I'm sorry
By Zhou, ChainCatcher
ON THE EVENING OF 14 JUNE, THE CHINESE COMMUNITY FOCUSED ON CRITICISM OF THE QUALITY OF THE SERVICES OFFERED BY FRANÇOIS VIP。
MULTIPLE USERS MAINTAIN HIGH TRANSACTION VOLUMES OF USER FEEDBACK, NO RESPONSE FOR LONG PERIODS OF TIME AFTER CONTACTING THE VIP EXCLUSIVE PASSENGER SERVICE, AND NO NEW CUSTOMER MANAGER FOLLOWING SEPARATION OR REPLACEMENT. DISCUSSIONS QUICKLY SPREAD, WITH MORE USERS FOLLOWING UP ON SIMILAR EXPERIENCES。
ON MONDAY, THE CO-FOUNDER OF THE BIANAN UNION RESPONDED PUBLICLY. SHE ACKNOWLEDGED KPI ' S LONG-TERM FOCUS ON RESPONSE SPEED AND SATISFACTION WITH ROUTINE CUSTOMER SERVICE, THE RELATIVE SCARCITY OF SERVICE RESOURCES FOR VIP AND KOL USERS, AND THE COMMITMENT TO ALIGN THE SYSTEM FROM THE WORKFLOW LEVEL, INCLUDING 24 HOURS TO EQUIP VIP USERS WITH AN EXCLUSIVE PASSENGER SERVICE MANAGER TO REPAIR THE VIP CHANNEL SYSTEM FAILURE。
SINCE THE BEGINNING OF THE YEAR, MAJOR EXCHANGES HAVE BEEN LOWERING THE VIP THRESHOLD TO EXPAND THE HIGH NET VALUE USER BASE. THIS WAVE ACTUALLY POINTS TO A MISMATCH BETWEEN EXCHANGE INCENTIVES AND SERVICE DELIVERY CAPACITY。
KPI STRUCTURAL MISMATCH WITH BUSINESS CONTRIBUTION
In the response, he wrote:In the past, KPI has primarily tested the speed and satisfaction of regular passenger service, which has led to relative neglect of the VIP and KOL groups in resource allocation. The synergetic faults between the passenger service and the VIP support, and the loss of information even after the App internal switching channel for some users, are less experienced than ordinary users, and an exclusive channel that should be used to strengthen the service becomes a drag。
This mismatch is not uncommon in a rapidly expanding platform. When large amounts of resources are used to cover a wider range of ordinary users, they contribute the vast majority of transaction volumes and transactional fees to the front-end users who are easily marginalized in the day-to-day service system。
THE LOWER THRESHOLD ALLOWS MORE USERS TO ENTER THE VIP SEQUENCE, BUT HIGH-CONNECTED RESOURCES, SUCH AS PROPRIETARY MANAGERS, PROBLEM CLOSED LOOPS, ARE DIFFICULT TO ACHIEVE IN THE SHORT TERM. THE RATE DISCOUNT IS JUST A LINE OF CODE ADJUSTMENTS, CLIENT MANAGERthenRecruitment, training, grinding and a natural slow expansion are needed。
As a result, users of the head felt the pressure of the service first. They are more demanding of the platform ' s stability and more vocal, making it easier to focus on problems at the community level。
Incentives are easy to fight, deliver to fight
ChainCatcher released in April"THE ENCRYPTION EXCHANGE RINGS VIP CLIENTS FIGHTING"This post is part of our special coverage Syria Protests 2011This yearMARCH DOLLAR ENTRY TO VIP 1FundsthresholdDirectDownAlmost 80%。THE BEAR MARKET EXCHANGE HAS COLLECTIVELY LOWERED THE VIP THRESHOLD TO BRING THE PRIVATE BANK’S CUSTOMER CULTURE INTO THE EXCHANGE。
This incentive logic attracts liquidity and short-term retentionIndeedYesTHE ROLE IS CLEAR, BUT WHEN THE VIP BASE IS EXPANDED RAPIDLY, ORGANIZATIONAL CAPACITY, SYSTEM SUPPORT AND FEEDBACK CLOSED ARE BOTTLENECKS IN SERVICE DELIVERY。
EncryptionTransactionsWho@youyuvkx mentioned that as a long-term, high-volume user, there was no response for six months to contact the VIP department. Users also indicated that feedback on the unreasonable content of the contractual index had not been received on the platform or on Twitter。
THIS DISCREPANCY IS NOT AN EXAMPLE; IT IS THE RESULT OF AN INCENTIVE LOGIC AHEAD OF THE ORGANIZATION ' S ABILITY TO IMPLEMENT. THE VIP IDENTITY ALREADY ENJOYS A CORRESPONDING INTEREST IN FEES AND LIMITS, BUT IN THE CASE OF SPECIFIC PROBLEMS, IT BECOMES MORE DIFFICULT TO FIND A STABLE MATCH AND A PREDICTABLE ROUTE。
Once the event has fermented, what is the quick response, multiple departments combo the feedback and propose a reorientation that includes VIP grade setting, service flow optimization, and improved user coverage. At the same time, members of the Money-Amnest customer service team have publicly indicated that they will follow up on the issue on an ongoing basis, stressing that direct contact is welcome regardless of the size of the user。
