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Intel Fellow & Wireless CTO Carlos Cordeiro delivered Intel's vision on how Wi-Fi 8 will enable AI. The post Intel @WWC: Intel aims at taking Wi-Fi 8 beyond core benefits to enable AI, better privacy, determinism, & network optimisation appeared first on Wi-Fi NOW Global. View the full article

Which LLMs are crucial for conversions? Get data-driven insights and optimize your AI search efforts for better results. The post ChatGPT vs. Perplexity vs. Gemini: Which LLMs Are Driving Real Conversions? [Expert Panel] appeared first on Search Engine Journal. View the full article

If I had to name my Mount Rushmore of brands seen as quintessentially American around the globe, it would probably be Levi’s, Harley-Davidson, McDonald’s, and Budweiser. While there are an impressive number of iconic American brands—Apple, Coca-Cola, Nike, Google, Amazon, and Walmart among them—only a few have an identity that is also closely tied to the idea of “America” itself. So it should come as no surprise that Budweiser is tapping that identity to simultaneously celebrate America’s 250th, along with its own 150th anniversary. The brand just launched a new spot called “Great Delivery” to start its summer campaign that will also include limited-edition patriotic cans, and the Budweiser Clydesdales hitting the road to bring the mission of its non-profit partner Folds of Honor to communities across the country. Here we see Clydesdale-led wagons packed to the rim with beer making their way across the country to the wild shirtless lyrics, bong-rattling bass, and confident drumwork of Grand Funk Railroad’s “We’re an American Band.” Anheuser-Busch senior vice-president Todd Allen says the goal is to make this summer the most celebrated Budweiser has ever had. “Brands don’t turn 150 years old every year, and our anniversary lining up with America’s 250th birthday gives Budweiser a once-in-a-lifetime moment to celebrate,” says Allen. “When a brand has been part of the fabric of a country for more than half its history, a milestone like this isn’t just a marketing moment, but a chance to celebrate that shared heritage and the people who are part of it.” Allen is absolutely right, and given the occasion, Budweiser should be treating this entire year as one big Super Bowl. But if 2026 is particularly special, here’s hoping the generic look and feel of “The Great Delivery” is just the opening salvo in a summer of more inspiring work. Hot ‘MURICA Summer The year got off to such a great start for Budweiser at the Super Bowl, with the undeniably charming “American Icons,” featuring the budding friendship between a Clydesdale and a bald eagle. If the brand truly does see this year as more than a mere marketing moment, it needs to treat it as such. Sure, patriotic cans are cool, but also something the brand did in 2016 for its 140th anniversary. I’ve got my own Hot ‘MURICA Summer idea for Budweiser. Remember the brand’s epic 2017 Super Bowl spot “Born the Hard Way”? It was a 60-second version of the story behind company co-founder Adolphus Busch’s 1857 journey stateside from Hamburg, Germany, and meeting Eberhard Anheuser. Now that AB InBev has that significant deal with Netflix, let’s get a director like Peter Berg—a master of straddling both Hollywood and brand content—to helm a full-on miniseries based on that same story. One of the best ways to celebrate America today, amid an unprecedented level of political polarization, is to dip back into our shared history. This story has everything: an immigrant’s tale, the American West, the drama of entrepreneurship, and of course, beer. Hey, if they can do it for the House of Guinness, why not the King of Beers? View the full article

Aprecomm continues to expand its services footprint in South America, this time in Brazil. The post AI-based QoE provider Aprecomm lands deal with Brazil’s Nicnet to ‘elevate broadband experience,’ company says appeared first on Wi-Fi NOW Global. View the full article

A recent Washington Post investigation described something called “degree hacking” — students racing through accredited online bachelor’s and master’s programs in weeks rather than years. One woman earned both degrees in 2024 for a combined cost of just over $4,000. Another completed 16 college courses in 22 days. A cottage industry of YouTube coaches and $1,500 consulting packages has sprung up to help people game the system. Academic officials are alarmed. Accreditors are saying they may investigate. Reddit moderators at one university forum have had to create a separate subforum to contain the conflict between regular students and speed-runners. I am not alarmed. I’ve been warning about exactly this dynamic for years. If anything, I’m surprised it took this long. We’ve known this was coming since at least 2018 Back in 2018, I wrote a piece I called “Breaking Up the Degree Stranglehold.” The core argument was straightforward: the four-year college degree had become a blunt instrument — a filter employers used to manage hiring volume, not a reliable signal of whether a candidate could actually do the job. Drawing on research by Harvard’s Joseph Fuller, I pointed out that 67% of production supervisor job postings at that time required a college degree, while only 16% of employed production supervisors actually held one. More than six million jobs were already experiencing what Fuller called “degree inflation.” We weren’t hiring for competence. We were hiring for a credential — and then confusing the two. The costs were enormous and fell hardest on people who could least afford them. Requiring a bachelor’s degree for entry-level work knocked out nearly 83% of Latino candidates and 80% of potential African American candidates. It drove students into debt to obtain credentials that were, in many cases, economically irrational proxies for skills employers weren’t even that sure they needed. The degree had become, as I wrote then, “a handy shortcut” — a one-click filter that reduced the hiring pile without requiring anyone to think harder about what the job actually demanded. The shortcut was always a stand-in Here is the uncomfortable truth at the center of the degree-hacking controversy: employers never really cared about the degree. They cared about what the degree was supposed to represent. What does a bachelor’s degree signal? Loosely, it suggests that a person can manage sustained effort over time, read and write with reasonable competence, show up reliably, and work within institutional structures. It also, especially at selective schools, signals that the candidate has been sorted against a competitive peer group. These are real things. They matter in the workplace. But they aren’t what we’re measuring when we issue a diploma. We’re measuring seat time, credit hours, and completion of a curriculum designed, at its core, around the research interests of faculty rather than the capability needs of employers. The degree is a contract between a student and an institution. The employer is a third party who has agreed, by convention, to treat it as meaningful. When a student completes an accredited competency-based program in eight weeks, they have fulfilled the terms of that contract. The institution says they have demonstrated competency. The credential is technically legitimate. And yet something that employers were treating as a proxy for three or four years of formation and signaling has been compressed into a fraction of the time. No wonder they’re worried. The shortcut just got a shortcut. Both sides are now weaponizing technology What’s happening here follows a pattern that anyone who studies technological disruption would recognize. When a system creates a scarce and valuable signal — in this case, an accredited degree — the people locked out of it will use whatever tools they have to obtain it or replicate it. And the people benefiting from its value will use tools to defend it. We are now in a full-scale arms race. On one side, job seekers are using online learning platforms, competency-based pathways, credit transfers, and AI-assisted coursework to obtain credentials at a fraction of the traditional cost in time and money. One of the students profiled in the Washington Post finished her undergraduate and MBA at Western Governors for under $9,000 — covered largely by her employer and a Pell Grant — while raising a six-year-old and holding a full-time job. She subsequently earned a promotion to a higher-paying role. For her, hacking the system worked. She was richly rewarded for it. On the other side, employers are increasingly turning to AI-powered resume screening, structured skills assessments, and work-sample tests — precisely because they’ve figured out that the degree doesn’t reliably deliver what they thought it did. LinkedIn’s skills-based hiring tools, HireVue’s competency assessments, and a wave of pyschometric screening products are all essentially employers trying to get to the signal underneath the credential. Both sides are making rational choices. The system in between — the degree as a trusted proxy — is being hollowed out from both ends simultaneously. Purdue Global saw the problem clearly enough to stop allowing unlimited concurrent enrollments in its ExcelTrack program in January, citing concerns about “academic integrity and the value of a Purdue Global degree.” That’s one institution trying to defend the signal. But unless most institutions align around a similar standard, individual holdouts simply divert traffic to schools that don’t impose limits. This is a collective action problem, not an individual institutional one. The real fix is hard and nobody wants to do it The degree-hacking phenomenon will not be resolved by accreditors issuing stern inquiries, or by universities capping enrollment speeds, or by hiring managers adding another screening filter. It will persist until we do something genuinely difficult: reconnect what educational institutions actually certify with what employers are genuinely confident represents mastery. Right now, those two things are almost entirely decoupled. An accredited degree certifies that a student completed a curriculum designed by people whose primary professional incentive is research output, not employer-relevant skill formation. The accreditor certifies the institution’s process, not the student’s capability. The employer uses the resulting credential as a signal for things nobody in the chain actually measured directly. What would a real fix look like? It would require employers to define, with much greater specificity, what capabilities they actually need — and to be willing to assess those capabilities directly, rather than outsourcing the work to universities. It would require universities to design curricula around demonstrable competencies, not credit hours. It would require accreditors to evaluate whether graduates can actually do things, not merely whether the faculty had the right publications record. It may even mean changing the nature of incentives at universities to reward transfer of capability to students at least as much as being cited by academic peers. Some of this is happening. Competency-based education, when done rigorously, is a step in the right direction. So is the growing use of employer-designed certifications — think of how Google’s professional certificates have gained traction — and apprenticeship models that keep the learning tethered to real work. But “a step in the right direction” is not the same as a functioning system. Until we establish credible, widely accepted mechanisms for certifying that a student has reached a meaningful level of mastery in something specific — and until employers trust those mechanisms enough to hire against them — we will keep running this same race. The students degree-hacking their way through online programs aren’t the problem. They are a symptom. The problem is a credential infrastructure that was always a proxy, pretending to be a signal. View the full article

Unlock AI visibility through Reddit. Discover how using Reddit strategically can enhance brand credibility and drive sales. The post How Brands Are Increasing AI Visibility By Up To 2,000% [Webinar] appeared first on Search Engine Journal. View the full article

It’s the Thursday “ask the readers” question. A reader writes: Luckily no one in my office is biting anyone, but my formerly pretty-good job has devolved into a toxic mess. I found myself pressing my ear against my wall to try and glean basic (not sensitive or confidential) information I needed to do my job by eavesdropping on a conversation next door. My officemate wasn’t ruffled; instead he grabbed a glass to better hear it, because that was a reasonable reaction to the situation we are in. Obviously we need to get the hell out, and we’re working on it. But in the meantime, I’d love to hear readers share their own behavior that made perfect sense in the context of their office dysfunction … and would be horrifying anywhere else. (And advice on keeping your “normal meter” calibrated among that level of chaos is extremely welcome.) Readers, this is your moment! What dysfunctional behavior did a toxic office drive you to after warping your normal meter? And some related advice: does sharing strategies for dealing with toxic workplaces normalize bad jobs? are you haunted by your last bad job? how can I brace myself for my toxic new job? The post what dysfunctional behavior has a toxic office driven you to? appeared first on Ask a Manager. View the full article

