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Human Connection

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Published May 9, 2017

customer service quiz questions


Are You A Service Ace?
Take this Quiz and See!
Test your customer service knowledge and learn how to be a service ace by picking the correct answer to each of these 10 questions.

1.  A complaining customer is:

A. Always right
B. Almost right
C. Often lying
D. Always the customer

2.  Customers who complain:

A. Had unhappy childhoods
B. Are genetically predisposed to be sourpusses
C. Have trouble in their primary relationships
D. Are doing you a service in identifying what isn’t working in your business or organization

3. The best reward for your customer service representatives is:

A. Earplugs and punching bags
B. Valium or other mind-numbing drugs
C. Recognition and appreciation on your part
D. Anger management seminars

4.   CRM stands for:

A. Customers Rarely Matter
B. Can’t Remember Much
C. Communicating Random Meaning
D. Customers Rudimentarily Managed
E. Customer Relationship Management

5.  Customers who complain want . . .

A. Something for nothing
B. To be heard and have their experience validated
C. To vent for the sport of it
D. To be made majority shareholders in the company

6.  Customer Service departments:

A. Are the afterthought that cleans up messes other departments cause
B. Build customer loyalty
C. Are leaders in understanding customer behavior patterns and market research

7.  For a company to be considered service-oriented:

A. It must mention customer service in its mission statement.
B. At least 18.3% of its employees must work in the customer service department
C. Its managers must at one time have been CSRs
D. Customer service must be addressed by all departments

8.  A Call Center is defined as:

A. The midpoint in duration of a telephone call
B. A revenue sink hole
C. A place where middle-of-the-road calls coexist with liberal and arch-conservative calls
D. A location where complaints and problems are converted into successful saves for your customers and your company

9. Customer Care is:

A. A managed care medical program for customers
B. A nifty alliterative phrase that looks good in company brochures
C. A new program where customers care for themselves
D. A philosophy wherein the customer is wrapped in service even before a problem arises

10.  Customer Service Culture is

A. A new form of yogurt where the lid removes itself for you
B. Behavior being analyzed in a Petrie dish for contagions
C. A mythical civilization in which everyone smiles and welcomes you when they meet
D. An environment where customer service permeates the thinking of the entire company


Answers

Published April 24, 2017

Points of difference (POD’s)™

Over the last months, visiting wineries and breweries, I have been more and more struck by what makes one venture stand out and appeal more than another.
With so much choice within a region, potential customers often find it perplexing to make choice as to where to go – with aggregate sites often having lots of choice, poor search filters and out of date information many loose interest in the task quickly.

if you were to sit down and write your top 10 Points of difference (POD’s)™ what would they be?

How important would they be to your customers? –  we can help with your top 10 so that it aligns to their top 10.

We can examine your points and inform you on the ones your customers care about and the ones they don’t.

 

If you would like to have a chat to see what we could do for you text or call 0481 854 516 TODAY!

Published April 24, 2017

Customers of Tomorrow and your customer stems

Customer stems

The latest thinking around customer development and engagement revolves around customers stems, that is, the way you currently categorise your customers into subsets or groups and how appropriate and transferable these stems are to current and future customers.
Do you currently educate your staff on how to talk to certain groups of customers according to how they like to receive information and what triggers them to buy? Do you have customer subsets grouped according to their preferences/triggers and how transferable are they to new customer groups.

We are currently developing customer stems groupings according to how customers like to receive information, so that customer service staff  can identify different customer types and adapt the delivery/pitch accordingly.

If you would like to have a chat to see what we could do for you text or call 0481 854 516 TODAY!

Published November 15, 2016

The Change Curve

Accelerating Change, and Increasing Its Likelihood of Success

future-past

Initially, many people want to cling to the past.

Here’s the scenario: You have invested vast amounts of time and dollars in the latest systems and processes; you have trained everyone; and you have made their lives so much easier (or so you think.) Yet months later, people still persist in their old ways: Where are the business improvements you expected? And when will the disruption you’re experiencing subside?

The fact is that organisations don’t just change because of new systems, processes or new organisational structures. They change because the people within the organisation adapt and change too. Only when the people within it have made their own personal transitions can an organisation truly reap the benefits of change.

As someone needing to make changes within your organisation, the challenge is not only to get the systems, process and structures right, but also to help and support people through these individual transitions (which can sometimes be intensely traumatic, and involve loss of power and prestige… and even employment.)

