended on brand emotion, store experience, and cultural loyalty. Those are intangible assets, but they carry real monetary value.

As efficiency initiatives rolled out, customers noticed. Service quality declined. Stores felt
transactional. The brand lost its emotional moat. Foot traffic softened. Growth expectations reset.

Markets reacted quickly. Over 17 months, Starbucks shed roughly $30 billion in market
capitalization. Not from insolvency risk, but from a reassessment of future cash flows tied to brand strength.

The board reversed course. The CEO exited. Strategy changed.

The wealth lesson is structural. Consulting frameworks work best where value is mechanical and repeatable. Consumer brands compound wealth through trust, identity, and habit, not just margins.

When leadership optimizes the wrong variable, scale turns small misjudgments into massive losses.

Starbucks did not fail at execution. It failed at understanding what it was actually selling.

Hi gang - question for those who may know or who may have heard anything…. What are the impacts looking like for internal US base call centers? I have heard they want to close or consolidate OFFSHORE/GLOBAL CENTERS, but have not heard anything here about the centers here in the US?

What roles may be impacted? Senior manager? Director? Team manager? Coaches? Would love to hear some credible responses.

I’m a WFH customer service rep and we are being told to give the customer what ever they want! Trying to reduce churn but practically paying customers to stay with us and give us good surveys. I’m not sure how this giveaway could continue, but this is the flavor of the month until further notice!

https://www.reddit.com/r/mildlyinfuriating/comments/1phglwz/honestly_im_enraged/

State Farm has been found out again! They knew exactly what they were doing and just got caught! Sounds like they just tried to buy people off but it was basically too big for them to hide anymore. If the states AG and Departments of Insurances knew half of what State Farm has been doing over the last decade, most of the Exec would be in jail and they would shut this place down. Sh-t hole and scam! They treat their employees like they treat customers!

We’ve spent a lot of time polishing ads, colors, and confusing campaigns for clover, but very little time shaping what our name stands for. Brand isn’t the shade of orange we use. It’s the instinctive belief customers have about whether we’re reliable. Right now, too many people see our name and expect inconsistency. It’s like the difference between a car company you trust and another you don’t trust. Whether or not the perception is fair, one brand is trusted and the other isn’t. Until we deliberately cultivate reliability as part of our identity, no campaign will overcome that perception.

I think of that Harvard Business Review article from like a dozen years back - "Stop Trying to Delight Customers." It was seminal and is still memorable all these years later. The crux of the article is that "delight" is temporary, unsustainable, doesn't guarantee loyalty, and is less effective than focusing on reducing overall customer effort. Delighting customers with surprise and exceeding expectations is often fleeting, as novelty wears off, but a consistently positive but effort-free experience is what truly builds loyalty. Instead of trying to delight, we should focus on making interactions smooth and problem resolution effortless.

So hearing Kyle talk today about "delight" and every time Dan mentions it, seems to me like a throwback to the early oughts.

Verizon still has an a deeply rooted anti-customer mindset that needs to be rooted out. The company’s employees are very internally focused (painfully evident on posts to this site & elsewhere online).

That ingrained problem (both conscious) can't be corrected by simply throwing money at the problem (e.g., Network improvements, addressing IVR routing, etc.).

What Verizon should do is require every Manager and Occupational to have a full rotational assignment (i.e., 1 1/2 - 2 years) in Sales or Customer Service!

P.s., If Verizon Leadership is monitoring online feedback this suggestion needs to be immediately taken back to Dan Schulman & The Board. In fact, I think I'll send this directly to Dan's Office.

Customer service, specifically financial service… incompetent. I really shouldn’t have to look up 5 different roll ups to finally get to the onshore opps manager to get a VERIZON ERROR fixed.. that supposedly cannot be fixed by tier 1.. but they won’t transfer to sup. So a whole day spent just to remove a suspension that was a Verizon error on a long time loyal SMB customer. Where is the surprise and delight in that Dan? How about we delight our customers with on shore, competent reps?

I went in for an oil change at a Quick Lane last week and received an AI text from "Will" at the front desk. I was offered $11,500 for my 2020 Edge with 55K miles; go pound sand. Ford doesnt have a vehicle in their offering I would buy.
No way am I selling it so Ford can resell it on Amazon.

https://finance.yahoo.com/news/verizon-plans-harsh-change-major-201300564.html

Verizon plans a harsh change after major customer losses

Patricia Battle
Fri, November 14, 2025 at 3:13 PM EST
Verizon has been on a downward spiral this year after it frustrated its phone customers with a series of price increases rolled out over the past few months.

During the third quarter of this year, Verizon lost 7,000 postpaid phone customers, as its churn rate reached 0.91%, according to its latest earnings report. This loss is alarming, given that during the same quarter in 2024, the phone carrier attracted 18,000 new postpaid phone customers.

