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Wednesday, February 11, 2026

Search Has Fragmented. Here's How to Stay Visible.

 

Last week I ran a workshop at Meet Magento Florida. The room was supposed to hold 50 people. They kept bringing in more chairs. By the time we started, people were standing along the back wall.

The topic was AI-ready visibility for e-commerce stores.

Your customers are not searching the way they used to.

Ten years ago, twenty years ago, SEO meant one thing: rank on Google. That was the game. If you showed up on page one, you won.

That game is over.

Today, your customers are searching on Google, yes. But also ChatGPT. Perplexity. TikTok. Instagram. YouTube. Reddit. Each platform has its own algorithm, its own content format, its own rules for what gets surfaced.

40% of Gen Z uses TikTok and Instagram as their primary search engine. Not Google. They are searching "best running shoes" on TikTok and watching videos instead of reading blog posts.

This is not a trend. This is the new reality.

The problem for e-commerce brands

Most stores are still optimizing for one channel. They have an SEO person doing keyword research for Google. Maybe some social posts. But no strategy for showing up where customers are looking.

The result: you are invisible on the platforms where your customers spend their time.

What works now

After running workshops on this topic, here is what I keep coming back to:

1. Understand the old model first.

Google still matters. Traditional SEO is not dead. The fundamentals (quality content, fast load times, mobile-friendly design, proper meta tags) still drive organic traffic. Most stores I work with still get 40-60% of their traffic from Google.

But Google is no longer the only game. Ten years ago, you could build an entire business on SEO alone. Today, that same strategy leaves you invisible to half your potential customers.

You need to master the old model before you can expand beyond it. If your site is slow, your pages are thin, and your product descriptions are copied from the manufacturer, fix that first.

2. Accept that discovery is fragmented.

Your customers are searching on Google, yes. But also ChatGPT, Perplexity, TikTok, Instagram, YouTube, and Reddit. Each platform has its own algorithm, its own content format, its own rules for what gets surfaced.

This is not going to consolidate. It is going to fragment further. New platforms will emerge. AI assistants will get more sophisticated. The stores that win will be the ones that show up everywhere their customers are looking.

The practical implication: you cannot create content for one platform and expect it to work everywhere. You need a strategy for each channel, which leads to point six.

3. Treat social media as a search engine.

40% of Gen Z uses TikTok and Instagram as their primary search engine. They are not Googling "best running shoes." They are typing it into TikTok and watching videos.

That means rethinking how you create content. Text-based blog posts do not show up on TikTok. You need video. You need short-form content. You need to understand how each platform's algorithm decides what to surface.

If you sell to anyone under 35, social search is not optional. It is primary.

4. Build for technical discovery.

Before you worry about content, make sure your technical foundation is solid. Site speed matters. Structured data matters. Mobile experience matters. Crawlability matters.

AI assistants like ChatGPT and Perplexity pull information from sources they can parse. If your site is slow, cluttered with JavaScript, or missing structured data, you will not get cited. Run your homepage through PageSpeed Insights. If your mobile score is below 50, fix that before you invest more in content.

The technical stuff is not glamorous, but it determines whether anyone can find your content in the first place.

5. Make your pages answer-ready.

AI assistants pull answers from content that directly answers questions. If your product page says "premium quality materials" instead of answering "what is this made of," you will not get cited.

Structure your PDPs, FAQs, and blog posts so the first sentence answers the question. Then expand with details. This is the opposite of how most people write, where they build up to the answer. Put the answer first.

Include E-E-A-T signals throughout: experience (first-hand knowledge), expertise (credentials), authoritativeness (citations and links), trustworthiness (transparent about who you are). Google cares about this. AI assistants care about this even more because they are trying to figure out who to trust.

6. Create a content flywheel.

Here is where the fragmentation problem gets solved. One piece of content becomes many.

Write a blog post. Pull three key points for a LinkedIn post. Turn the hook into a TikTok script. Use the data for a Twitter thread. Send the summary in your newsletter. Each platform gets content in its native format, but you only had to think through the topic once.

This is not about being lazy. It is about being efficient. Your customers are everywhere. Your content needs to travel to reach them.

7. Follow a 30-day gameplan.

All of this can feel overwhelming. Where do you start?

Pick four pillar topics for your business. These are the core themes that matter to your customers. For a running shoe store, it might be: training plans, injury prevention, gear reviews, race preparation.

Write one blog post per week, rotating through your four pillars. Repurpose each post into social content using the flywheel from point six. Do this every week without fail.

The compounding effect kicks in around month six. You will have 24 posts. Your domain authority will start climbing. Your social following will grow. The flywheel starts spinning on its own.

Most people quit at month three. The ones who make it to month six see results. Consistency beats volume every time.

The 30-day version

I put together a 30-day gameplan that breaks this down into weekly actions. It starts around page 38 of the deck from our AI-Ready workshop at Meet Magento Florida.

If you want the full deck (46 pages covering search fragmentation, technical foundations, content flywheels, and the gameplan), you can download it here:

https://www.contentcucumber.com/ai-ready-plan/

No pitch, just the resource.

Tuesday, February 10, 2026

ERP And SAP

 

SAP, an acronym for Systeme, Anwendungen und Produkte in der Datenverarbeitung (Systems, Applications, and Products in Data Processing), is a multinational software corporation headquartered in Walldorf, Germany. SAP is widely known for its enterprise resource planning (ERP) software and solutions.

History and Founders:

SAP was founded in 1972 by five former IBM employees: Dietmar Hopp, Hasso Plattner, Claus Wellenreuther, Klaus Tschira, and Hans-Werner Hector. They initially aimed to develop standard software for real-time data processing, focusing on business applications. The company's first product, called SAP R/1 (Real-Time Data Processing System), was released in 1973 and ran on IBM mainframes.