Electric bills are rising in Ann Arbor, Michigan, just like in other cities. But a new city program is starting to install city-owned solar panels and batteries at homes, a move that could save some residents hundreds a year. The first projects are underway now. For residents, it’s a way to get the benefits of solar without the upfront investment. “Any other way, I couldn’t afford to do it,” says Bruce Schauer, age 80, who saw the advantages of adding solar panels and a battery, but wouldn’t have gotten a system otherwise. After his system is installed in the next couple of weeks and starts sending power to his home, he expects to save around $400 a year on his electric bills. “I’ve looked into solar in the past, but the upfront cost is huge,” says Myles Burchill, another resident who will get a system added in the coming weeks. “I would have loved to do it as soon as we moved in. With this opportunity, we don’t own the panels, but we get the benefits of paying lower rates. And if we don’t use all the electricity, the potential for [the local utility] to pay us.” The installations are happening first in a pilot in Ann Arbor’s lower-income Bryant neighborhood, where around 150 homes will add solar and batteries this year. The program will scale to around 1,000 homes next year, and then several thousand per year after that. The pilot is the first step for the city’s new Sustainable Energy Utility, which aims to speed up the grid’s transition to renewable energy. “It’s bringing clean, affordable and resilient energy to residents quickly who need it the most, and who’ve traditionally been left out of the energy transition,” says Shoshannah Lenski, executive director of the Sustainable Energy Utility, also known as A2SEU. Ann Arbor realized that by creating its own power company, it could add clean energy faster than the existing local utility, DTE Energy. DTE doesn’t plan to reach 100% clean energy until 2050 (and includes gas in its definition of “clean”). Instead of building large-scale wind and solar projects—which typically take several years to get approval and be built—the city also realized that it could more quickly create a distributed network of rooftop solar, batteries, and geothermal power throughout neighborhoods. As the program scales up, by buying equipment in bulk, it can negotiate lower costs. (For the pilot, solar panel and battery costs are being covered by a grant.) The city hopes to also negotiate lower costs with installers, who will be able to efficiently work on several homes in a neighborhood at once and avoid marketing costs, since the city will deliver customers. The city can also save on financing. “We can use municipal financing, with its lower cost of capital, to take on debt to install these systems,” says Lenski. Residents who sign up still have accounts with DTE. But the solar panels on their roof will cover their electricity needs first, sending extra power into the batteries for use at night and in cloudy weather. Any extra solar power after that can be sold back to DTE. In some cases, the system may cover nearly all of a household’s energy use. In other cases, it will just shrink the amount of power drawn from the grid. In the pilot, the city utility will charge a flat rate of $75 a month for the service from April to September, when it’s sunniest, and $25 a month over the fall and winter. Since the equipment is owned by the city, there’s no upfront cost. Residents will get solar without adding to their electric bills, and many may end up paying less in total. They’ll also get battery backup if the grid goes down, which has a financial value. “Maybe two, three times a year the power goes out,” says Schauer. “Last year, we lost $250, $300 worth of food.” DTE has raised its rates repeatedly in recent years, and proposed another $474 million rate hike on April 28, two months after its last 4.6% increase went into effect. The utility’s power rates per kilowatt-hour are the highest in the Midwest. While those rates go up, the city is offering guaranteed rates for the next four years. “Relying on renewable energy only, the A2SEU rates will never be subject to the volatility of fuel prices,” Lenski says. The approach is unique, but the city gets calls every week from other communities that are now being to consider doing something similar. “Part of the fun and part of the challenge is that we’re having to write our own playbook as we go,” she says. “We’re really hoping to do this in a way that we can document our learnings and share those with other communities that may want to follow in our footsteps.” View the full article

Chatbots typically don’t have access to real SEO data, so they often make things up and present them as facts. But once you connect AI to real SEO data, it becomes a keyword research tool you’ll wonder how you ever…Read more ›View the full article

Growth in retained and investment portfolios drove gains as the government-sponsored enterprise reported the highest refinancing share seen in four years. View the full article

In most organizations, collaboration between salespeople and developers is only possible with lengthy email chains and constant status update meetings. When a deal depends on development work to go forward, any delays in that collaboration can lose you customers and jeopardize your sales goals. But with Unito’s Jira-Salesforce integration, your teams can work together seamlessly, with all the data they need right at their fingertips in the tool of their choice. In this guide, you’ll learn how to build the Unito flow you need to make this happen. What is a Jira-Salesforce integration? A Jira-Salesforce integration is a piece of software that bridges the gap between these two tools, pushing data between Jira projects and Salesforce workspaces. Some of these integrations are built right into Jira and Salesforce, while others are third-party apps that support hundreds of other integrations. Why integrate Jira and Salesforce? Integrating Jira and Salesforce improves visibility between software teams and salespeople while eliminating manual administrative work (e.g., copying and pasting status updates) and inefficient alignment meetings. Stakeholders in sales and engineering also get better reporting, as data in both Salesforce and Jira can be represented in their dashboards and reports. Common integration approaches Teams working across Jira and Salesforce have a few options when integrating these two tools: Native connectors like Salesforce’s MuleSoft, which have the advantage of being built right into the tools you’re already using. Some come at an extra cost, while others are included in your main tool subscription. Marketplace apps like Appfire on the Atlassian Marketplace, which can vary in their effectiveness and integration depth. Custom API work, which requires using internal development resources or contracting development work out to third parties. Two-way sync platforms like Unito, which sync data back-and-forth in real-time. These platforms can typically be deployed in days, compared to other apps which can take months. Overview Tools: Jira and Salesforce Use cases: Ticket escalation, product management, software development Great for: Sales, customer success, software developers, product managers, RevOps Unito’s two-way sync integration for Jira and Salesforce allows users of any technical background, from product managers to software developers and team leads, to sync Jira issues with Salesforce objects. This integration syncs updates back and forth between both tools, creates new work items, and can even automate repetitive actions. This in-depth guide shows you how that’s done. Use case overview Salesforce is the operations center for your sales efforts, post-sales support, and whatever work needs to happen to get and keep customers. But if you’re selling products and services that require technical work from software developers and other specialists, your sales team will need to tag them in. In most organizations, that happens through a mess of emails, Slack messages, and offline requests. That makes it tough to keep track of what’s happening unless someone manually copies data between Salesforce and Jira. With a Unito integration, you can automatically pair Salesforce cases with Jira issues, streamlining collaboration between these two teams. Setup in Jira If you’re connecting Jira to Unito via OAuth2, then simply follow the on-screen instructions when adding your account for the first time: Not using OAuth2 to connect your Jira Cloud workspace? You’ll have to set your Jira contact email visibility to anyone in your Jira profile page. Then, you’ll have to set up an application link in Jira to sync your issues to Salesforce. If you’re connecting an on-premise Jira Server instance to Unito, you’ll need to follow this guide. You can also use ngrok to connect Jira Server to Unito. Step 1. Connect Salesforce and Jira to Unito Go to the Unito App and click +Create Flow. Click Start Here to start connecting Jira and Salesforce. Choose the accounts you want to connect. When you connect a tool for the first time, you’ll need to authorize it in Unito so your work items sync over properly. Here’s what the tool connection screen in Unito looks like once you’ve connected Jira and Salesforce. If you ever need to connect more Jira projects to Salesforce, you can just duplicate this flow once it’s done, modifying it as needed. Step 2. Set a flow direction between Jira and Salesforce In Unito, flow direction controls where new work items are created. In this case, that means Jira issues and Salesforce cases. When setting flow direction, you have three options: 2-way, which creates new Salesforce cases and Jira issues to match work items created in either tools. 1-way from Salesforce to Jira, which creates new Jira issues to match Salesforce cases you create manually. Creating Jira issues manually won’t create new Salesforce cases. 1-way from Jira to Salesforce, which creates new Salesforce cases to match Jira issues that are created manually. Creating Salesforce cases manually won’t automatically create new Jira issues. Note that this only affects the creation of work items, not the direction of updates for individual fields (e.g. due dates, assignees, comments). Even if you create a 1-way flow, you can tailor the flow direction of individual fields in the last few steps of this guide. Step 3. Set rules to sync specific Jira issues and Salesforce cases Think of rules like filters. They allow you to tailor your flows so only some work items get synced between Salesforce and Jira. For example, you could decide to filter out any Jira issues with a certain status (like Completed) or a specific label (like Level 1 for a support ticket). To start creating a rule, click Add a new rule. From there, you can choose what will trigger that rule and what will happen when it is triggered. You can learn more about setting rules here. Step 4. Map fields for your Jira-Salesforce sync When it’s time to map your fields, you have two options. Click Map automatically to let Unito do all the work for you — which works for most use cases. If you want more precise control over your mappings, you can click Map manually to start mapping fields from scratch. Note that even if you let Unito map your fields automatically, you can customize them after. If you map your fields automatically, you’ll see something like this. You can click +Add mapping, then Select a field to sync additional fields. Unito will automatically suggest compatible matches for any field you add through a drop-down menu. Fields with cog icons can be customized further (e.g. linking specific labels between apps). Step 5. Launch your Jira to Salesforce integration That’s it! You’ve built your first flow and you’re ready to launch. Once you do, Unito will automatically sync Jira issues with Salesforce cases, keeping all fields updated automatically. Any questions? Don’t hesitate to reach out to our team by clicking the chat bubble in the lower-right corner of your screen! Ready to optimize your software projects? Meet with our team to see what Unito can do for your workflows. Talk to sales Common use cases for Jira-Salesforce integration Teams collaborating across Jira and Salesforce usually start using integrations to cover one or more of these popular use cases: Ticket escalation: Support agents in Salesforce can’t always resolve the tickets sent to them. When they need to escalate a ticket to developers, crucial context often disappears in the gap between the two tools. That’s why the team at Anderson Business Advisors uses Unito to triage and dispatch tickets in Salesforce to developers in Jira. Sales-to-engineering handoff: When sales reps close a deal that requires custom development, a Salesforce opportunity needs to turn into a Jira epic so developers can plan work with full context. Unito can automatically create the new Jira epic and keep everything in sync across the two tools, including comments and questions from developers. Product release coordination: Salespeople don’t always have visibility on product features as developers work on them in Jira. A Unito integration can turn a shipped feature in Jira into a status update pushed to Salesforce, so the sales team knows what to promote in conversations with prospects. Cross-team reporting: Sync Jira sprint data to Salesforce dashboards or sync data from both Jira and Salesforce to a spreadsheet so leaders can get better visibility on software projects and how they contribute to revenue. FAQ: Jira-Salesforce integration What Salesforce objects can I sync with Jira? Unito can sync Jira issues with Salesforce opportunities, tasks, contacts, leads, and cases. Each Unito flow syncs one type of object for each tool. How long does it take to implement a Jira-Salesforce integration? The time it takes to integrate Jira and Salesforce depends on the integration platform you use. Pre-built connectors like Salesforce Connector for Jira can be deployed in a few weeks, though more complex iPaaS (integration platform as a service) platforms can take months. Unito’s two-way sync can be deployed within a few hours, whether you have technical knowledge or not. Why should I integrate Jira with Salesforce? Integrating Jira with Salesforce allows salespeople and development teams to collaborate more effectively. Whether it’s for planning Jira sprints with context from Salesforce or giving salespeople more visibility on product launches, integrations eliminate manual copying-and-pasting and constant status update meetings. What workflows does Unito’s Salesforce-Jira integration support? Unito’s Salesforce-Jira integration can support a number of workflows, including: Ticket escalation Software development Project management AI agent integration Time tracking and billing Record syncing Which Jira versions does Unito support? Unito supports Jira Cloud, Jira Server, and Jira Service Management. Can I sync custom fields between Jira and Salesforce? Yes, Unito supports syncing custom fields in both Jira and Salesforce. You can map them with other custom fields or standard fields. Is Unito’s Jira-Salesforce integration bidirectional? Yes, Unito’s Jira-Salesforce integration is a bidirectional sync by default, turning Salesforce items into Jira work items and vice-versa. Data from both tools also moves back and forth, meaning everyone has access to the same context, no matter where they’re working from. How does Unito handle Salesforce API limits? Salesforce limits API access to some plans, meaning that Unito integrations will only work if you use one of these Salesforce plans. Unito flows don’t usually hit Salesforce’s rate limits. Do I need admin access to set up the integration? You’ll find a full list of permissions you need to sync Salesforce in this Unito documentation. You don’t necessarily need admin access, but you will need API access, edit rights on any field included in your flow, access to custom fields included in flow, view all data permissions. To sync Jira data with Unito, you’ll need both project-based and issue-based permissions. You’ll find a full list of these permissions here. What happens to synced data if I disconnect the integration? Unito doesn’t delete any of your data, so even if you disconnect an integration, you won’t lose any of the work items it’s created. Unito just won’t sync any new information. View the full article