The easier you can make this journey for people, the sooner your organisation will benefit, and the more likely you are to be successful. However if you get this wrong, you could be heading for project – and career – failure.

The Change Curve is a popular and powerful model used to understand the stages of personal transition and organisational change. It helps you understand how people will react to change, so that you can help them make their own personal transitions, and make sure that they have the help and support they need.

Here, we first look at the theory behind the Change Curve. Then we look at how you can use it to accelerate change and improve its likelihood of success.

Note 1: 
The Change Curve is widely used in business and change management and there are many variations and adaptations. It is often attributed to psychiatrist Elisabeth Kubler-Ross, resulting from her work on personal transition in grief and bereavement.

Note 2:
Here we’re describing major change, which may be genuinely traumatic for the people undergoing it. If change is less intense, adjust the approach appropriately.

The Change Curve

The Change Curve model describes the four stages most people go through as they adjust to change. You can see this in figure 1, below.

change-curve

When a change is first introduced, people’s initial reaction may be shock or denial, as they react to the challenge to the status quo.

This is stage 1 of the Change Curve. Once the reality of the change starts to hit, people tend to react negatively and move to stage 2 of the Change Curve: They may fear the impact; feel angry; and actively resist or protest against the changes.

Some will wrongly fear the negative consequences of change. Others will correctly identify real threats to their position.

As a result, the organisation experiences disruption which, if not carefully managed, can quickly spiral into chaos.

For as long as people resist the change and remain at stage 2 of the Change Curve, the change will be unsuccessful, at least for the people who react in this way. This is a stressful and unpleasant stage. For everyone, it is much healthier to move to stage 3 of the Change Curve, where pessimism and resistance give way to some optimism and acceptance.

Tip: 
It’s easy just to think that people resist change out of sheer awkwardness and lack of vision. However you need to recognise that for some, change may affect them negatively in a very real way that you may not have foreseen. For example, people who’ve developed expertise in (or have earned a position of respect from) the old way of doing things can see their positions severely undermined by change.

At stage 3 of the Change Curve, people stop focusing on what they have lost. They start to let go, and accept the changes. They begin testing and exploring what the changes mean, and so learn the reality of what’s good and not so good, and how they must adapt.

By stage 4, they not only accept the changes but also start to embrace them: They rebuild their ways of working. Only when people get to this stage can the organisation can really start to reap the benefits of change.

Using the Change Curve

With knowledge of the Change Curve, you can plan how you’ll minimise the negative impact of the change and help people adapt more quickly to it. Your aim is to make the curve shallower and narrower, as you can see in figure 2.

using-the-curve

As someone introducing change, you can use your knowledge of the Change Curve to give individuals the information and help they need, depending on where they are on the curve. This will help you accelerate change, and increase its likelihood of success.

Actions at each stage are:

Stage 1

At this stage, people may be in shock or in denial. Even if the change has been well planned and you understand what is happening, this is when reality of the change hits, and people need to take time to adjust. Here, people need information, need to understand what is happening, and need to know how to get help.

This is a critical stage for communication. Make sure you communicate often, but also ensure that you don’t overwhelm people: They’ll only be able to take in a limited amount of information at a time. But make sure that people know where to go for more information if they need it, and ensure that you take the time to answer any questions that come up.

Stage 2

As people start to react to the change, they may start to feel concern, anger, resentment or fear. They may resist the change actively or passively. They may feel the need to express their feelings and concerns, and vent their anger.

For the organisation, this stage is the “danger zone.” If this stage is badly managed, the organisation may descend into crisis or chaos.

So this stage needs careful planning and preparation. As someone responsible for change, you should prepare for this stage by carefully considering the impacts and objections that people may have.

Make sure that you address these early with clear communication and support, and by taking action to minimise and mitigate the problems that people will experience. As the reaction to change is very personal and can be emotional, it is often impossible to preempt everything, so make sure that you listen and watch carefully during this stage (or have mechanisms to help you do this) so you can respond to the unexpected.

Stage 3

This is the turning point for individuals and for the organisation. Once you turn the corner to stage 3, the organisation starts to come out of the danger zone, and is on the way to making a success of the changes.

Individually, as people’s acceptance grows, they’ll need to test and explore what the change means. They will do this more easily if they are helped and supported to do so, even if this is a simple matter of allowing enough time for them to do so.