Over the years, SAP experienced significant growth and introduced new versions of its software, such as SAP R/2 and SAP R/3. The introduction of SAP R/3 in 1992 marked a turning point for the company, as it transitioned from a mainframe-based system to a client-server architecture, making it more flexible and adaptable.


What does SAP do?

SAP is primarily known for its ERP software, which integrates various business processes and functions into a single system, providing organizations with a comprehensive view of their operations. ERP systems help streamline and optimize business activities, including finance, human resources, manufacturing, supply chain management, customer relationship management, and more.


SAP's ERP software enables companies to manage their operations efficiently, improve decision-making, and enhance collaboration across departments. It provides a centralized platform where organizations can store and analyze their data, automate processes, and gain actionable insights.


ERP and SAP Modules: Within SAP's ERP software, different modules are designed to address specific functional areas of an organization. These modules can be implemented individually or integrated together based on the specific needs of a company. Some of the commonly known SAP modules include:

  1. Financial Accounting (FI): Manages financial transactions, general ledger, accounts payable and receivable, asset accounting, and financial reporting.
  2. Controlling (CO): Provides tools for cost accounting, budgeting, profitability analysis, and internal reporting.
  3. Sales and Distribution (SD): Handles sales processes, order management, pricing, shipping, and billing.
  4. Materials Management (MM): Deals with procurement, inventory management, goods receipt, and material valuation.
  5. Production Planning (PP): Controls manufacturing processes, including capacity planning, bill of materials, work orders, and shop floor control.
  6. Human Capital Management (HCM): Manages employee data, payroll, time management, recruitment, training, and organizational management.
  7. Customer Relationship Management (CRM): Supports customer-centric processes, including sales, marketing, service, and customer analytics.
  8. Supply Chain Management (SCM): Optimizes supply chain operations, including demand planning, logistics, warehouse management, and supplier collaboration.

These are just a few examples of SAP modules, and the company offers many more to cater to various industry-specific requirements.


SAP's continuous innovation and expansion into cloud-based solutions have further diversified its product portfolio, offering solutions for analytics, business intelligence, mobility, database management, and more. Today, SAP is one of the world's largest software companies, serving customers across industries and empowering organizations to thrive in the digital age.

I hope this post finds you all in good health and high spirits. Today, I am excited to announce the creation of the SAP Professionals WhatsApp Group, a platform aimed at fostering collaboration, networking, and knowledge sharing within the SAP community.

As the creator of this group, I firmly believe in the power of collective intelligence and the immense value it can bring to individuals and organizations alike. In today's fast-paced world, staying up-to-date with the latest trends, industry insights, and best practices is essential for professionals working with SAP technologies. This group aims to bridge the gap between industry experts, consultants, developers, and enthusiasts, enabling them to connect, learn, and grow together.

So, what makes the SAP Professionals WhatsApp Group unique? Let's explore some key features and benefits:

  1. Open to All SAP Professionals: Whether you are an experienced SAP consultant, a skilled developer, a product manager, a business analyst, or an aspiring professional seeking insights into the world of SAP, this group welcomes you. By bringing together a diverse range of individuals, we create a vibrant community that thrives on shared expertise.
  2. Knowledge Sharing and Problem Solving: One of the primary objectives of this group is to provide a platform for knowledge sharing. Members can discuss SAP-related topics, seek advice, and share their own experiences. From troubleshooting technical issues to brainstorming innovative solutions, our collective wisdom will help drive success in SAP projects.
  3. Networking Opportunities: Networking plays a crucial role in professional growth. By joining the SAP Professionals WhatsApp Group, you gain access to a vast network of like-minded individuals, potential mentors, and industry leaders. Expand your professional connections, exchange ideas, and explore new opportunities.
  4. Stay Updated with Industry Trends: The SAP ecosystem is constantly evolving, and staying on top of the latest trends is vital. Group members will benefit from curated updates on SAP news, product releases, upcoming events, and relevant insights. Engage in meaningful discussions around these topics and discover how they impact your work.
  5. Exclusive Learning Resources: Learning never stops, and this group aims to foster continuous professional development. Discover and share valuable learning resources such as blogs, articles, tutorials, webinars, and online courses related to SAP technologies. Together, we can enhance our skills and stay ahead in this dynamic field.

To join the SAP Professionals WhatsApp Group, simply follow these steps:

  1. Send a direct message to me, stating your interest in joining the group. We as a SAP community will validate your profile and share the group link.
  2. Provide a brief introduction, including your professional background and your motivation for joining.
  3. Please ensure your LinkedIn profile is up-to-date to help us maintain the quality and professionalism of the group.

A word of caution: This group is for professionals genuinely interested in SAP and committed to contributing positively. It is important to maintain a respectful, inclusive, and supportive environment for everyone.

I am excited about the endless possibilities that this WhatsApp group holds for all of us. Let us embrace this opportunity to connect, collaborate, and share knowledge, ultimately empowering ourselves and the SAP community as a whole.

If you have any questions or suggestions regarding the group, please feel free to reach out. I look forward to welcoming you to the SAP Professionals WhatsApp Group and witnessing the incredible impact we can create together!

Introducing the SAP Professionals WhatsApp Group: Unlocking Collaboration and Knowledge Sharing

Enterprise Resource Planning (ERP) software is used to manage a company's day-to-day operations.

Accounting, human resources (HR), procurement, customer connections (CRM), supply chain, manufacturing, engineering, maintenance, projects, service, and other functions are aided by it. An ERP solution combines the functions listed above into a single piece of software, ensuring that the business runs as efficiently as possible and giving the organization with a single source of truth for better decision-making. In a nutshell, ERP software is a collection of tools that integrates an organization's value chain into a unified environment.

Difference between ERP and SAP

ERP stands for Enterprise Resource Planning and it’s a business process management system which automates and integrates all the core business processes of an organization into a shared database in order to streamline processes and information across the organization. SAP (Systems, Applications, and Products in Data Processing) can be referred to as the products offered by the company SAP AG. SAP is one of the largest providers of ERP software in the world.