The soccer coach had blocked himself from sportsbooks by the time he found prediction markets. The tax accountant said he “got the same high” on those platforms that he got from gambling. “That was how I relapsed — with Kalshi and Polymarket. I lost a bunch of money.” The rapid growth of prediction markets has sparked a high-stakes debate that is playing out in courts and legislatures all over the country. Operators of those companies believe they should be regulated like the stock exchange because of federal law and their customer-to-customer structure, while sportsbooks and state officials think they should be supervised the same way as sports gambling platforms. While that argument continues with no sign of resolution, the clinicians who treat gambling disorders are more concerned about what they are seeing with their patients. In their spaces, when it comes to sports gambling and prediction markets, the end result is virtually the same. Two gambling addicts who spoke to The Associated Press — the soccer coach and tax accountant — say they had relapses on prediction markets after they took legal action to protect themselves from the allure of sports betting. They are being identified by their occupations because of the sensitivity of their situations. Their stories reflect what experts say they see with some of their clients. “There may be real differences in how these products are defined or regulated, but in the therapy room, we are often seeing the same cycle of anticipation, action and reaction play out again and again,” said Dr. Cynthia Grant, the vice president of clinical for Birches Health, which operates a national network of providers for treating gambling addiction. “I sometimes think of it like different doors into the same room. The label on the door may change, but once someone’s inside, the experience can feel very familiar.” The road from sportsbooks to prediction markets Sportsbooks and prediction markets offer a lot of similar options. Wagers on games, individual performances and other possibilities. But the format is different. Sportsbooks have in-house experts who set odds that dictate payouts for winning bets. It’s the house versus the gamblers. Traders on predictions markets swap contracts of yes-or-no questions, and profits and losses are dictated by the market. Win a “yes” holding on an event contract where most of the market guessed “no,” and the payout is bigger. Prediction markets generally make money through fees on contracts. For addicts, they are two paths to the same result. The soccer coach who spoke to the AP started gambling when he was 16. Small bets against friends in his New York neighborhood, everything from cards to basketball and tennis. When he turned 18, he started going to casinos and making bets at sportsbooks. Amid mounting losses, he turned to prediction markets. “I would be in all this debt and get a paycheck for $2,000 on a Friday and it would be gone by Saturday or Sunday,” said the coach, 21. “I wouldn’t have money to fill up my gas tank.” He was struggling with loans and maxed-out credit cards while working and going to college before he stepped away in January to confront his addiction problems, which also included smoking marijuana. He joined Gamblers Anonymous, and he was told he had to stop associating with people who gamble. “For a younger crowd, that’s difficult because it’s everywhere,” the coach said. “My friends from childhood — most of them all gamble.” The coach and the tax accountant had formally self-excluded from sportsbooks before they started trading on prediction markets. Self-exclusion programs provide an opportunity for gamblers to ban themselves from gambling facilities and betting apps. They are offered in many states as part of gambling regulations, but there is no widely adopted national system. The landscape for self-exclusion programs becomes even more fragmented when predictions markets are included. Kalshi started a voluntary opt-out program when it launched a customer protection hub in March 2025, and it’s one of several platforms — including Polymarket — collaborating on a national self-exclusion program for prediction markets. But it’s not clear if that program would ever overlap with the systems used by state gambling regulators. The accountant, 33, said his gambling problems started after New York launched legalized mobile sports betting in January 2022. He had “a boatload of debt” in August 2023 when he told his then-fiancée about what was going on with him. She married him anyway. Looking to save money after the wedding, they moved into a rental house owned by his parents. He self-excluded from sportsbooks. Then, after the couple lost their first pregnancy, the accountant started day-trading before signing up for Kalshi. “Prediction markets are the same thing packaged in a different way,” the accountant said. “It’s a dangerous loophole. … How can you do all that and say you’re not a sportsbook?” Tennis was his go-to sport — he liked the speed of the matches — before he went to rehab in Virginia last year. He had a relapse in December when he downloaded Polymarket and made a free $10 wager. He was confronted by his wife, who had his email connected to her phone and reached out to his sponsor. While there has been no substantive research into the effect of prediction markets on sports gambling addiction, the experiences of the coach and the accountant are not uncommon for treatment experts. “You’re seeing a lot of the same behaviors, whether it’s a prediction market or it’s gambling,” said Jody Bechtold, the CEO of The Better Institute, a Pennsylvania practice that works with people impacted by gambling disorders. “You’re seeing, you know, wagering more and more. Chasing losses, so ‘Oh, today was a bad day, I have to work tomorrow at the prediction markets to get my money back.’ … The lies, the secrecy, and that it’s impacting everyday life.” Kalshi spokeswoman Elisabeth Diana highlighted its programs for responsible trading — such as trading breaks and self-limits — and said it’s working on other measures to further facilitate healthy trading behavior. Compared to casinos, Diana said, Kalshi is “fairer, more transparent, and less predatory.” “There is no house that wins when customers lose,” she said. “This means that Kalshi doesn’t hook losers and penalize winners.” A message was left seeking comment from Polymarket. Event contracts are increasingly popular on prediction markets Sports have become a major category for prediction markets. Kalshi had more than $2 billion in total trading volume on this year’s NCAA men’s basketball tournament, according to Diana. Michigan’s 69-63 victory over Connecticut in the championship had $10.6 million in volume on Polymarket. The U.S. market for sports-focused event contracts could grow to approximately $1.1 trillion in annual volume, according to a Bank of America report. “A year ago, if you said prediction markets, I mean I don’t know what that is, I don’t see it,” said Dr. Timothy Fong, the co-director of the UCLA Gambling Studies Program. “Now we’re starting to see it more and more in our patients that come into the clinic. And it’s usually not one, it’s multiple platforms they’re betting on, right? … When you have something that’s available, that’s accessible, that’s anonymous, is super easy to use, multiple times in a day, of course that’s going to raise the risk of addiction for any human on Earth.” There are multiple ongoing lawsuits involving states and prediction markets, and the ramifications of the legal dispute are being felt on a variety of levels. Marlene Warner, the CEO of the Massachusetts Council on Gaming and Health — a private nonprofit health organization that provides educational programs on gambling along with other services — said the situation with prediction markets “feels a bit like the wild, wild west right now.” “We’re very used to like going to our state regulator or, you know, seeing a process go through where all of a sudden now you’re like, ‘OK, a piece of legislation has outlined what is appropriate for a licensed sports betting operator to do,'” Warner said. “And then you see the regulation come into place. And so you can track it. But right now, nobody knows kind of what the limits are.” In most states with legal sports gambling, it is limited to ages 21 and older, while prediction markets are open for 18- to 20-year-olds with some exceptions. Prediction markets also have a presence in states where sports betting is illegal, including Texas and California. “I don’t know enough frankly, we don’t know enough, nothing’s been studied about them, I can’t tell you whether they’re more less or exactly the same in terms of risk level,” Warner said. “But what I do know is they’re in a very gray, unregulated space and that alone makes it difficult.” Prediction markets fall under the jurisdiction of the federal Commodity Futures Trading Commission, which has a regulation that prohibits an event contract “that involves, relates to, or references terrorism, assassination, war, gaming, or an activity that is unlawful under any state or federal law.” CFTC chairman Michael Selig is backing prediction markets in their legal proceedings against several states, asserting the commission’s “exclusive jurisdiction over these markets.” While that argument continues, the soccer coach and tax accountant are rebuilding their lives — while doing their best to stay vigilant with their addictions. “You have to face this stuff or it just keeps getting worse,” the coach said. AP sports: https://apnews.com/sports The Associated Press receives support from Charles Schwab Foundation for educational and explanatory reporting to improve financial literacy. The independent foundation is separate from Charles Schwab and Co. Inc. The AP is solely responsible for its journalism. —Jay Cohen and Cora Lewis, Associated Press View the full article