As the person managing the changes, you can lay good foundations for this stage by making sure that people are well trained, and are given early opportunities to experience what the changes will bring. Be aware that this stage is vital for learning and acceptance, and that it takes time: Don’t expect people to be 100 percent productive during this time, and build in the contingency time so that people can learn and explore without too much pressure.

Stage 4

This stage is the one you have been waiting for! This is where the changes start to become second nature, and people embrace the improvements to the way they work.

As someone managing the change, you’ll finally start to see the benefits you worked so hard for. Your team or organisation starts to become productive and efficient, and the positive effects of change become apparent.

Whilst you are busy counting the benefits, don’t forget to celebrate success! The journey may have been rocky, and it will have certainly been at least a little uncomfortable for some people involved: Everyone deserves to share the success. What’s more, by celebrating the achievement, you establish a track record of success: Which will make things easier the next time change is needed.

if you would like to know more or would like us to help manage your change contact i2HQ for fresh thinking and new approaches 

Published November 9, 2016

4 different personality types of customers

When your business is all about offering service and quality experiences for customers, it is important to know about different types of customers and what motivates and encourages them to buy and be loyal. Although each customer is unique and should be treated as an individual, there are essentially four broad personality types that apply in retail and service environments.

Understanding personality types = more effective customer service 

It is not necessarily the case that one customer personality type is preferable to others. However, if your business is committed to quality service, an awareness and understanding of different personality types can certainly increase the effectiveness of customer service and deliver great outcomes, including increased profit, market share and brand reputation.

‘The Director’:

Customers who are comfortable taking charge and know what they want and when they want it, fit the Director personality type. These people may present as demanding and can seem intimidating and unwilling to consider alternative viewpoints.

A customer with a Director type personality will typically refuse small talk, preferring to ascertain facts, determine the relevance of a product or service and make decisions without delay. Directors have clear goals and want the best value for the lowest price within the timeframes they set.

‘The Analyst’:

Customers with an analytical type personality, unsurprisingly, often represent professions such as accountancy, engineering and science, where research, accuracy and analysis are critical. Analysts seek information and assess all possibilities before making a decision.

Analysts love facts, details and descriptions of products and services, and our training programs cover these aspects of working with customers of this personality type. It can be useful to understand that Analysts read manuals and the fine print and value this more than attempts made at small talk when they are in a retail environment.

‘The Belonging/Relater’:

People who feel a strong need to be part of a group fit the Relater/Belonging customer personality profile. Your business or service is likely to become part of such a customer’s network and be included on their list of ‘go to’ places. Because of their networks, these customers know someone who knows someone who can assist them to get what they want.

‘The Socialiser’:

Socialisers love conversation and establishing new relationships.

Socialisers want to create new friendships. They cannot be treated in the same way as an Analyser or Director and bombardment with facts and statistics will repel them. In contrast to customers fitting the Belonging type, loyalty is not as vital to Socialisers as they shop in a variety of places that they have established relationships with.

Understanding the different personality types of customers can help you to provide more targeted and effective service that meets the customer’s needs and strengthens the profit and position of your business.

Published by Tim Millett 08 October 2013

If you would like to us to deliver tailored customer personality trait training to your staff please do not hesitate to contact us.

Published November 8, 2016

7 Personality Traits of Top Salespeople

 

Seven Personality Traits of Top Salespeople

If you ask an extremely successful salesperson, “What makes you different from the average sales rep?” you will most likely get a less-than-accurate answer, if any answer at all. Frankly, the person may not even know the real answer because most successful salespeople are simply doing what comes naturally.

Over the past decade, I have had the privilege of interviewing thousands of top business-to-business salespeople who sell for some of the world’s leading companies. I’ve also administered personality tests to 1,000 of them. My goal was to measure their five main personality traits (openness, conscientiousness, extraversion, agreeableness, and negative emotionality) to better understand the characteristics that separate them their peers.

The personality tests were given to high technology and business services salespeople as part of sales strategy workshops I was conducting. In addition, tests were administered at Presidents Club meetings (the incentive trip that top salespeople are awarded by their company for their outstanding performance). The responses were then categorized by percentage of annual quota attainment and classified into top performers, average performers, and below average performers categories.

The test results from top performers were then compared against average and below average performers. The findings indicate that key personality traits directly influence top performers’ selling style and ultimately their success. Below, you will find the main key personality attributes of top salespeople and the impact of the trait on their selling style.

