A contemplation on CM.com in the era of AI agents.
Over the past five years, we’ve made it our mission to stay ahead by adapting quickly to change and seizing new opportunities. Despite the challenges—like the global pandemic—we kept growing by staying flexible and making smart decisions. In this final blog celebrating 25 years of CM.com, we look back at a time when we showed, again and again, how we could offer innovative solutions and strengthen our organisation.
CM.com started as an SMS provider, yet today, we offer an integrated customer engagement platform to drive meaningful business interactions. Over the past 25 years, we have been assembling this platform piece by piece, with each innovation, product and acquisition adding to the bigger picture. Let’s explore how these puzzle pieces have come together to build the CM.com of today.
By 2010, CM.com knew it was time to expand beyond its roots. What began in nightclubs had grown into a broader client base across various industries. It was time to push boundaries—both literally and figuratively. Here’s the story of our international journey, filled with challenges, triumphs and lessons.
What started as ClubMessage — focused on SMS marketing for nightclubs — quickly evolved into an organisation capable of handling millions of messages. Within just five years, the company had not only built a vast reach among young people but also developed its own technology to manage high volumes of SMS traffic. This rapid growth saw CM.com become the Netherlands' largest SMS buyer, with its technology branching out into new sectors like television and banking. Let’s take a closer look at this journey.
Picture this: you're leaving a bustling club, but all around you, people are tossing aside paper flyers meant to draw them back for the next big night. Jeroen and Gilbert watched countless flyers hit the floor, when they thought, "There’s got to be a better way!". Gilbert sent a simple text to Jeroen: "Will you join me at Highstreet?" That message changed everything.
As a member of the customer service team, you stand on the frontline of customer interaction every day. In a world where customers demand quick and personalised service, long wait times, impersonal responses, or worse, incorrect answers, can quickly drive a customer away. Your goal, however, is to connect customers with your organisation and deliver the best answers and service possible.
What makes sport so great is that it connects all kinds of people. On the other hand, knowing no two sports fans are alike makes it challenging for sports organisations to address different fan segments. The organisation behind the Formula 1 Heineken Dutch Grand Prix acknowledged this challenge and realised they needed to create individual experiences for fans at CM.com Circuit Zandvoort. With this ethos, they've built world-beating fan experiences for the first F1 event at Circuit Zandvoort in 35 years. But the team isn't finished. They're working to improve fan engagement year on year. Want to know more? Here we share five insider tips on how the Dutch Grand Prix built fan engagement before, during, and after the race.
In the run-up to any event, attendees will have numerous questions, such as "how do I get there," "where can I find my tickets," and "Is there somewhere to stay nearby." F1 fans often ask these types of questions before the Formula 1 Heineken Dutch Grand Prix.
The market for generative AI has experienced significant growth, with over $14.8 billion of venture capital invested in startups building their products on Large Language Models like OpenAI’s ChatGPT and other generative AI tools. The space is booming, evident from the high number of website domain registrations in the field every week. The key challenge for most companies is to find out what will propel their businesses moving forward.
Struggle with high churn rates? If you’re in the utilities or telecoms industries, then you may always be looking for new ways to retain your customers in the long run. Historically, both have experienced relatively high churn rates. The telecommunications industry has an average churn rate of 30% to 35%. While the utilities market has a churn rate of approximately 12-15% for Western European markets.
New generations of customers ask for different business approaches. Modern consumers are well-informed and tech-savvy, with high standards for any business. A customer-centric business model can help you live up to these standards. Let’s first have a look at these new generations before diving into how you can take on a customer-centric approach.
We all understand the concept of “customer first” and for most organisations offering exceptional customer service is one of the main business goals. But despite the battle for new talent on the job market, this principle doesn’t determine the way of thinking and acting during the recruitment process. Process digitalisation could be the future when it comes to HR and recruitment.
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