In this political climate, corporate sustainability initiatives are not always a popular topic of conversation. But even though they are less visible, with companies greenhushing, sustainability commitments and actions are continuing—and in some cases growing. We asked our Fast Company Impact Council members how their approaches to sustainability have changed in the last year. Six leaders shared positive changes and thoughtful tactics their companies were taking. Some efforts are internal, some are external. But all are intentional. 1. B CORP CERTIFICATION We achieved B Corp certification last year for our Philadelphia location, which was a culmination of 15 months of work to improve every aspect of our business to align with positive environmental and social impact. In that process, we developed clear metrics and measurement methodologies around waste and emissions reduction and codified community engagement initiatives. — Bo Zhao, Baby Gear Group 2. SUSTAINABLE CONFERENCE Engage for Good’s annual conference is our biggest event and we’ve tried to make sustainability a series of practical choices rather than a slogan. We’ve moved away from printed agendas in favor of digital materials through our event app, encouraged speakers to share resources electronically, and worked with venues that prioritize water conservation and other sustainability efforts. Even small decisions, like offering strong vegetarian options, can meaningfully reduce the footprint of a large event. — Muneer Panjwani, Engage for Good 3. EXTERNAL APPROACH Our company was founded 75 years ago on a commitment to be forever 100% PVC-free. So in many ways there’s been no change internally, as we continue to champion more sustainable practices as the foundation of who we are. What has changed is our external approach. We’ve evolved our focus to creating and being part of industry-wide coalitions to raise awareness and promote education on the built environment’s significant impact on our ecosystem, inspiring tangible change and action on a wider scale. — Gordon Boggis, Carnegie 4. EMBED SUSTAINABILITY INTO OPERATIONS We’ve shifted from treating sustainability as a standalone initiative to embedding it into how we actually work. Being 100% remote, our globally-distributed team operates across time zones by design, which means less travel, fewer offices, and a delivery model that’s inherently lighter. The focus now is on removing waste from every process rather than layering sustainability on top of existing ones. — Peter Smart, Fantasy 5. BETTERMENT INTELLIGENCE We have evolved beyond passive sustainability toward what we call “betterment intelligence.” In the past year, we’ve integrated AI-first tools to simulate the long-term social impact of branding decisions before they are executed. As a Certified B Corp with a record score of 110.4, we no longer view sustainability as a departmental initiative, but as the primary standard of brand survival. Whether it’s branding the first smart farm in Mongolia or metropolitan identities in Busan, South Korea, our approach now demands that commercial success and social betterment are mathematically inseparable. — Sooyoung Cho, the bread and butter brand consulting LLC 6. COMMUNICATION AND TIMELY TOOLS In light of AI’s impacts on sustainability, we’ve reinforced actions to take a firmer stance and communicate this to employees and clients. We invested in local hardware to run as much of our generative platforms as possible. With full control, we closely monitor usage and right-size it for our 1,250-person firm. We’re also investing more in our sustainability and resiliency center as a growth engine, paired with responsible design including eco-friendly water re-use systems for data centers. It’s about being responsible, balanced, and providing timely tools while driving stewardship. — Mike Sewell, Gresham Smith View the full article

Google’s Preferred Sources now supports all languages, not just the English language. “Preferred Sources is now rolling out globally in all supported languages,” Google wrote on its blog this morning. “This feature gives you more control over the news you see on Search by letting you choose the outlets and sites you want to appear more often in Top Stories,” Google added. In December, Google rolled out preferred sources globally but it only supported English. Now it supports all languages globally as well. Stats. Google added some interesting data including: “Readers are twice as likely to click through to a site after marking it as a Preferred Source” “People have already selected over 200,000 unique sites — from niche local blogs to global news desks” Preferred Sources. Preferred Sources let searchers star publications in the Top Stories section of Google Search, and Google uses that signal to show more stories from those starred outlets. The feature entered beta in June, rolled out in the U.S. and India in August, and is now expanding globally. How it works. You click the star icon to the right of the Top Stories header in search results. After that, you can choose your preferred sources – assuming the site is publishing fresh content. Google will then start to show you more of the latest updates from your selected sites in Top Stories “when they have new articles or posts that are relevant to your search,” Google added. More details can be found over here. Why we care. Traffic from Google Search is hard and if you can get your readers, loyal readers, to make your site a preferred source, that can help. Google said those users are twice as likely to click, which can help drive more traffic. So add the preferred source icon to your site and encourage users to sign up. You can make Search Engine Land a preferred source by clicking here. View the full article

Deliberate experimentation can unlock value—without creating costly mistakes. Accounting ARC With Liz Mason and Byron Patrick Center for Accounting Transformation Go PRO for members-only access to more Center for Accounting Transformation. View the full article

Deliberate experimentation can unlock value—without creating costly mistakes. Accounting ARC With Liz Mason and Byron Patrick Center for Accounting Transformation Go PRO for members-only access to more Center for Accounting Transformation. View the full article

The difference between a 2% margin and a 20% margin increasingly comes down to whether you’re renting attention or owning the answer. For years, search rewarded the ability to buy visibility. That model is weakening. As AI systems increasingly resolve queries without a click, the value shifts from traffic acquisition to answer formation. When you move from buying clicks to engineering answers (i.e., structuring content so it can be surfaced, cited, and trusted by AI systems), you change what you own. Instead of renting placement, you build answer equity: durable inclusion in the outputs that shape decisions. The goal isn’t to turn off paid search. It’s to stop relying on it as your primary source of demand. Over time, this can lower acquisition costs and reduce volatility, because you’re not competing for every impression. An atomic sandwich To operationalize this shift, you need a content structure that maximizes what AI systems can extract. Think of it as an “atomic sandwich.” An atomic sandwich content structure shifts the focus from chasing traffic to maximizing intent density. Here’s how: The atomic fact (top bun) Most organizations treat their search budget like a high-interest payday loan. You keep pouring cash into the paid bucket for that immediate hit of traffic, and it feels like you’re winning. But the moment you stop feeding the meter, your brand disappears. The forensic proof (the meat) For many organizations, this isn’t just marketing inefficiency — it’s an organizational risk. In the emerging Answer Economy, your rented audience is evaporating. Data from Seer Interactive (Sept 2025) shows paid CTR on informational queries has dropped 68% when Google’s AI Overviews are present. You’re not just paying for clicks. In many cases, your paid traffic contributes to awareness that AI systems can later satisfy without requiring a click. The structural directive (bottom bun) The “box” has changed. Here’s the structural leak in your balance sheet: to survive 2026, you must stop buying a crowd and start engineering the answer. If your brand isn’t among the trusted sources behind the machine’s answer, your visibility — and influence — shrinks significantly. The new “box”: From librarian to forensic auditor We’ve moved from a search engine that directs users to a generative engine that validates information. Every dollar you spend on ads to cover a lack of E-E-A-T is money you’re burning. The data is clear: appearing in search results is no longer a viable model on its own. The organic collapse: A SISTRIX (March 2026) analysis found that when an AI Overview is present, position 1 CTR drops from 27% to 11% — a 59% decline. The global impact: Ahrefs (Dec 2025) found AI Overviews correlate with a 58% lower average CTR for the top-ranking page. The goal is no longer just to rank in search, but to be consistently included among the sources AI systems rely on. Without trust, you’re paying for ghost impressions. In the old box, you could survive by being loud. In the new box, you survive by being certain. The search addiction cycle (why your org can’t quit) Most companies are in organizational denial. You see the cost of rented clicks rising and quality falling, but you’re too afraid to stop because you’ve neglected your information architecture and have no foundation. That’s a balance sheet liability. Stage 1 — the vanity hit: early paid search wins made you feel like a genius. You mistook traffic volume for business health. Stage 2 — tolerance building: As the Answer Economy evolved, keywords got more expensive. Instead of fixing structural integrity, you upped the dose. Stage 3 — the context-debt overdose: You’re paying for zombie facts — content an AI can summarize in seconds. Zero-click searches have surged to 69%. Your expensive awareness is consumed for free by AI. Stage 4 — total dependency: Your marketing manager becomes a budget operator rather than a builder of durable demand. They aren’t building answer equity; they’re managing cash transfer to Google. The forensic intervention: The 7-point organizational health check Use this checklist in your next review to find where your Answer Equity is leaking. The Information Gain test: Ask Gemini to summarize your page. If it adds nothing beyond common results, you’re in violation of Google’s Information Gain patent. You have a zombie fact with zero value. The entity audit: Does your brand have a verified Google Knowledge Graph ID? Without it, you’re not an asset — you’re just text. Source of ground truth: Are you cited in AI Overviews? BrightEdge (Sept 2025) shows that without a citation, your visibility is effectively zero. The faucet test: If you cut PPC spend by 20%, does lead volume drop 20%? If so, you have no foundation — you’re renting revenue. Schema and provenance: Are you using Schema.org/Person to link experts to your brand? Unverified content is untrusted noise to a retriever. The “meat” ratio: Review your top 10 posts. Do they include primary research? If not, they’re fodder for the AI’s top bun with no reason to click. Machine-readable graph adoption: Is your team moving toward W3C RDF-star (RDF 1.2) or ISO/IEC GQL standards? These are the 2026 blueprints for verifying Answer Equity. The recovery plan: From rented clicks to owned authority 1. Purge the zombie facts (the information gain protocol) Stop rewarding word count. Every piece of content must deliver a “meat” layer — information gain a retriever can’t synthesize from the rest of the web. That’s how you reclaim your margins. Dig deeper: Information gain in SEO: What it is and why it matters. 2. Build your “E-E-A-T engine” (the trust infrastructure) Stop treating schema as a technical extra. It’s your trust score on the digital exchange. Ensure your authors have strong provenance so AI retrievers can instantly crawl and confirm your expertise. Dig deeper: Decoding Google’s E-E-A-T: A comprehensive guide to quality assessment signals. 3. Measure ‘intent density’ (the scoreboard shift) If your traffic drops but lead quality holds, you’re winning. Focus on users who bypass the summary because they need the deep, forensic expertise only you provide. Dig deeper: Measuring zero-click search: Visibility-first SEO for AI results. The final shift: Building your answer equity The shift from renting an audience to owning the answer is the most significant strategic pivot your organization will make this decade. It moves you from a marketing expense to a balance sheet asset. The paid trap offers a temporary high but leads to a fiscal dead end. Every dollar spent there is consumable — used once and gone when the auction ends. When you move that capital into your information infrastructure, you stop paying for the privilege of being ignored. You start building a digital entity that owns its facts, earns trust, and controls its future in the Answer Economy. Your first step: don’t boil the ocean. Take your top-performing paid landing page and run the seven-point health check. If it’s a “zombie fact” environment, engineer information gain back into the page. Stop asking for a ranking report; start asking for an entity audit. The 2026 organization isn’t defined by how much it spends to rent an audience, but by how much it proves it owns the answer. You have the blueprints. You have the data. Now stop funding the payday loan and start building answer equity. View the full article

It’s not just you. Workplace stress is at a breaking point and starting to manifest in some alarming ways. Overstressed workers are now crying, having panic attacks, and even using substances to cope with work stress while on the job in strikingly high numbers. A new report from Modern Health, a mental health platform offered as an employee benefit, surveyed on a random sample of 1,000 workers at companies of 250 or more employees. It found that employees are deeply stressed, feel largely unsupported, and that it’s all bubbling over to the point that it’s impacting their behavior at work. For many workers, AI fears are driving their stress levels. Two-thirds say AI has raised the bar in terms of what’s expected of them day-to-day and 64% say their stress has ticked up as a result. One in four employees say that AI is actually harming their mental health. The stress is changing the way employees show up at work: 63% report using alcohol, THC, or prescribed pharmaceuticals to unwind once they are home for the day. A staggering 52% said they’ve used substances at the office over the past year. Employees are also having more meltdowns than they did just a year ago. Per the report, 51% of employees said they’ve cried at the office within the last 30 days alone. That’s up 12 points from last year’s survey. Likewise, 52% say they’ve experienced an anxiety or panic attack at work. Often, this is the result of employees feeling bogged down with work but unable to set boundaries or take breaks. Case in point, 72% said they felt pressure to work through their mental health strains (up 10 points from the previous year). The same number said their employer prioritizes productivity over wellbeing. And over half (57%) said they felt pressure to respond to work messages outside of work hours. When employees feel like they can never log off, the lines between what they bring home and what they bring back to work get very blurred. As such, workplace stress is reshaping behavior in ways employers can’t afford to ignore. View the full article