2023 News:At its annual Sapphire conference, SAP is announcing innovations to modernize ERP. AI plays an important role in this, but what else on the roadmap? In any case, SAP promises that the innovations will give enterprise organizations “the tools they need to tackle the future with confidence.”

Looking at what is most important to SAP users right now, we can see that it is whether or not they are upgrading to the more modern ERP S/4HANA. Official recent numbers are not available, however the market indicates that a considerable percentage of users continue to use the older ERP system ECC. However, this method is based on outdated market standards and will be obsolete in a few years. Overall, SAP has lately made two significant advances to make modernization more appealing. First, RISE with SAP, a software package that assists businesses in modernizing their business processes. It includes tools for redesigning and migrating business processes to a modular software environment. It means that your organization creates processes to fulfill the market standards set and built by SAP for your industry. A variety of services to host SAP workloads on the cloud and apply process mining to optimize processes are also included in the bundle.

Following up from RISE with SAP, the ERP behemoth has released GROW with SAP. The distinction lies in the target audience and the services tailored to them; RISE with SAP is intended at enterprise organizations, whilst GROW with SAP is focused at midsize businesses. According to SAPPHIRE news, of these solutions, RISE with SAP will receive enhancements. This is because ERP announcements specifically target very large enterprises.

AI Built for Business

At the dawn of a new AI era, SAP is strengthening its commitment to embed powerful AI capabilities across its portfolio to help customers solve business-critical problems in the flow of work.

Customers can use SAP Business AI with confidence because it is built responsibly. Today, SAP is announcing a raft of advancements to SAP Business AI, including innovations that personalize customer engagement, make procurement more productive and expand organizations’ abilities to find and develop critical talent across their entire workforce.

SAP also draws on the strength of its rich ecosystem to benefit customers. Yesterday SAP announced the next step in its long-standing partnership with Microsoft. The companies will collaborate on integrating SAP SuccessFactors solutions with Microsoft 365 Copilot and Copilot in Viva Learning as well as with Microsoft’s Azure OpenAI Service to access powerful language models that analyze and generate natural language. The integrations will enable new experiences designed to improve how organizations attract, retain and skill their people.

Reference from: https://news.sap.com/2023/05/sap-sapphire-future-proofed-business-age-of-ai/

https://news.sap.com/2023/05/sap-sapphire-icertis/

SAP and contract intelligence pioneer Icertis are delivering a new integration that connects AI-driven contract intelligence with SAP S/4HANA in order to enable more profitable and compliant procurement operations.

Icertis Contract Intelligence (ICI) for SAP S/4HANA (purchase side) is the next step in SAP and Icertis' combined product roadmap, as the businesses continue to change contract-driven operations by combining contract intelligence with SAP solutions.

Contract intelligence enables SAP S/4HANA procurement teams to streamline sourcing, negotiate better commercial terms, and increase compliance with regulatory and corporate regulations. By automatically recommending terms based on prior business interactions and tracking commitments to guarantee the goal of all agreements is completely realized, the ICI platform accelerates value and increases savings both pre- and post-signature. Artificial intelligence (AI) built in the ICI platform also reduces risk by detecting deviations from conventional terms, while specified norms and templates further decrease liability via contract self-generation capabilities that enable procurement teams to play a more strategic role in driving business performance.

Benefits and Advantages of ERP Tools

  1. Data Security : Data has become a prized possession for businesses because it’s so critical to making the best possible decisions, and ERP software can help protect that asset. The fact that all this data is in one place, rather than spread across multiple systems with varying levels of security, increases the level of protection. It replaces spreadsheets and other documents sitting on employees’ desktops and being passed around via email. With a cloud ERP system, your information is typically distributed across multiple remote servers to establish redundancies and protect against a single point of failure, adding another layer of security. This is especially important if your company handles a lot of sensitive customer data. In another sense, an ERP system can increase data security by limiting who can view and edit data. Most systems have permissions that are easy to control, ensuring employees only see the information they need to and reducing opportunities for fraud or other nefarious activities.
  2. Centralized Data : Much of the benefit of ERP can be attributed to the fact that all information from all departments is maintained in a single location. Without such a system, data is frequently dispersed across a business in numerous apps and spreadsheets, making it difficult for personnel to find what they need. Furthermore, this strategy frequently results in duplicate data in inconsistent forms, adding to the difficulties. An ERP system can also help with this by standardizing all of your vital data. Because it's all in one system, everything will be in the same format, so you won't have any problems running reports or analytics. Standardized data enables you to obtain all of the insights you require to make more educated decisions.
  3. Compliance : Having accurate, up-to-date records that are easy to find and searchable can really reduce the work required to comply with any regulations your company must adhere to. Customizable reporting tools within the software also make it far easier to track compliance and adjust as necessary. This makes you much more auditable, as well, because all the information an auditor might need to review is easily accessible. Certain ERP systems can even support specific financial standards like GAAP or regulations like the Sarbanes-Oxley Act (SOX).
  4. Increased Productivity : There are countless ways an ERP system can give a major boost to productivity. One way is that it automates many basic, repetitive tasks, freeing up employees to work on other projects that bring more value to the organization.
  5. Visibility : Visibility is another one of the broad, fundamental benefits of ERP — everyone having visibility into various aspects of the business is a powerful thing. It enables faster and better decisions because managers have all relevant context that can assist them. For example, if the purchasing team can see the status of in-transit purchase orders that have not yet reached the warehouse, they can factor that into the orders they’re about to submit to avoid excess or insufficient stock.
  6. Collaboration : So many of the benefits we’ve already covered here facilitate collaboration. Visibility into the way other teams work and what information they’re looking at makes it far easier to work hand-in-hand and for staff to reach out proactively when they see an opportunity to help colleagues. No longer are teams operating on an island and using applications that only they have access to and that aren’t integrated with other back-end systems.
  7. Accurate Forecasting : Your business can only be prepared for what’s coming if it knows what to expect. That’s where forecasting comes in: it uses a wide range of historical data and sometimes other inputs to predict future demand, revenue, expenses and other numbers. Forecasts are much more accurate once you’re running an ERP system because they’re based on more accurate and comprehensive information, since all that data is now in one place. More accurate forecasts mean you can make the appropriate preparations for what is likely to happen. If sales are expected to climb 30%, you can strategically purchase more inventory or, if you’re a services business, hire more employees with the skills where you expect increased demand.