Ooh still seems we have one:

https://www.verizon.com/about/our-company/code-conduct

Seems it’s just about half the length it used to be, and what we lived up to daily, which made us great.. up until our management disregarded it in their daily life’s…

Mass shareholder returns is driven by having happy customers…

Is there happy customers?
Can we do a poll on redit?

Over a couple years ago, Verizon leadership sent 3500 Verizon employees to HCL. HCL has let go 99% of them. Customers are leaving because they don’t want to deal with India, or the incompetence of HCL. I hope Gina, Kyle and the rest of the complacent leadership gets booted. I know they will cut more of the business unit. To best of luck to those have been through a lot since MCI.

“In 2025, Verizon launched an innovative upgrade to its customer service program. Deriving its name from its June 24 launch date, Project 624 is only the first step in Verizon’s ambitions of being “the best applied AI company in the world.” The new product utilizes AI-driven tools to enhance the services provided by human agents, significantly upgrading the telecom giant’s customer experience platform and freeing up agents’ time significantly.”

Link:
https://www.bcg.com/publications/2025/driving-growth-innovation-leading-telco?fbclid=IwZnRzaAOFQj1leHRuA2FlbQIxMQBzcnRjBmFwcF9pZAo2NjI4NTY4Mzc5CGNhbGxzaXRlAjI1AAEerLAVPW9q5eP8p9m1WxxdwDETCbPZ7W2aPMXdKgGm30Sv_0fhZNjv6QzaNAc_aem_NdzCqx7G2lXzCBabvBgtpg

Target perfectly fits the description of a company experiencing culture rot. Bad leaders that are more interested in promoting their own careers than they are developing teams. A working environment that feels competitive, not collaborative. Increasingly confusing “shared” values internally and externally. An in-store experience that is confusing and disjointed. Items out of stock or locked up. Nothing feels unique about Target. The company continues to alienate its key consumers. Target is a company rotting from the inside out. It is impossible to change the direction the company is going without acknowledging its current failings.

New Verizon CEO flags reasons why customers are leaving Amid its customer struggles, on Oct. 6, Verizon named Dan Schulman as the new CEO of the company, replacing Hans Vestberg. During an earnings call on Oct. 29, Schulman said that Verizon is "clearly falling short" of its potential. "We are not delivering the shareholder returns our investors expect," said Schulman. "Despite investing significantly in network leadership, we have not been able to translate that into winning in the market." He also said that there are four reasons why Verizon is losing customers: price increases, friction in the customer experience, negative value perception and intense competition in the telecom industry. Related: Verizon angers customers with new tactic to boost loyalty Schulman emphasized that Verizon needs to "aggressively transform" its culture and financial profile by being more "customer-centric and executing with financial discipline with a focus on shareholder value." He also admitted that recent price hikes were a bad idea.

Read more at: https://www.miamiherald.com/news/business/article312737229.html#storylink=cpy

At Verizon, we are always listening to what our customers are saying as we focus on giving them the best experience at incredible value.

Roger Entner, Recon Analytics
Roger Entner of Recon Analytics discusses Verizon's new CEO, Dan Schulman, in the podcast "The Week with Roger". In the episode "Change is Afoot- All About Verizon's New CEO Dan Schulman," Entner and co-analyst Don Kellogg analyze the appointment, predicting Schulman will initiate significant changes to improve customer experience and financial health after Verizon's recent struggles.
Mandate for Change: Entner explains Schulman, a seasoned consumer disruptor, has a two-year mandate to overhaul Verizon's strategy, including re-evaluating profitability targets and making "painful cuts" to right the company's course.
Strategic Shift: Schulman is expected to shift the focus from solely financial metrics to customer metrics as well, after the previous strategy of extracting more money from fewer customers proved unsustainable.
Leadership Experience: His experience as the founding CEO of Virgin Mobile USA and transforming PayPal is seen as valuable for this "rescue mission" at Verizon, although the telecom market is more mature than the expanding digital payments market Schulman previously worked in.
Future Outlook: The analysts anticipate a more competitive Verizon that prioritizes customer experience and value, following a period of subscriber losses.
The Week with Roger | Podcast on Spotify
All Episodes. This Week: Change is Afoot- All About Verizon's New CEO Dan Schulman. The Week with Roger
https://the-week-with-roger.captivate.fm
Change is Afoot- All About Verizon's New CEO Dan Schulman
AnalystsDon Kellogg and Roger Entner discuss Verizon's appointment of Dan Schulmanas its new CEO, exploring what his leadership could mean for Verizon.

I witnessed a sale yesterday where the individual selling never even printed a quote for the customer. Instead they built up an entire quote on tablet and told them about the mandatory pro setup charge and how we would wave it for them. However they never even helped set the phone up for the customer nor did they print a paper receipt afterwards. This type of unethical sales is not what I thought Verizon was all about. If you can't sell by showing the customer everything then you're not selling, you're scamming

Do you think the rebrand actualy changes anything for customers, or just distracts Wall Street? It feels frivolous to millions spent to tweak colors and slogans while service, pricing, and morale keep sliding. Isn’t it just lipstick on the same old network......