Here is a recap of what happened in the search forums today, through the eyes of the Search Engine Roundtable and other search forums on the web. Google and Microsoft reported earnings...View the full article

In the basement of an Emack & Bolio’s ice cream shop in Midtown Manhattan, six batteries—each about the size of a toaster oven stood on its side—are plugged into the wall, connected right to the breaker box. Those batteries will charge during off-peak electricity times, when power is cheap. When energy demand increases and power prices go up, the batteries will discharge, keeping the freezers running and lights on while cutting the business’s utility costs. The batteries are from David Energy, a New York City-based startup energy provider. David Energy provides batteries to businesses for free, and then uses its software platform to manage when they draw and discharge power. It’s a unique solution that has the potential to lower businesses’ electricity bills while also easing overall demand on the power grid, which makes it more reliable for everyone. An aging grid increases costs David Energy’s ultimate mission is to have a power grid that runs 100% on clean energy, but especially in a city like New York, not every building, business owner, or tenant can access solar power directly. In the meantime, plug-in batteries—which can connect to a standard wall outlet and don’t require any electrical work to get up and running—can be an easy, low-lift solution to reduce energy demand and decarbonize a business’s operations. “The grid is aging, and a big reason why [utility] bills are going up is the infrastructure itself,” says David Energy cofounder and CEO James McGinniss. “More than half of most of our customers’ bills is just the cost of delivering the power, and we want the grid to continue to be reliable while still being affordable.” Over the last five years, electricity costs in New York have gone up nearly 37%, according to the Chamber of Commerce. For business owners who have felt that squeeze, David Energy promises at least a little relief. “We promise a customer that we will charge them less than what they would have paid the utility had we not been their supplier, as long as we can install on-site, plug-in batteries,” McGinniss says. “That value proposition to the customer is ultimately saving money on their power bills.” The company says it’s consistently delivering about 5% savings to customers, though that can vary based on power demand. Depending on the size of the storefronts, and how many locations a business has, that could mean hundreds to thousands of dollars off their electricity bills annually. Easing strain on the power grid Emack & Bolio’s only received the batteries a few weeks ago, and so hasn’t been able to track savings yet. But owner Neil Glaser is excited about the potential savings, especially in the summer. Glaser also likes the climate benefit. He also owns a Brooklyn location of the ice cream chain that has solar panels, but the Manhattan location lacked enough sunlight to make that tech viable. “We’re very green oriented, and always have been,” he says. “We’re always looking at ways to draw less from the grid and cut our energy costs, because we have freezers running 24/7.” Before being contacted by David Energy, Glaser hadn’t known personal plug-in batteries were an option. New York City fire and building codes prevent small buildings from having their own solar batteries, like a Tesla Powerwall, but plug-in batteries skirt those complexities. Plug-in batteries only power the store directly; they aren’t large enough to export power to the grid. But they can still provide broad grid benefits. When demand peaks, particularly during hot summer days, utility provider Con Edison often asks customers to lighten their electricity use and turn off appliances to ease the strain on the grid. If businesses can shift their power needs to plug-in batteries, that means less of a chance for a blackout—which is always a big concern for an ice cream store, Glaser notes. The potential of plug-in batteries and solar David Energy’s small batteries fit easily into cramped New York City retail spaces. And again, because they just plug into the wall, there’s no landlord approval needed. If a business closes or moves, the startup can collect the battery and install it somewhere else. The battery program launched in December 2025, and already David Energy has more than 1,000 batteries (representing more than 2,000 kilowatt hours of power) contracted with customers, with hundreds already installed and connected. Those batteries are dispersed among more than 80 customers (many of which have multiple batteries on site) spanning all sorts of retail businesses—restaurants, gyms, coffee shops, spas, and soon, laundromats. Big chains like Domino’s, Beard Papa’s, and Barry’s, and local ones like Black Seed Bagels, are among David Energy’s customers. In the future, David Energy hopes to provide solar to customers as well, but McGinniss is still excited about the potential of plug-in batteries alone. They’re a somewhat new technology, particularly to the United States. McGinniss learned about them from Germany, which started rolling out both plug-in batteries and plug-in solar—also called balcony solar, a similar tech that is gaining support across the country—after the 2022 Russian invasion of Ukraine. “Access to solar and batteries is just growing exponentially because of this new plug-in form factor,” he says. The plug-in phenomenon that has gained traction across Europe is starting to come stateside, he adds, “where people are turning to this really novel, new class of technologies to say, ‘my bills are getting out of control and [this is] really simple to use.’ And we’re helping lead the charge there.” View the full article

Learn how to use six Semrush tools to monitor AI Overviews, track brand citations, benchmark competitors, and improve your visibility across AIOs. View the full article