Sunday, February 8, 2026

AI "User Research" Conversation

 

n February 2026, Fireflies (#NotSponsored) asked if I wanted to create a Voice Agent. They said it could be used for user research.

Sure, I’d love to try that.

I used its default questions, of which there were only a few. Can you describe how you currently do this task or workflow? What parts of this experience are most frustrating? What parts work well for you today? How often do you run into issues here?

These are not my favorite questions, but let’s see how the default questions go. One might imagine they would produce excellent results, especially if the bot was trained on using these questions.

Article content

Screenshot from the setup page. I’m not sure if this would have gone significantly better by uploading a knowledge base. Either AI can ask questions to meet the research goals or it can’t.

Here is how that spoken conversation went, transcribed by Fireflies. I spoke into my computer headset. “Fred” the Fireflies AI spoke with a male American voice, though I think there was a choice of voices in the settings. My commentary afterward.

User Research Agent <> Debbie Levitt Meeting Date: 3rd Feb, 2026–2:14 PM

Link to session (may or may not work without a Fireflies account): https://app.fireflies.ai/view/User-Research-Agent-Debbie-Levitt::01KGHT8NV1EB5E4ED9S2GXH1XN

Agent: Hi, Debbie Levitt. Thanks for joining. How are you doing today?

Debbie Levitt: Okay. How about you?

Agent: I’m doing well, thanks for asking. I’ll be asking a few questions to understand your experience and perspective. There are no right or wrong answers. Feel free to take your time. Sound okay?

Debbie Levitt: Sure.

Agent: Great. Thanks. Can you describe how you currently do this task or workflow?

Debbie Levitt: Yeah, it started when I was trying to buy a rack case for my DJ mixer and I had a lot of problems trying to buy the right thing that would fit my mixer.

Agent: Could you walk me through a bit more about what that process looked like?

Debbie Levitt: Yeah. I was using the website to try to find what would fit my mixer, but there were a lot of confusing terms like things that were measured in U, the letter U, and ra. These were terms I wasn’t familiar with. I could measure my mixer, but I didn’t know what it was in terms of U or ra, and it was hard to find the right thing on the website.

Agent: Got it. What parts of this experience are most frustrating?

Debbie Levitt: The parts I didn’t even tell you about yet. There’s an entire task in which I was trying to buy the right thing and ended up having to deal with customer support and they were trying to guess what would fit. It was really quite a long task and process that we haven’t really covered.

Agent: Sure, take your time. Can you walk me through what happened with that?

Debbie Levitt: Yeah. After I did some searching on the site, I ended up contacting customer support and I tried to ask them what would fit my mixer and even they weren’t particularly sure. They ended up writing me back with some suggestions and went back and forth a number of times until I selected an item which they confirmed would fit. And so I bought it. But when I got did not, it, let’s just say it was not as described or expected and I ended up having to return it. Even customer support admitted that it didn’t end up working out for me and they gave me a refund.

Agent: Thanks. So, just to make sure I understand, what were the most frustrating parts of that whole experience for you?

Debbie Levitt: Really? Everything. I’m not sure any part of that went particularly well. There were problems with all of it.

Agent: Okay. What parts work well for you today?

Debbie Levitt: I guess the only thing that might have worked well if I had to pick something was that this website did have a good variety of equipment. I had many choices, but of course I couldn’t tell which choices were right for me.

Agent: Got it. How often do you run into issues here?

Debbie Levitt: Well, how often do you shop for a rack case for your DJ mixer, so, you know, this is the first time I tried it and it didn’t go well. I’m not sure frequency matters here.

Agent: I had a brief connectivity issue. I’m back. Let me continue.

Debbie Levitt: Sure. Where were you?

Agent: We just finished going through all the questions I had asked. If there was anything else you’d like to share before we wrap up?

Debbie Levitt: I don’t think so. I guess I’m wondering what your key takeaway is from this.

Agent: I appreciate you asking, but my role here is really just to listen and gather your perspective. I’m not here to interpret or draw conclusions. That happens later in the process. Is there anything else about your experience you’d like to add before we finish up?

Debbie Levitt: No, thanks.

Agent: Thanks for sharing your thoughts today. I really appreciate your time. Take care.

Debbie Levitt: Bye. Bye.

Here is its summary of that conversation.

  • Product Fit Confusion: Customers struggle with unclear sizing terms, leading to poor product fit and multiple support queries.
  • Support Inefficiency: Customer support lacks tools for accurate product recommendations, causing delays and increasing operational costs.
  • Frustrating Experience: A complicated purchase process risks negative reviews and churn, especially for infrequent buyers like Debbie.
  • Need for Clarity: Technical terms must be simplified to enhance user experience and reduce return rates.
  • Improved Guidance: Better fit tools and clearer specs could empower customers and minimize support loads, enhancing profitability.
  • Trust Building: Smooth first experiences are crucial for infrequent purchases to foster customer trust and loyalty.

Would this be news to your company?

Let’s imagine that you want to research customers who have had issues that led to item returns. Which of the above do you already not know? Is any of this news to you?

More importantly, after reading that conversation, what do you understand about the customer’s experiences or journey? Do you understand enough hows and whys to detail the root causes, create a strategy, and consider solutions?

Does the user really feel listened to? Understood?

Did we meet or exceed research goals?