AT&T loves to talk about connectivity. The “AT&T Guarantee,” the shiny ads about “bringing people together.” But the only thing they seem to connect is frustration and disappointment.

Check the reviews — 1 out of 5 stars on Trustpilot. One star. For a 100-year-old telecom giant. You’d think after a century of selling phones, they’d have figured out how to answer one.

And it’s not just customers they can’t connect with — it’s their own employees.
The CEO’s new motto might as well be: “You don’t like it here? Leave.”
Inspirational, right? Nothing says “leadership” like threatening the people who actually keep the lights on.

Meanwhile, T-Mobile — the company they keep mocking — sits near a $200 stock price, while AT&T’s stock is doing the corporate version of buffering. Maybe arrogance doesn’t sell after all.

A century in business, billions in ads, and still can’t connect with the people paying the bills or the ones cashing the checks.
Maybe the “AT&T Guarantee” means they’ll drop your call, your signal, and your morale — all at once.

They keep shoving this down our throat like we're the only ones who don't understand why it's valuable? No one cares if they get $5.37 refunded to them when their internet was out for an hour. Also, customers expect to be compensated for your service not working. Our leaders sound like such id--ts hyping this across all the signage in the office and these townhalls.

HP/Poly is undergoing a significant restructuring, resulting in extensive layoffs that notably affect senior and higher-compensated roles. This strategic shift carries a substantial risk of eroding trust with key customers, partners, and channel stakeholders, potentially impacting Poly's market position and service delivery.

Processes over people. 0 consideration on customer impact or employee. Huge investments in technology. Archaic processes for people.

Verizon is a train wreck stuck in mud. They have not improved or learned anything in years. Different year same leadership mistakes. They need a Maga like shake up and stop being cheap on infrastructure. From network to systems they cheap out and customer and employees live with the failure. Taking the cheap road has allowed T-Mobile to pass us and customers lining up to leave. Our credo is fake news. We run from success. We hide from challenges. We strive to be cheaper today than we were yesterday. We blame our employees. We removed job satisfaction and replaced it with fluff and selfishness. News flash: This isnt changing so su-k it up buttercups.

Chainwide..
My sales definitely are down.

Getting rid of many of our buyers without looking at what actually sold has made many of customers have to go online or just say forget it. As we should've had what they wanted. I saw sales at LVMH up here . Yes because they can get the product to you without the hassle . What a novel idea. Meanwhile Bloomingdales sales up 5 percent too. Unreal

Approximately 30 customer/customer reps are heading to Sav to discuss "quality issues" with MB and the crew somewhere around November 4-6. When you put lipstick on a pig for a long time, eventually it wears off... Get ready for a fun holiday season....

I received a $25 coupon to AT&T's Brand Store to celebrate "Serve Customers First Week". They have sent me 2 email notifications about it. Initially, I was thinking of getting a T-Shirt or some bottle, but I already have too many AT&T branded items taking up space in my closet that I do not use.

Someone on here suggested buying them and using them as rags for working on my car, but I already bought some neat microfiber cloths that I use on the Tesla. Does anyone have any other ideas? I feel like I am leaving money on the table, but also don't want to bring home junk with me at the same time. I wish it was a coupon somewhere useful. Maybe Lululemon? Please help.

Layoffs are not the only problem as the clients are having a bad experience with this company. Rumors are some services are going to be dropped

Cisco cannot help itself!! They confuse everyone! Especially our ENTIRE CUSTOMER BASE!

Renaming Firewalls, Routers, Switches, FMC, CDO, HyperFabric, NEXUS HyperFabric, Nexus switch, 6000 series switch, ki-l the Catalyst Brand, bring it back, Just Cisco 8000 series…. ISR, Catalyst Router, 8000 Series Cisco Secure Router, Tetration, Cisco Secure Workload, AMP, Cisco Secure Endpoint, Cisco Smart Switch, WCS, Prime, DNA Center, Catalyst Center….DCNM, NDFC and whatever great ideas are next — Impact, GSX….

For the love of G-d people!!! Quit renaming EVERYTHING EVERY TWO YEARS!! No wonder Gartner and everybody else is so D@mn confused at our strategy!!

Pick a name and stick with it! Use actual NAMES! A PRODUCT DESCRIPTION IS NOT A NAME! Tetration was easy to remember and had a nice ring to it. Cisco Secure Workload is a description! Not a name. Everything becomes acronyms when you name products long descriptions.

Cisco Marketing has multiple personality disorder! Straighten it out now Chuck you big lug!

Especially in Starbucks stores located in Seattle and Portland. Not a lot of Customers experience a friendly store vibe walking into the Starbucks stores in Seattle and Portland.

The plan prices are way way too high. The india labor will drive customers away. That is why customers are leaving. They are leaving due to high plan price. The phone plan prices are so large and keep dropping in quality. Each time the company has 8 to 1 india employees, the customers will just leave to another phone carrier.