Tracking key customer retention metrics is crucial for grasping your business’s health and growth potential. Metrics like Customer Retention Rate (CRR) reveal how well you’re keeping customers over time, whereas Repeat Purchase Rate (RPR) indicates the frequency at which they return. Moreover, monitoring Customer Churn Rate helps identify those who stop using your service. Comprehending these metrics can guide your retention strategies, but there are more factors to reflect upon. Key Takeaways Customer Retention Rate (CRR) measures the percentage of customers retained over a specific period, indicating loyalty levels. Repeat Purchase Rate (RPR) tracks the percentage of existing customers making additional purchases, reflecting customer satisfaction and product appeal. Customer Churn Rate quantifies the percentage of customers who discontinue using a service, helping identify retention issues early. Customer Lifetime Value (LTV) estimates the total revenue expected from a customer throughout their relationship with the business, guiding marketing strategies. Net Promoter Score (NPS) gauges customer loyalty by measuring the likelihood of customers recommending the business to others. Understanding Customer Retention Metrics Comprehending customer retention metrics is crucial for any business aiming to cultivate loyalty and drive revenue growth. Key metrics include Customer Retention Rate (CRR), which measures the percentage of customers retained over time. You can calculate CRR using the customer retention rate calculation formula: ((End number of customers – New customers gained) / Starting number of customers) x 100. Furthermore, the Repeat Purchase Rate (RPR) shows how many existing customers make further purchases, with an average of 28.2% across industries. The Customer Churn Rate indicates customer loss, ideally between 3% and 8% for SaaS businesses, whereas Customer Lifetime Value (LTV) estimates the total revenue a customer generates during their relationship with your company. Regularly monitoring these retention KPIs informs improvement strategies. Importance of Customer Retention Metrics Grasping the significance of customer retention metrics is crucial for any business looking to nurture long-lasting relationships with its clientele. Recognizing the importance of customer retention not only aids in evaluating your business’s effectiveness but furthermore improves your overall profitability. Here are three key points to contemplate: High retention rates indicate satisfied customers, leading to increased loyalty and revenue. Retaining existing customers is considerably more cost-effective than acquiring new ones, with acquisition costs being 5 to 25 times higher. Monitoring customer retention KPIs, like Churn Rate and Customer Retention Rate (CRR), allows you to identify dissatisfaction early and improve customer experiences. Customer Retention Rate (CRR) The Customer Retention Rate (CRR) is a crucial metric that quantifies the percentage of customers a business retains over a specific period. To calculate the customer retention rate, use the formula: ((End number of customers – New customers gained) / Starting number of customers) x 100. A CRR of 95% is considered good for SaaS companies, reflecting strong customer loyalty and satisfaction. Monitoring retention metrics like CRR over time helps you identify trends and potential issues in customer experience that may lead to churn. If your CRR is low, it may signal problems in the purchasing or product usage process, prompting you to investigate customer needs and feedback for improvement. Repeat Purchase Rate (RPR) The Repeat Purchase Rate (RPR) is an essential metric that measures the percentage of your existing customers who make additional purchases, calculated by dividing the number of customers who bought more than once by the total number of customers. Comprehending your RPR is imperative for nurturing customer loyalty, as a higher rate often leads to increased revenue, considering that existing customers typically spend considerably more than new ones. Calculation Methodology Explained Calculating the Repeat Purchase Rate (RPR) is essential for comprehending customer loyalty and identifying effective retention strategies. To measure RPR accurately, you can use the following client retention formula: Identify the number of customers who made more than one purchase during a specific timeframe. Determine the total number of customers within that same timeframe. Apply the formula: (Number of customers who made more than one purchase / Total number of customers) x 100. Importance for Loyalty Grasping the significance of the Repeat Purchase Rate (RPR) is vital for businesses aiming to improve customer loyalty. The RPR measures the percentage of existing customers who make additional purchases, calculated as (Number of customers who made more than one purchase / Total number of customers) x 100. On average, RPR across industries stands at 28.2%. High customer retention rates are found by analyzing RPR, which indicates greater customer satisfaction and engagement. When RPR is low, it could signal issues with product quality or customer service, making it imperative to investigate. Comprehending why customer retention is important allows businesses to implement targeted strategies, enhancing overall customer experience and boosting loyalty through improved retention rate definition measures. Customer Churn Rate Customer churn rate measures the percentage of customers who stop using your service during a specific period, and calculating it’s crucial for comprehending customer retention. You can determine your churn rate using the formula: (Number of customers who left / Total number of customers at the start of the period) x 100. Identifying the causes of churn, such as dissatisfaction or unmet expectations, allows you to implement effective strategies to reduce it and improve customer loyalty. Churn Rate Calculation Comprehending churn rate calculation is vital for evaluating customer retention effectiveness within your business. The churn rate reflects the percentage of customers who leave during a specific period. To calculate it, use the formula: Identify the number of customers lost during the period. Determine the total number of customers at the start of that period. Apply the formula: (Customers lost / Total customers at start) x 100. This metric provides valuable insights into user retention metrics. When you know how to find customer retention rate, you can effectively measure retention rate and identify trends over time. A good churn rate for SaaS businesses typically ranges between 3% and 8%, and regular tracking can uncover underlying issues affecting customer loyalty. Causes of Churn Comprehending the causes of churn is essential for any business looking to improve customer retention and boost overall performance. A churn rate between 3% and 8% is typically healthy for SaaS companies, but higher rates can signal serious issues. Common causes of churn include poor customer support, insufficient product value, and competitive offerings. To effectively address these issues, you must regularly monitor client retention metrics, as they highlight trends and patterns in customer behavior. Gathering customer feedback through surveys can provide insights into why customers leave, helping you understand how do we measure retention. By identifying these underlying reasons, you can develop targeted strategies to improve customer satisfaction and reduce churn effectively. Reducing Churn Strategies To effectively reduce churn, businesses must implement targeted strategies that address customer dissatisfaction and improve overall experience. Focusing on customer feedback is crucial; it helps identify pain points and areas needing improvement. Here are three effective strategies: Regularly Collect Feedback: Use surveys and session replays to gain insights into customer experiences and identify trends that may lead to churn. Personalize Interactions: Tailor customer interactions based on their preferences and behaviors, which can greatly improve satisfaction and retention. Monitor Churn Rates: Keep an eye on churn rates and analyze the reasons behind customer departures to proactively address issues and enhance retention efforts. Revenue Churn Rate Revenue Churn Rate is a crucial metric for businesses, particularly within the SaaS industry, as it quantifies the percentage of recurring revenue lost from existing customers over a specific period. You can calculate it using the formula: {[(MRR at the beginning – MRR at the end) – upsells] / MRR at the beginning} × 100. A healthy Revenue Churn Rate is typically less than 5%, indicating effective customer retention strategies. Monitoring this metric helps you identify high-impact customer segments and comprehend how customer loss affects overall revenue. Metric Healthy Range Importance Revenue Churn Rate Indicates retention effectiveness Customer Lifetime Value > $1000 Guides marketing strategies Monthly Recurring Revenue Increasing Shows growth trends Customer Lifetime Value (LTV) Comprehending Customer Lifetime Value (LTV) is essential for businesses aiming to optimize their marketing strategies and improve customer retention efforts. LTV estimates the total revenue a business can expect from a customer throughout their relationship. Here are three key points to reflect on: E-commerce Calculation: LTV is determined by multiplying the average order value by the average number of purchases per year and the average customer lifespan in years. SaaS Calculation: For SaaS, LTV is calculated by dividing the monthly average revenue per account by the monthly churn rate, offering insights into long-term profitability. Importance of Monitoring: Tracking LTV trends allows businesses to make informed decisions on customer acquisition costs and retention strategies, in the end driving growth and profitability. Customer Satisfaction Score (CSAT) Customer Satisfaction Score (CSAT) is a key metric that measures how satisfied customers are with your product or service. You calculate it by dividing the total number of positive scores by the number of respondents, and scores above 90% typically indicate high satisfaction. Comprehending the importance of high CSAT scores can greatly impact your retention strategies, as satisfied customers are more likely to return and recommend your brand to others. Calculation Methodology Explained To accurately assess customer satisfaction, businesses often rely on the Customer Satisfaction Score (CSAT), which gauges how well a product or service meets customer expectations. You can calculate CSAT by following these steps: Collect Responses: Ask customers to rate their satisfaction on a scale, typically from 1 to 5 or 1 to 10. Identify Positive Ratings: Count the total number of positive responses, which are ratings of 4 or 5 on a 5-point scale or 8-10 on a 10-point scale. Calculate the Score: Divide the number of positive responses by the total number of responses, then multiply by 100 to get the percentage. A CSAT score above 90% indicates high customer satisfaction and effective service or product delivery. Regular tracking helps identify pain points in the customer experience. Importance of High Scores High scores in the Customer Satisfaction Score (CSAT) are crucial indicators of how well a business meets the needs and expectations of its clients. A CSAT score above 90% typically signals high customer satisfaction, reflecting effective service delivery. Regularly tracking CSAT allows you to identify pain points in the customer experience and adapt strategies to improve overall satisfaction. Furthermore, high CSAT scores correlate strongly with increased customer loyalty and retention, as satisfied customers are more likely to make repeat purchases and refer others. Impact on Retention Strategies Measuring customer satisfaction using the Customer Satisfaction Score (CSAT) plays a pivotal role in shaping effective retention strategies. High CSAT scores directly correlate with customer loyalty and reduced churn rates. To implement effective retention strategies, consider the following: Regularly Collect CSAT Data: Gather feedback immediately after customer interactions to identify pain points and areas for improvement. Monitor Trends Over Time: Track CSAT scores to assess the effectiveness of your retention efforts and make necessary adjustments. Focus on High-Scoring Areas: Identify which aspects of the customer experience contribute to high satisfaction, and improve those elements to drive loyalty. Net Promoter Score® (NPS) The Net Promoter Score® (NPS) serves as a crucial metric for comprehending customer loyalty and satisfaction. By asking customers how likely they are to recommend your product or service on a scale from 0 to 10, you can classify them into promoters, passives, and detractors. A positive NPS of 60 or above indicates strong satisfaction, whereas a negative score highlights areas for improvement. Calculating NPS involves subtracting the percentage of detractors from the percentage of promoters, providing a valuable snapshot of customer sentiment. Category Score Range Description Promoters 9-10 Loyal customers, likely to refer others Passives 7-8 Neutral, can easily be swayed Detractors 0-6 Unhappy customers, may harm your brand Customer Effort Score (CES) Customer Effort Score (CES) is an essential metric that measures how easy it’s for you to complete a task or resolve an issue with a company. By focusing on reducing customer friction during interactions, businesses can improve your overall experience, leading to higher satisfaction and loyalty. Aiming for a CES score of 5 or lower on a 7-point scale can highlight areas where improvements are needed, eventually making your purchasing process smoother and more enjoyable. Measuring Purchase Ease How easy is it for your customers to complete a purchase or use your service? Measuring Purchase Ease through the Customer Effort Score (CES) can provide valuable insights. A higher CES indicates that customers find the purchasing process less strenuous, which correlates with increased satisfaction and retention. Here are three key points to evaluate: CES Calculation: Ask customers to rate their experience on a scale from 1 to 7, where lower scores signify easier experiences. Impact on Loyalty: Customers who find the process easy are 96% more likely to repurchase and 88% more likely to recommend your business. Ongoing Monitoring: Regularly tracking CES helps identify pain points and allows for targeted improvements to improve customer experience. Reducing Customer Friction Reducing customer friction is crucial for improving the overall experience and satisfaction during interactions with your business. The Customer Effort Score (CES) helps you measure how easy it’s for customers to engage with your company. By asking customers to rate their effort on a scale, you can identify areas that require improvement. Research shows that lower CES scores lead to higher customer satisfaction and loyalty, as customers prefer seamless interactions. Companies with low CES often experience reduced churn rates, as customers are less likely to leave when their experiences are smooth. Regularly monitoring CES will provide insights into pain points in the customer experience, enabling you to implement targeted improvements that improve overall satisfaction and retention. Daily, Weekly, and Monthly Active Users (DAU, WAU, MAU) Comprehending Daily, Weekly, and Monthly Active Users (DAU, WAU, MAU) is crucial for evaluating user engagement and retention within your product or service. These metrics provide insights into how often users interact with your offering, helping you identify trends and areas for improvement. DAU: Measures the number of unique users engaging with your product daily, indicating immediate user engagement levels. WAU: Tracks unique users over a week, allowing you to spot behavioral patterns and engagement fluctuations. MAU: Counts unique users over a month, serving as a key indicator of overall user retention and long-term engagement. Engagement Rate by Channel and Segment Engagement rates by channel are crucial metrics that help businesses assess how effectively different communication methods, such as email, social media, and direct messaging, capture and sustain customer interest. Higher engagement rates indicate successful outreach, whereas segmenting these rates allows you to analyze performance across various demographics or behavior patterns. This reveals which customer groups respond best to specific channels. For example, a good email engagement rate is over 20%, whereas social media engagement typically ranges from 1% to 5%, varying by platform. Regularly tracking these metrics helps identify underperforming channels and informs necessary adjustments to your communication strategies. In the end, this optimization improves customer retention by tailoring content to suit the preferences of different segments. Reactivation and Renewal Rates Reactivation and renewal rates are essential metrics that can profoundly influence a company’s customer retention strategy. Monitoring these rates helps you understand customer behavior and the effectiveness of your re-engagement efforts. Here are three key points to take into account: Reactivation Rate: This measures the percentage of previously churned customers who return to make a purchase. Use the formula: (Number of churned customers who returned / Total number of churned customers) × 100 to evaluate your win-back strategies. Renewal Rate: Especially crucial for subscription businesses, it reflects the proportion of customers renewing their subscriptions. Calculate it by dividing the number of customers who renewed by those up for renewal. Trend Analysis: Tracking both rates identifies patterns, enabling customized strategies to boost customer loyalty and reduce churn. Analyzing Customer Feedback for Insights Analyzing customer feedback is crucial for gaining insights that can greatly improve your retention strategies. By utilizing surveys and tools like Voice of Customer, you can capture qualitative data at critical points in the customer experience. This information complements quantitative metrics, offering a deeper comprehension of customer experiences and satisfaction levels. Regularly collecting and analyzing feedback helps identify pain points and areas for improvement. For instance, addressing specific concerns raised by customers can lead to increased repeat purchase rates, as customers are more likely to engage with a brand that listens and responds. Furthermore, grasping the reasons behind customer churn allows you to implement targeted strategies, ensuring you retain valuable clientele and improve overall satisfaction. Frequently Asked Questions What Are the Metrics for Customer Retention? To measure customer retention effectively, you’ll want to track several key metrics. Start with Customer Retention Rate (CRR), which calculates the percentage of retained customers over a specific period. Next, consider the Repeat Purchase Rate (RPR) to gauge loyalty by identifying customers who make additional purchases. Monitor Customer Churn Rate to understand how many customers leave, and assess Customer Lifetime Value (LTV) to estimate the total revenue generated from each customer during their relationship with your business. What Are the 5 Key Performance Indicators for Customer Service? To measure customer service effectiveness, focus on five key performance indicators (KPIs): First Response Time (FRT), which indicates how quickly your team responds to inquiries; Resolution Rate, showing the percentage of issues resolved on first contact; Customer Satisfaction Score (CSAT), reflecting customer satisfaction levels; Net Promoter Score (NPS), which gauges customer loyalty; and Customer Effort Score (CES), evaluating how easy it’s for customers to interact with your service. What Are the 8 C’s of Customer Retention? The 8 C’s of customer retention are crucial for building strong relationships with your customers. They include Clarity, ensuring customers understand product value; Convenience, simplifying the purchasing process; Consistency, maintaining quality across touchpoints; Connection, nurturing relationships; Communication, keeping feedback channels open; Community, creating a sense of belonging; Commitment, showing dedication to customer needs; and Customer-Centricity, focusing on the customer’s experience. Together, these elements augment loyalty and satisfaction, in the end improving retention rates. What Are the 5 Key Factors That Drive Retention? To drive customer retention, focus on five key factors: grasping customer needs, providing excellent service, delivering consistent quality, personalizing experiences, and engaging customers regularly. By actively listening to feedback, you can tailor your offerings to meet their expectations. Guarantee your service team is responsive and helpful, maintain high product standards, and utilize data to personalize interactions. Regular check-ins and targeted communications can strengthen relationships, in the end encouraging customers to remain loyal. Conclusion In summary, tracking key customer retention metrics like Customer Retention Rate, Repeat Purchase Rate, and Customer Churn Rate is crucial for comprehending your business’s performance. By analyzing these metrics, along with engagement rates and customer feedback, you can identify areas for improvement and develop targeted strategies to improve customer loyalty. Monitoring these indicators not just helps retain existing customers but additionally contributes to long-term profitability and growth, ensuring your business remains competitive in the market. Image via Google Gemini This article, "What Are Key Customer Retention Metrics to Track?" was first published on Small Business Trends View the full article