What would a human Researcher do differently?

A well-qualified human Researcher would have understood that there are multiple tasks here. “Tell me about a time…” or “Walk me through your task…” wouldn’t be granular enough to understand what went well or badly for me during shopping, selection/decision-making, communication with Customer Support, receiving the item, realizing it wasn’t right, dealing with Customer Support again, and returning it.

My journey had multiple tasks or sub-tasks, and multiple experiences. The devil is in the details. The problem started with me not understanding how rack cases are measured, but my problems got worse when Customer Support recommended the wrong items. There was a whole panic-filled task when the rack case came, and I thought there was something wrong with me because the case didn’t fit as I expected.

This AI conversation is one centimeter better than nothing, and does not replace or augment humans.

I would say it shines a spotlight on how much we still need human Researchers.

As a professional Researcher, I wouldn’t add a tool like this to my research studies. That was a very limited conversation. Perhaps it’s just Fireflies and it being a new feature. But I’ve tried a bunch of these now, and these are still not tools that I would add to my process.

If you are not speaking to customers at all, this might seem amazing. This might feel like a customer connection that your company has never made before. That’s a great first step. Though that connection was made between your customer and a robot that didn’t really care about them… so there’s plenty of room for improvement.

Now, allow qualified Researchers to have decent conversations with real humans. They’ll appreciate it! They’ll appreciate someone really listening and responding to what they say. Hearing what they say and what they don’t say. Digging for the hows and whys so that our company can understand what’s going well or badly.

AI can ask questions, but it’s not really a moderator or Researcher. We should understand the difference and set our expectations accurately.

You can try these AI tools, but you’ll need to understand ahead of time that the technology in early 2026 is still very much like a badly spoken survey. We’re asking people fixed questions. We won’t be able to improvise too many follow-up questions. We won’t be able to understand a complex task or set of tasks. We might not learn whys and hows. But we can get “some feedback.”

Is there a scenario in which I would use this? Not at this time. To me, this is still fundamentally flawed, and the tech isn’t there yet.

I feel like if I wanted to survey someone or ask short questions, I could run a survey. I wouldn’t use an AI voice agent to really learn tasks, behaviors, journeys, or anything with complexity.

It could be good if you have a survey or something close to it, and you want to open this up to people who would rather speak answers due to time, context, or accessibility needs.

Hey, Deb, did you prefer talking to the AI? Like some AI companies claim?

I felt like it wasn’t really listening or understanding. I felt really awkward when it asked how I am… um… I guess I’m OK. Do you ask an AI how it’s doing today? That seems polite, but it’s a robot! It’s not going to say, “Aww, it’s humid, and my knee hurts!”

I felt like it was dying to barrel through the four questions it knew it had to ask. It asked me a broad “tell me a story” question, but then didn’t let me tell that story. As soon as I took a breath, it went to the next question. So it got pieces of the story. It only let me tell more of the story when I pointed out that I hadn’t finished.

And still, it didn’t get enough of the story. It got bits that I rushed through. I felt rushed. Thinking about research sessions with human Researchers, I didn’t smile. I wasn’t friendly. I didn’t feel like someone really got my story. I didn’t get follow-up questions that dug into my experience.

We tested Claude on the same story.

In January 2026, we tested Claude as a chat-based UX Researcher, and had it ask me about the same story (buying and returning my mixer case). I scored Claude a 3 out of 10 for moderating the session. You can watch that video here: https://youtube.com/live/w8fqtgDOTzE

Claude got a 3 for writing its own questions and improvising questions that were OK. Not the best questions. You could tell it was trained on material that probably came more from non-Researchers excited about research than professional and experienced qualitative Researchers.

If Claude got a 3, Fireflies (in Feb 2026) got a score of 1. This was barely a conversation. This was a survey disguised as a customer conversation. Fireflies didn’t have context, and didn’t ask about it. It had four questions, and it couldn’t seem to improvise other questions that would help it gather more data.


Behavior - Domino Effects on Customers’ Choices

 

When we are serious about customer-centricity, we want to to truly learn potential and current customers’ tasks, priorities, and decision making strategies. It’s not just what do they choose but why do they choose that and if circumstances change, will they choose something else.

As an example, I rarely say yes to speaking at conferences that don’t at least pay my expenses and preferably pay me something. But a conference at the top of my list accepted me, and wouldn’t you know, it’s one that not only doesn’t cover expenses but expects you to buy a ticket to attend. It seems like a form of extortion.

I mostly speak at non-CX/UX events, which means I experience some of the worst conference submission and registration systems out there. Perhaps it was more important to be “Agile” than to have something that works well for users.

So I registered. With my 50% off speaker code, it should have cost me €600, but the system told me it was €0. I thought perhaps they thought better of charging me, especially since they approved me for a half-day workshop. They’re going to need me there! Why not thank me with a free ticket. I checked out and thanked them for the free ticket. They were not happy that I wasn’t charged, and thanked me for finding the bug.

A week later, I received an email from the online system saying that I owed them €600, and I need to come back and check out again. This is frustrating and disappointing.

The Domino Effect

In this economy, I didn’t have much budget for this trip. I will lose money on travel and time I can’t bill clients. But I figured that I’d shop for non-stop flights to make sure I am there on time.

With the addition of 600 to the budget, I will need to look at flights with plane changes. This benefits nobody. The more flights it takes me to get there, the more likely I am to be delayed, cancelled, stuck, or just fatigued.

And once I cross this event off my “must do” list, I am unlikely to pay to go it again. If they are hoping that I will love it so much that I come back again and again, that is unlikely to happen. And what will I tell others when they ask if attending or speaking at [this conference] is worth it?

Conferences, pay your speakers and cover their travel, especially if you want to make sure they arrive on time and ready to be a face on your event.

Another Example: Waves Audio

Waves Audio manufactures plugins for DAWs (digital audio workstations, think recording studios or home recording). You purchase the plugins you want, and you can use that plugin forever. If you want updated versions, you would need to buy extended licenses, which are normally annually.