A number of voices in the community have acknowledged the speed of the response, arguing that it is not easy for a company of this size to make a clear statement in one day。
HOWEVER, IF, ON THE OTHER HAND, VIP AND KOL SERVICES ARE PROBLEMATIC, SOCIAL MEDIA FERMENTATION IS THE ONLY WAY TO BE SEEN AT A HIGH LEVEL, SUGGESTING THAT THE REGULAR CLIENT MANAGER ' S REPORTING AND PAYROLL PROMOTION MECHANISM DOES NOT ACTUALLY WORK。
Attitude issues can be addressed by an open response, and certainty at the process level requires a proven system, not a one-off commitment。Like..X User@tareskyYesI don't knowThe holiday greeting is meaningless, and what is really needed is to find someone to deal with the problem and to provide a clear prescription。
When the process doesn't work, it's relationships
From another point of view, when the actual capabilities of users in problem resolution are beginning to stratification, the situation is no longer just a matter of service experience, but of who can be pushed forward and who can find the real person in charge。
This uncertainty is exacerbated to some extent by the current organizational structure of the exchange. The sisi team published a list of contacts on different lines of business such as VIP, square, wallet, community, etc., following public opinion。
User issues were originally decentralized by department, and once the issues required cross-sectoral coordination, there was a lack of a unified path of upgrading and accountability within the Platform。
Under this structure, private chats, Telegram and X private letters become common informal upgrade routes. Encrypted by KOL, the Tuo Australian Lions mentioned that they knew about account compliance years agosyesi, similar problems have been encountered over the years, through which she has confirmed that it is often faster and more reliable than formal processes. A number of KOLs have indicated that they have resolved operational problems in a similar manner。
Where processes fail, “relationship” becomes an effective regime. On the other hand, this post, which spreads more public opinion, comes from @youyuvkx, which claims tens of millions of dollars in assets, and deals of hundreds of millions more long-term, but is left behind for six months until public criticism on X is seen。
This indicates whether private channels can be pursued, rather than the size or impact of the assets, or whether the right person is known。HoweverI don't knowPrivate channels, the variable, are more elusive and more difficult to institutionalize than the size of assets, and this is the risk of a relationship governance judgement。
This pattern was used when the platform was smallMaybeYesThe advantage is that the founders are directly aware of the true experience of the user. But it is an unsustainable arrangement when the user base is expanded to the size of today's currency, and the process gaps are filled with the personal energy of the founders and a few staff。
It can hold back the most vocal groups, but it cannot afford the silent majority。
The size of the exchange has reached the level of global infrastructure and whether clients can be treated equally, for the time beingBut..And..It depends on whether he knows the right person or speaks loud enough. If not institutionalized, this crack will be torn up as scale expands。
Concluding remarks
After allI don't knowThis oneWindYesRoot causesIt's..The organizational capacity of the exchange has not kept pace with the expansion of its operations。
At a deeper level, this mismatch is almost inevitable. Companies that can reach today's volume in the encryption industry rely on the rapid, flexible and non-routine response capacity of starting a business. But to truly complete the transformation from start-ups to institutions, this “human face” needs to be reduced to a stable system。
This is also a lesson that must be added to all size-seeking exchanges as they move towards a mature financial infrastructure。