Tracking key customer retention metrics is crucial for grasping your business’s health and growth potential. Metrics like Customer Retention Rate (CRR) reveal how well you’re keeping customers over time, whereas Repeat Purchase Rate (RPR) indicates the frequency at which they return. Moreover, monitoring Customer Churn Rate helps identify those who stop using your service. Comprehending these metrics can guide your retention strategies, but there are more factors to reflect upon. Key Takeaways Customer Retention Rate (CRR) measures the percentage of customers retained over a specific period, indicating loyalty levels. Repeat Purchase Rate (RPR) tracks the percentage of existing customers making additional purchases, reflecting customer satisfaction and product appeal. Customer Churn Rate quantifies the percentage of customers who discontinue using a service, helping identify retention issues early. Customer Lifetime Value (LTV) estimates the total revenue expected from a customer throughout their relationship with the business, guiding marketing strategies. Net Promoter Score (NPS) gauges customer loyalty by measuring the likelihood of customers recommending the business to others. Understanding Customer Retention Metrics Comprehending customer retention metrics is crucial for any business aiming to cultivate loyalty and drive revenue growth. Key metrics include Customer Retention Rate (CRR), which measures the percentage of customers retained over time. You can calculate CRR using the customer retention rate calculation formula: ((End number of customers – New customers gained) / Starting number of customers) x 100. Furthermore, the Repeat Purchase Rate (RPR) shows how many existing customers make further purchases, with an average of 28.2% across industries. The Customer Churn Rate indicates customer loss, ideally between 3% and 8% for SaaS businesses, whereas Customer Lifetime Value (LTV) estimates the total revenue a customer generates during their relationship with your company. Regularly monitoring these retention KPIs informs improvement strategies. Importance of Customer Retention Metrics Grasping the significance of customer retention metrics is crucial for any business looking to nurture long-lasting relationships with its clientele. Recognizing the importance of customer retention not only aids in evaluating your business’s effectiveness but furthermore improves your overall profitability. Here are three key points to contemplate: High retention rates indicate satisfied customers, leading to increased loyalty and revenue. Retaining existing customers is considerably more cost-effective than acquiring new ones, with acquisition costs being 5 to 25 times higher. Monitoring customer retention KPIs, like Churn Rate and Customer Retention Rate (CRR), allows you to identify dissatisfaction early and improve customer experiences. Customer Retention Rate (CRR) The Customer Retention Rate (CRR) is a crucial metric that quantifies the percentage of customers a business retains over a specific period. To calculate the customer retention rate, use the formula: ((End number of customers – New customers gained) / Starting number of customers) x 100. A CRR of 95% is considered good for SaaS companies, reflecting strong customer loyalty and satisfaction. Monitoring retention metrics like CRR over time helps you identify trends and potential issues in customer experience that may lead to churn. If your CRR is low, it may signal problems in the purchasing or product usage process, prompting you to investigate customer needs and feedback for improvement. Repeat Purchase Rate (RPR) The Repeat Purchase Rate (RPR) is an essential metric that measures the percentage of your existing customers who make additional purchases, calculated by dividing the number of customers who bought more than once by the total number of customers. Comprehending your RPR is imperative for nurturing customer loyalty, as a higher rate often leads to increased revenue, considering that existing customers typically spend considerably more than new ones. Calculation Methodology Explained Calculating the Repeat Purchase Rate (RPR) is essential for comprehending customer loyalty and identifying effective retention strategies. To measure RPR accurately, you can use the following client retention formula: Identify the number of customers who made more than one purchase during a specific timeframe. Determine the total number of customers within that same timeframe. Apply the formula: (Number of customers who made more than one purchase / Total number of customers) x 100. Importance for Loyalty Grasping the significance of the Repeat Purchase Rate (RPR) is vital for businesses aiming to improve customer loyalty. The RPR measures the percentage of existing customers who make additional purchases, calculated as (Number of customers who made more than one purchase / Total number of customers) x 100. On average, RPR across industries stands at 28.2%. High customer retention rates are found by analyzing RPR, which indicates greater customer satisfaction and engagement. When RPR is low, it could signal issues with product quality or customer service, making it imperative to investigate. Comprehending why customer retention is important allows businesses to implement targeted strategies, enhancing overall customer experience and boosting loyalty through improved retention rate definition measures. Customer Churn Rate Customer churn rate measures the percentage of customers who stop using your service during a specific period, and calculating it’s crucial for comprehending customer retention. You can determine your churn rate using the formula: (Number of customers who left / Total number of customers at the start of the period) x 100. Identifying the causes of churn, such as dissatisfaction or unmet expectations, allows you to implement effective strategies to reduce it and improve customer loyalty. Churn Rate Calculation Comprehending churn rate calculation is vital for evaluating customer retention effectiveness within your business. The churn rate reflects the percentage of customers who leave during a specific period. To calculate it, use the formula: Identify the number of customers lost during the period. Determine the total number of customers at the start of that period. Apply the formula: (Customers lost / Total customers at start) x 100. This metric provides valuable insights into user retention metrics. When you know how to find customer retention rate, you can effectively measure retention rate and identify trends over time. A good churn rate for SaaS businesses typically ranges between 3% and 8%, and regular tracking can uncover underlying issues affecting customer loyalty. Causes of Churn Comprehending the causes of churn is essential for any business looking to improve customer retention and boost overall performance. A churn rate between 3% and 8% is typically healthy for SaaS companies, but higher rates can signal serious issues. Common causes of churn include poor customer support, insufficient product value, and competitive offerings. To effectively address these issues, you must regularly monitor client retention metrics, as they highlight trends and patterns in customer behavior. Gathering customer feedback through surveys can provide insights into why customers leave, helping you understand how do we measure retention. By identifying these underlying reasons, you can develop targeted strategies to improve customer satisfaction and reduce churn effectively. Reducing Churn Strategies To effectively reduce churn, businesses must implement targeted strategies that address customer dissatisfaction and improve overall experience. Focusing on customer feedback is crucial; it helps identify pain points and areas needing improvement. Here are three effective strategies: Regularly Collect Feedback: Use surveys and session replays to gain insights into customer experiences and identify trends that may lead to churn. Personalize Interactions: Tailor customer interactions based on their preferences and behaviors, which can greatly improve satisfaction and retention. Monitor Churn Rates: Keep an eye on churn rates and analyze the reasons behind customer departures to proactively address issues and enhance retention efforts. Revenue Churn Rate Revenue Churn Rate is a crucial metric for businesses, particularly within the SaaS industry, as it quantifies the percentage of recurring revenue lost from existing customers over a specific period. You can calculate it using the formula: {[(MRR at the beginning – MRR at the end) – upsells] / MRR at the beginning} × 100. A healthy Revenue Churn Rate is typically less than 5%, indicating effective customer retention strategies. Monitoring this metric helps you identify high-impact customer segments and comprehend how customer loss affects overall revenue. Metric Healthy Range Importance Revenue Churn Rate Indicates retention effectiveness Customer Lifetime Value > $1000 Guides marketing strategies Monthly Recurring Revenue Increasing Shows growth trends Customer Lifetime Value (LTV) Comprehending Customer Lifetime Value (LTV) is essential for businesses aiming to optimize their marketing strategies and improve customer retention efforts. LTV estimates the total revenue a business can expect from a customer throughout their relationship. Here are three key points to reflect on: E-commerce Calculation: LTV is determined by multiplying the average order value by the average number of purchases per year and the average customer lifespan in years. SaaS Calculation: For SaaS, LTV is calculated by dividing the monthly average revenue per account by the monthly churn rate, offering insights into long-term profitability. Importance of Monitoring: Tracking LTV trends allows businesses to make informed decisions on customer acquisition costs and retention strategies, in the end driving growth and profitability. Customer Satisfaction Score (CSAT) Customer Satisfaction Score (CSAT) is a key metric that measures how satisfied customers are with your product or service. You calculate it by dividing the total number of positive scores by the number of respondents, and scores above 90% typically indicate high satisfaction. Comprehending the importance of high CSAT scores can greatly impact your retention strategies, as satisfied customers are more likely to return and recommend your brand to others. Calculation Methodology Explained To accurately assess customer satisfaction, businesses often rely on the Customer Satisfaction Score (CSAT), which gauges how well a product or service meets customer expectations. You can calculate CSAT by following these steps: Collect Responses: Ask customers to rate their satisfaction on a scale, typically from 1 to 5 or 1 to 10. Identify Positive Ratings: Count the total number of positive responses, which are ratings of 4 or 5 on a 5-point scale or 8-10 on a 10-point scale. Calculate the Score: Divide the number of positive responses by the total number of responses, then multiply by 100 to get the percentage. A CSAT score above 90% indicates high customer satisfaction and effective service or product delivery. Regular tracking helps identify pain points in the customer experience. Importance of High Scores High scores in the Customer Satisfaction Score (CSAT) are crucial indicators of how well a business meets the needs and expectations of its clients. A CSAT score above 90% typically signals high customer satisfaction, reflecting effective service delivery. Regularly tracking CSAT allows you to identify pain points in the customer experience and adapt strategies to improve overall satisfaction. Furthermore, high CSAT scores correlate strongly with increased customer loyalty and retention, as satisfied customers are more likely to make repeat purchases and refer others. Impact on Retention Strategies Measuring customer satisfaction using the Customer Satisfaction Score (CSAT) plays a pivotal role in shaping effective retention strategies. High CSAT scores directly correlate with customer loyalty and reduced churn rates. To implement effective retention strategies, consider the following: Regularly Collect CSAT Data: Gather feedback immediately after customer interactions to identify pain points and areas for improvement. Monitor Trends Over Time: Track CSAT scores to assess the effectiveness of your retention efforts and make necessary adjustments. Focus on High-Scoring Areas: Identify which aspects of the customer experience contribute to high satisfaction, and improve those elements to drive loyalty. Net Promoter Score® (NPS) The Net Promoter Score® (NPS) serves as a crucial metric for comprehending customer loyalty and satisfaction. By asking customers how likely they are to recommend your product or service on a scale from 0 to 10, you can classify them into promoters, passives, and detractors. A positive NPS of 60 or above indicates strong satisfaction, whereas a negative score highlights areas for improvement. Calculating NPS involves subtracting the percentage of detractors from the percentage of promoters, providing a valuable snapshot of customer sentiment. Category Score Range Description Promoters 9-10 Loyal customers, likely to refer others Passives 7-8 Neutral, can easily be swayed Detractors 0-6 Unhappy customers, may harm your brand Customer Effort Score (CES) Customer Effort Score (CES) is an essential metric that measures how easy it’s for you to complete a task or resolve an issue with a company. By focusing on reducing customer friction during interactions, businesses can improve your overall experience, leading to higher satisfaction and loyalty. Aiming for a CES score of 5 or lower on a 7-point scale can highlight areas where improvements are needed, eventually making your purchasing process smoother and more enjoyable. Measuring Purchase Ease How easy is it for your customers to complete a purchase or use your service? Measuring Purchase Ease through the Customer Effort Score (CES) can provide valuable insights. A higher CES indicates that customers find the purchasing process less strenuous, which correlates with increased satisfaction and retention. Here are three key points to evaluate: CES Calculation: Ask customers to rate their experience on a scale from 1 to 7, where lower scores signify easier experiences. Impact on Loyalty: Customers who find the process easy are 96% more likely to repurchase and 88% more likely to recommend your business. Ongoing Monitoring: Regularly tracking CES helps identify pain points and allows for targeted improvements to improve customer experience. Reducing Customer Friction Reducing customer friction is crucial for improving the overall experience and satisfaction during interactions with your business. The Customer Effort Score (CES) helps you measure how easy it’s for customers to engage with your company. By asking customers to rate their effort on a scale, you can identify areas that require improvement. Research shows that lower CES scores lead to higher customer satisfaction and loyalty, as customers prefer seamless interactions. Companies with low CES often experience reduced churn rates, as customers are less likely to leave when their experiences are smooth. Regularly monitoring CES will provide insights into pain points in the customer experience, enabling you to implement targeted improvements that improve overall satisfaction and retention. Daily, Weekly, and Monthly Active Users (DAU, WAU, MAU) Comprehending Daily, Weekly, and Monthly Active Users (DAU, WAU, MAU) is crucial for evaluating user engagement and retention within your product or service. These metrics provide insights into how often users interact with your offering, helping you identify trends and areas for improvement. DAU: Measures the number of unique users engaging with your product daily, indicating immediate user engagement levels. WAU: Tracks unique users over a week, allowing you to spot behavioral patterns and engagement fluctuations. MAU: Counts unique users over a month, serving as a key indicator of overall user retention and long-term engagement. Engagement Rate by Channel and Segment Engagement rates by channel are crucial metrics that help businesses assess how effectively different communication methods, such as email, social media, and direct messaging, capture and sustain customer interest. Higher engagement rates indicate successful outreach, whereas segmenting these rates allows you to analyze performance across various demographics or behavior patterns. This reveals which customer groups respond best to specific channels. For example, a good email engagement rate is over 20%, whereas social media engagement typically ranges from 1% to 5%, varying by platform. Regularly tracking these metrics helps identify underperforming channels and informs necessary adjustments to your communication strategies. In the end, this optimization improves customer retention by tailoring content to suit the preferences of different segments. Reactivation and Renewal Rates Reactivation and renewal rates are essential metrics that can profoundly influence a company’s customer retention strategy. Monitoring these rates helps you understand customer behavior and the effectiveness of your re-engagement efforts. Here are three key points to take into account: Reactivation Rate: This measures the percentage of previously churned customers who return to make a purchase. Use the formula: (Number of churned customers who returned / Total number of churned customers) × 100 to evaluate your win-back strategies. Renewal Rate: Especially crucial for subscription businesses, it reflects the proportion of customers renewing their subscriptions. Calculate it by dividing the number of customers who renewed by those up for renewal. Trend Analysis: Tracking both rates identifies patterns, enabling customized strategies to boost customer loyalty and reduce churn. Analyzing Customer Feedback for Insights Analyzing customer feedback is crucial for gaining insights that can greatly improve your retention strategies. By utilizing surveys and tools like Voice of Customer, you can capture qualitative data at critical points in the customer experience. This information complements quantitative metrics, offering a deeper comprehension of customer experiences and satisfaction levels. Regularly collecting and analyzing feedback helps identify pain points and areas for improvement. For instance, addressing specific concerns raised by customers can lead to increased repeat purchase rates, as customers are more likely to engage with a brand that listens and responds. Furthermore, grasping the reasons behind customer churn allows you to implement targeted strategies, ensuring you retain valuable clientele and improve overall satisfaction. Frequently Asked Questions What Are the Metrics for Customer Retention? To measure customer retention effectively, you’ll want to track several key metrics. Start with Customer Retention Rate (CRR), which calculates the percentage of retained customers over a specific period. Next, consider the Repeat Purchase Rate (RPR) to gauge loyalty by identifying customers who make additional purchases. Monitor Customer Churn Rate to understand how many customers leave, and assess Customer Lifetime Value (LTV) to estimate the total revenue generated from each customer during their relationship with your business. What Are the 5 Key Performance Indicators for Customer Service? To measure customer service effectiveness, focus on five key performance indicators (KPIs): First Response Time (FRT), which indicates how quickly your team responds to inquiries; Resolution Rate, showing the percentage of issues resolved on first contact; Customer Satisfaction Score (CSAT), reflecting customer satisfaction levels; Net Promoter Score (NPS), which gauges customer loyalty; and Customer Effort Score (CES), evaluating how easy it’s for customers to interact with your service. What Are the 8 C’s of Customer Retention? The 8 C’s of customer retention are crucial for building strong relationships with your customers. They include Clarity, ensuring customers understand product value; Convenience, simplifying the purchasing process; Consistency, maintaining quality across touchpoints; Connection, nurturing relationships; Communication, keeping feedback channels open; Community, creating a sense of belonging; Commitment, showing dedication to customer needs; and Customer-Centricity, focusing on the customer’s experience. Together, these elements augment loyalty and satisfaction, in the end improving retention rates. What Are the 5 Key Factors That Drive Retention? To drive customer retention, focus on five key factors: grasping customer needs, providing excellent service, delivering consistent quality, personalizing experiences, and engaging customers regularly. By actively listening to feedback, you can tailor your offerings to meet their expectations. Guarantee your service team is responsive and helpful, maintain high product standards, and utilize data to personalize interactions. Regular check-ins and targeted communications can strengthen relationships, in the end encouraging customers to remain loyal. Conclusion In summary, tracking key customer retention metrics like Customer Retention Rate, Repeat Purchase Rate, and Customer Churn Rate is crucial for comprehending your business’s performance. By analyzing these metrics, along with engagement rates and customer feedback, you can identify areas for improvement and develop targeted strategies to improve customer loyalty. Monitoring these indicators not just helps retain existing customers but additionally contributes to long-term profitability and growth, ensuring your business remains competitive in the market. Image via Google Gemini This article, "What Are Key Customer Retention Metrics to Track?" was first published on Small Business Trends View the full article