Waves appeared to see the benefit of people having access to their entire library of plugins for one monthly or annual price. Probably without doing any research, Waves emailed all of their customers announcing a new pricing model soon going into effect: everybody would need to be on this new monthly or annual plan, and would get all of Waves’  plugins (whether you wanted them or not). If you were buying single plugins, they will work until they won’t, and then you’ll need to get on the Adobe-style plan.

Roughly a week later, another email came saying that due to “concerns” (I read that as “backlash”), Waves would still release the new plan for people who want unlimited access to their entire library, but they would continue the individual plugin pricing and renewals that already existed.

It’s good that Waves fixed this before the pricing started and they saw the real domino effect. While Waves has some exclusive plugins, many of the plugins Waves sells have competitors or might be available through other distributors.

How does this play out for your customers?

How might a change in pricing without a change in available budget play out for your customers? Where is your domino effect? After a price increase, 

  • Did customers reduce the number of licenses they purchased?
  • Did customers buy less?
  • Did they buy less often?
  • Did they stop buying and choose a competitor?
  • Did they badmouth you more? Give you a lower NPS or satisfaction score?
  • Did they burn Customer Support time by calling, emailing, or chatting to complain? That utilization of resources costs you money.

Your changes can lead to changes in customers’ habits and reactions. You might say, “We know our customers,” but do you really? Without qualitative research (preferably observational), you might not truly know how they approach their own tasks and choices, and what choices they might make if pushed a bit.

Solid evidence from good research can also save you from a mistake that you have to apologize for or undo. Did Waves study how their users choose or buy plugins? Did they study who needs the entire library versus who is happier paying for individual plugins? Does Waves have typologies or user profiles for people who buy Waves plugins at full price versus who only shops there when things are on sale? There are so many questions that would be answered by deep qualitative research.

If you are surprised by what your potential or current customers do, you don’t know them. And you should be conducting CX/UX research. Market research might not ask the right questions the right ways. Stop surveying them and watch them completing their tasks.

Creating Value Start With Customer Value or Business Value?

 

Someone sent me this video posted to LinkedIn where Teresa Torres explains why you should start with business value. Here’s a transcription:

“An opportunity solution tree starts with a business need, the outcome, at the top of the tree. Next, we map out the opportunity space by exploring unmet customer needs, pain points, and desires. Some people ask, ‘Why don’t we start with customer needs?’ A product team’s job is to create value for the customer while creating value for the business. If we ignore business value, our solutions won’t be viable over time. If our products aren’t viable over time, our products will be shut down. Or worse, our company will go out of business. When that happens, we don’t create any value for our customers. So to maximize customer value, we have to start with business value.”

Oh, put on your critical thinking hats! This one’s easy.

Are we customer-centric?

We can’t say we’re customer-centric or user-focused if users and customers aren’t considered first. Customer-centricity doesn’t mean we ignore or work against business value. Claims or implications of this type are straw men.

Companies are unlikely to work on projects that don’t create enough business value. But you can start by looking at what the customer needs and then tie that to business goals. Work to balance both of them to create more win-win scenarios in your products and services.

But “our solutions won’t be viable over time if we ignore business value!”

  1. Nobody said we should ignore business value. Straw man again. You always balance customer needs and business value. The better you understand customer needs and deliver value related to those unmet needs, the more business value you will likely create. Better word-of-mouth, more loyalty, higher spending, more frequent spending… so many wonderful business positives await teams and companies who are customer-centric.
  2. It’s true that your solutions won’t be viable over time without business value because the business is unlikely to put resources or budget behind something from which it doesn’t gain revenue or achieve goals. So that makes sense.
  3. But your solutions won’t be viable nearly immediately if you aren’t focusing on the real needs and tasks of potential and current customers.

Let me say that again.

Your solutions won’t be viable nearly immediately if you aren’t focusing on the real needs and tasks of potential and current customers.

I am worried less about “the solution won’t be viable over time” if the solution is partially or wholly wrong (for our customers) now.

Customers expect quality, value, solutions, help, efficiency, speed, and satisfaction. If this is secondary at your company, customers know it. You can tell. As a customer, you can tell when a product, service, website, app, or something else was really designed for you, what you need, and how you think. You can tell when a product, service, or something else was created to improve something in the business, but you are a pawn, an afterthought, or in unethical cases, a victim.

Since most companies right now pray at the altar of speed over quality, customer-centricity, quality, and value can be your differentiation. You can stand out from other companies by being the one that took the time to conduct qualitative research with current and potential customers, deeply understand them, and craft the right solutions to the root causes and real problems. And that’ll make you wild money because people love that. ðŸ™‚

Does starting with business value maximize customer value?

This sounds like, “We will put business goals and needs first. And then we’ll do whatever we think is best or good enough for customers within the box of what we pre-decide is best for the business.”

Starting with business goals doesn’t guarantee any customer value. We might be business-centric and product-led straight into our usual cycles of building the least we can and hoping that we fool customers into thinking it’s good enough. This fantasy should be replaced by the harsh reality of the costs and negative effects of Customer Support utilization, complaints, poor ratings or reviews, and Sales having trouble selling whatever it is that we offer. But we normally hold on to the fantasy, and look for the KPIs the business wanted to see.

I have not yet seen a company put business goals first and have that translate to “maximum” customer value. I think about crappy KPIs that leaders and execs are focused on, and how projects become the creation or optimization of product to push more business value.

Starting with business value is business-centric. We can hope that we will still create some or a lot of quality and value for the customer. But it sounds secondary because it is.

If the customer needs a car, the business sees more value in building the customer a bicycle, and we build a bicycle, did we maximize customer value? Did we care about customer needs or value? Can we say #empathy and, “We really empathized with our users”?

We know how often we didn’t deliver enough or any customer value.

We might pretend everything is just fine, but we know when our teams didn’t deliver customer value.

  • We are wondering how to get our NPS higher.
  • We are wondering how to reduce Customer Support utilization about our feature or the area of the product our team owns.
  • Salespeople report that customers are threatening to leave, leaving, or downgrading because of whatever we just released, or the lack of the features and fixes customers really needed.
  • We want to start optimizing and A/B testing changes and fixes in the hopes that things look better for somebody, usually the business.
  • We miss our own KPIs or OKRs for the project, and should be accountable to someone. But PMs and teams are rarely held accountable, which is another problem.
  • The Voice of the Customer says our product is broken. Tweets, posts, reviews, and complaints say that this doesn’t work how it should.

These and more are signs that you built for the business and not for the customer. They’re also signs that you didn’t have or didn’t work from great early generative qualitative research, which would have supplied the evidence on which you would base strategies and decisions.

Product Management should be strategic, not just taking orders from the business.

The best Product Managers will know how to create business strategies, goals, and decisions around customers’ unmet needs. If the business wants a customer to click Button X more, but the customer wants to click Button X less, a great PM needs to show the business the longer arc of how catering to the customer creates short- and long-term business wins.

This is part of the product and service strategy work that we do at Delta CX. We start with great qualitative research. We learn who target audiences are, what they need, how they do things, and what we have the opportunity to improve or innovate. We then tie those to goals the business already had. Or we advise companies on new goals or changing their strategies because of the opportunity for even greater gains when we truly deliver high quality and value to our customers.

Is there a tree or map that puts the customer first?

I created my Delta CX Impact Map to be the opposite of normal impact maps, opportunity trees, and other diagrams that only or mostly represent business value. My Impact Map starts with something the customer needs, maps the root causes (which we would know based on qualitative, preferably observational research), highlights the negative impacts on the business without this solution, and some of the KPIs and positive business impacts we’ll see if we create what the customer needs. Win-win.

You can learn more about the Delta CX Impact Map in my YouTube video or in chapter 18 of my book, “Customers Know You Suck.” Article coming in the future. ðŸ™‚

Be careful of logical fallacies and other tactics used to distract and confuse you.

It can be hard to separate good and bad ideas when claims escalate quickly to, “The company will go out of business and you will lose your job.” Your natural reaction is, “OMG! I don’t want to lose my job! I’d better put business value first!”

Stop, breathe, process what you heard, and think critically about it. Be careful of straw man arguments. You can (and should) be customer-centric while identifying and growing business value. These don’t have to be opposites, and shouldn’t be played as such.

I expect people who offer customer-peripheric (anti customer-centric) advice, training, books, etc. to double down, and possibly use more of these logical fallacies and fear tactics. If they switch to being customer-centric now, that would undo everything they’ve sold you so far, which would be bad for them; you’d have many questions about those books or training you paid for. Rather than have to explain why they now recommend the opposite of their book or training, I expect these authors to double down and use logical fallacies to try to make you think you must do it their way.

Keep that critical thinking hat on, and consider what authors and trainers (including me) suggest.

Change Dependency Map

 

Many of the elements and situations that are blocking improved customer- centricity are often intertwined. Since many of our internal pain points feed each other, there will be changes that must happen before some other problem can be solved. For example:

  • You might need to reconfigure departments and hire stronger people onto those teams. But we might have trouble attracting and retaining key CX staff while our processes around CX strategy and tasks are ugly. Candidates might not want to join or stay in that environment. While we are hiring, we will have to fix other things that are interconnected.
  • You want to improve relationships between teams and the processes they are using. However, if the KPIs and metrics coming down from the top are customer-peripheric, we could be using new processes but still creating customer-peripheric PSE.

Before you try to create change, break down some walls, and rebuild them, you should map out and consider blockers that could prevent that change from happening. You might be able to predict these, or they might come up as you go. Map these with their appropriate dependencies. I call this a “Change Dependency Map.”

Change Dependency Map

For example, we might imagine that training is the main ingredient needed for change. Let’s send everybody to Debbie’s training so we will all be ready to improve customer-centricity! Sure, but there will still be blockers.

  • Do we have enough CX Researchers available to do all of the research that being customer-centric requires? If not, the change could stall or fail. We will first need to hire some people or shift personnel around so that even just one or two teams are ready to try new ways of working.
  • Are our teams empowered to break out of how we do things now and try new processes, methods, and approaches? If not, all the training in the world might not produce the desired actions or outcomes.
  • Did we plan extra time to try new ways of working? It’ll probably take us longer than our old ways, especially while new processes are experimental.
    • Did we estimate this time and update our roadmaps? Did we change our release schedule so that nobody is surprised that the new project is taking longer than usual?
    • Forgetting to plan extra time to try new ways of working could block our goal of successfully experimenting with more customer-centric processes. Estimating time, updating roadmaps, and changing the release schedule are dependencies under “planning extra time.” This is why the Change Dependency Map is a tree or hierarchy; fixing one or more problems unblocks a higher-level problem.
  • How will we measure if our customer-centricity adventures are starting to work, or where we need to improve?
    • Do we have KPIs and OKRs in place? Are we ready to track and measure everything that we need to?
    • Does the team believe we are tracking or obsessed with the wrong numbers? Are teams under pressure to deliver customer-peripheric KPIs? We will have to shift or fix these to remove obstacles that can block the change we want.

Some companies bring in expensive trainers assuming that if we train everybody on this topic or method, we can then use this method, which will solve our problems. The example map reminds us that trainers alone rarely solve a problem or create a transformation because we haven’t cleared the blockers and dependencies.

Map anything that will block desired changes and outcomes. What must change before we can create the final or larger change? Work on changes at the lowest level of the hierarchy first so that teams are freed up and empowered. The lowest level of your map might be root causes blocking other changes. Mapping these out visualizes and socializes obstacles so that we can plan to eliminate them.