A new analysis suggests Americans are being overcharged by $150 billion annually to insure their homes, autos and businesses — and it proposes federal guardrails so that a public beset by affordability pressures could see savings. The analysis by the Vanderbilt Policy Accelerator obtained exclusively by The Associated Press details how insurers are paying out less on claims after an accident, natural disaster or other misfortune than they did decades ago. For every $1 collected in premiums, insurers reimbursed 62 cents for claims in 2024, down from an average loss ratio of 80 cents in the 1980s and 1990s. The analysis wades into a thorny set of economic and political questions as insurance companies are managing the potential risks of climate change when the cost of groceries, gasoline and housing are a frustration for many voters. Insurance companies say they have hiked premiums because of rising prices for homes and autos and the expenses of fixing them. “The fact that the loss ratios are so low means that the insurance industry is charging too much,” said Brian Shearer, director of competition and regulatory policy at the Vanderbilt University think tank and a former senior adviser at the Consumer Financial Protection Bureau. The insurance industry said its current loss ratio reflects the costs for insurers in recent years and the steps deemed necessary for ensuring that insurance funding is stable and solvent. “Current loss ratios reflect the impact of enormous financial losses over the last several years and the steps insurers have taken (to) maintain and restore financial strength so funds are available to pay future claims,” Don Griffin, vice president for policy and research at the American Property Casualty Insurance Association, said in an emailed statement. “Loss ratios in the 1990s were driven to nearly unsustainable levels by Hurricane Andrew in particular.” While President Donald The President won a second term on the promise to contain inflation, he has also gutted institutions such as the CFPB that sought to find potential savings. Housing costs have been particularly acute. Average mortgage rates remain above 6%, and an executive order by The President to increase construction of new homes would still take years to bend the curve on housing prices. When The President, a Republican, signed the order on housing regulations in March, he emphasized that he was eliminating the heightened standards to protect homes against damage from natural disasters and improving energy efficiency because he said they were increasing construction costs. “We will slash many of these pointless regulations that do nothing for safety and add lots of costs,” he said at the signing. Research by the economists Benjamin Keys and Philip Mulder found that average premiums for home insurance climbed an inflation-adjusted 28% between 2017 and 2024 to an annual cost of $2,750. Their research found reasons for the increases: Roughly a third came from higher construction costs, and another 20% came from greater disaster risks. But it also noted the higher costs for financial instruments such as reinsurance, which insurers purchase to protect them from catastrophic financial losses. The Vanderbilt analysis by contrast looks at the gap between what insurers charge and what they pay out to customers. By returning to the loss ratio of 80 cents paid out for each $1 collected, it estimates that households and businesses could have saved roughly $150 billion from the $1 trillion-plus paid in premiums in 2024. The analysis includes proposed legislative language for the federal government to set a higher loss ratio for insurers. Currently, state governments primarily regulate insurance, but a federal mandate would be harder for companies to challenge. The analysis further argues that insurers are using the premiums “to pay for corporate perks, corporate jets, stock-buy backs, excessive executive compensation, excessive dividends, excessive advertising, and excessive agent commissions.” “Companies are competing against each other, not based on price but just based on brand awareness,” said Shearer, the author of the analysis, arguing that too much money is spent on marketing. —Josh Boak, Associated Press View the full article

The real divide isn’t human vs. AI, but retrieval vs. judgment, where long-term value is built through experience, not automation. The post AI Gives You The Vocabulary. It Doesn’t Give You The Expertise appeared first on Search Engine Journal. View the full article