The sample map above has a broad and high-level goal of being more customer- centric. We can use a Change Dependency Map for a change at any level: project, team, department, or company. Our desired outcome might be very specific or a broader vision.

Delta CX Behavior Triggers™

 

Where Are Metrics Failing Us?

Metrics can show us that customers stopped at a certain point in a process, chose not to buy, or didn’t make it through an important task. Yet the metrics rarely know why. We can spin up qualitative CX research to learn the whys, but what if we could save that customer from ever ending up in the failure pile?

Additionally, companies love to send out customer satisfaction or NPS surveys. Will unhappy customers fill them out? Will you learn which customers are considering leaving you or are already in the process of moving to a competitor? And is it too late by then?

Delta CX Behavior Triggers is a model that disrupts how companies perceive and handle struggling customers. The model allows us to be more proactive and predictive, increase sales and solve problems before we damage our relationships with our customers.

 

Imagine a Struggling Website Visitor or App User

Your potential customer is on your website or in your app, and ready to buy… but it’s not working. They’re trying multiple credit cards, they even logged in to other browsers. They’re really trying to buy this thing, but they can’t. Unhelpful error messages block them.

Your reactive cart recovery tool catches this, and emails the customer the next day to remind them they still have something in their cart. The customer tries again, hits the same dead-end, and can’t make the purchase.

What conclusions might marketing and sales have?

  • The customer didn’t have enough money for this item.
  • The customer changed their mind.
  • The customer’s demographic doesn’t always buy these items on their first visit to the site.
  • The customer is just a tire kicker and never intended to buy.

Unfortunately, these guesses don’t match the reality of the example. That customer had the money, didn’t change their mind, wasn’t kicking tires and didn’t abandon the cart. They hit CX and/or technical problems that prevented them from checking out.

 

Introducing Behavior Triggers

Behavior Triggers are algorithms that proactively find problems and put processes in place to help customers, just in time. They are designed to keep customers from falling through the cracks or later becoming just another unfortunate metric. Behavior Triggers might include:
  • If someone fails at checkout twice (possibly even once if the reason isn’t that their card was declined).
  • If someone logs into the same account from different browsers within X minutes (and perhaps if they also had at least one failed checkout).
  • If someone puts item X in their cart, clears the cart or removes the item, then puts item X in their cart again.
  • If someone’s purchase fails on the website (and they’re logged in so we know who they are) and then they call our support center (and we access their account so we know who they are).
  • If someone’s checkout failed today, they tried again within X days (on their own or in response to a cart recovery email), and it failed again.
What do you do in response to those scenarios? Don’t call people (too creepy) and don’t use chatbots (too impersonal, and the technology isn’t there yet). Currently, the best option would be to peek something in the bottom right corner to offer a live chat with a real human, preferably one who can “see” the page the way the customer sees it, or at least see what they are trying to buy and what price the system gave them. They can try to save the sale in the moment where we still have the customer on the site or in our system. Keeping that momentum going gives you a better chance than after they have left your site. Once they are gone, they might be on a competitor’s site trying to buy. Behavior Triggers must be approached strategically with the cross-functional team. Triggers will require a lot of testing and refinement so we are sure we are more likely to help people than to annoy them. Additionally, make sure that even if someone sets off multiple triggers in one session, we don’t bother them more than once.

 

Sounds Expensive? Let’s Do The Math

You might think implementing Behavior Triggers are too expensive or not worth it. Maybe these people are just “edge cases.” Time to do some math.
  • Example 1 (B2C): Imagine you are selling a $3,225 cruise package. If 5 people each day had trouble checking out and couldn’t make the purchase, that would be 1,825 customers per year who possibly never bought or chose a competitor after failing on your site. This leaves nearly $6 million on the table each year.
  • Example 2 (B2C or B2C): You have a few different price points, but your average website hosting subscription costs people $249 per year. If 5 people per day were confused by your pricing tiers and package differences – and they gave up and walked away, you’ve left over $450,000 on the table annually.
  • Example 3 (B2B): Imagine an enterprise SaaS that would cost a team of 50 people over $12,000 per year (and plenty more for larger teams). If even 2 people have trouble purchasing each day, this company leaves nearly $9 million on the table annually.
They may have lost even more if frustrated non-buyers tell friends or post online about their purchasing struggles. Everyone is a micro-influencer now. Also lost is the possibility of a loyal customer who now wants to buy more cruises, more SaaS licenses, or renew for another year. What would a Behavior Triggers project cost to research, design, test, iterate, build and release? Even at a possible internal cost of $500,000, wouldn’t we say it’s worth it to try to save as many of those lost sales as we can and decrease the negative micro-influencer word of mouth? Example B could certainly spend less since their Behavior Trigger might simply be to suggest a live chat if they see people pausing on the packages page for more than X seconds.

 

Make More Sales, Lose Fewer Customers

We will still need to assess damages after we have incurred them, but we should be proactive about how we can lose fewer sales. We must monitor customer actions in the moment, and stop using assumptions about customer behaviors or cart abandonment. Guessing at why we had failures wildly increases our business risk. We can also use Behavior Triggers in other areas at our company.
  • Did you post a job for a team manager but nobody on the team applied for it? HR should notice that nobody on the team wanted to get a potential promotion; this might indicate that the team is unhappy, and some or all of them are flight risks.
  • Considering the example of the website hosting company above, what if a Trigger noticed that someone moved their hosting off of our servers? Did a customer threaten to cancel in a support ticket? Now is a great time for sales or support to reach out to this customer and see if they can be saved. Do not wait months until you happen to send a customer satisfaction survey, which ex-customers might not bother filling out.
We’ll need a lot of collaborators on this one, with at least one CX Data Scientist on the team, but let’s work to create Behavior Triggers in our products. Help people before they become “just another ugly metric.” Proactively find CX/UX and technical bugs, save sales and increase customer satisfaction.