1. Modesty. Contrary to conventional stereotypes that successful salespeople are pushy and egotistical, 91 percent of top salespeople had medium to high scores of modesty and humility. Furthermore, the results suggest that ostentatious salespeople who are full of bravado alienate far more customers than they win over.

Selling Style Impact: Team Orientation. As opposed to establishing themselves as the focal point of the purchase decision, top salespeople position the team (presales technical engineers, consulting, and management) that will help them win the account as the centerpiece.

2. Conscientiousness. Eighty-five percent of top salespeople had high levels of conscientiousness, whereby they could be described as having a strong sense of duty and being responsible and reliable. These salespeople take their jobs very seriously and feel deeply responsible for the results.

Selling Style Impact: Account Control. The worst position for salespeople to be in is to have relinquished account control and to be operating at the direction of the customer, or worse yet, a competitor. Conversely, top salespeople take command of the sales cycle process in order to control their own destiny.

3. Achievement Orientation. Eighty-four percent of the top performers tested scored very high in achievement orientation. They are fixated on achieving goals and continuously measure their performance in comparison to their goals.

Selling Style Impact: Political Orientation. During sales cycles, top sales, performers seek to understand the politics of customer decision-making. Their goal orientation instinctively drives them to meet with key decision-makers. Therefore, they strategize about the people they are selling to and how the products they’re selling fit into the organization instead of focusing on the functionality of the products themselves.

4. Curiosity. Curiosity can be described as a person’s hunger for knowledge and information. Eighty-two percent of top salespeople scored extremely high curiosity levels. Top salespeople are naturally more curious than their lesser performing counterparts.

Selling Style Impact: Inquisitiveness. A high level of inquisitiveness correlates to an active presence during sales calls. An active presence drives the salesperson to ask customers difficult and uncomfortable questions in order to close gaps in information. Top salespeople want to know if they can win the business, and they want to know the truth as soon as possible.

5. Lack of Gregariousness. One of the most surprising differences between top salespeople and those ranking in the bottom one-third of performance is their level of gregariousness (preference for being with people and friendliness). Overall, top performers averaged 30 percent lower gregariousness than below average performers.

Selling Style Impact: Dominance. Dominance is the ability to gain the willing obedience of customers such that the salesperson’s recommendations and advice are followed. The results indicate that overly friendly salespeople are too close to their customers and have difficulty establishing dominance.

6. Lack of Discouragement. Less than 10 percent of top salespeople were classified as having high levels of discouragement and being frequently overwhelmed with sadness. Conversely, 90 percent were categorized as experiencing infrequent or only occasional sadness.

Selling Style Impact: Competitiveness. In casual surveys I have conducted throughout the years, I have found that a very high percentage of top performers played organized sports in high school. There seems to be a correlation between sports and sales success as top performers are able to handle emotional disappointments, bounce back from losses, and mentally prepare themselves for the next opportunity to compete.

7. Lack of Self-Consciousness. Self-consciousness is the measurement of how easily someone is embarrassed. The byproduct of a high level of self-consciousness is bashfulness and inhibition. Less than five percent of top performers had high levels of self-consciousness.

Selling Style Impact: Aggressiveness. Top salespeople are comfortable fighting for their cause and are not afraid of rankling customers in the process. They are action-oriented and unafraid to call high in their accounts or courageously cold call new prospects.

Not all salespeople are successful. Given the same sales tools, level of education, and propensity to work, why do some salespeople succeed where others fail? Is one better suited to sell the product because of his or her background? Is one more charming or just luckier? The evidence suggests that the personalities of these truly great salespeople play a critical role in determining their success.


Written by Steve W. Martin teaches sales strategy at the University of Southern California Marshall School of Business. His new book is titled Heavy Hitter I.T. Sales Strategy: Competitive Insights from Interviews with 1,000+ Key Information Technology Decision Makers.

Published October 27, 2016

the brand colour wheel

the brand colour wheel

Published October 27, 2016

rankbrain

FAQ: All about the Google RankBrain algorithm

Google’s using a machine learning technology called RankBrain to help deliver its search results. Here’s what’s we know about it.

google-brain-data2-ss-1920 

Google uses a machine-learning artificial intelligence system called “RankBrain” to help sort through its search results. Wondering how that works and fits in with Google’s overall ranking system? Here’s what we know about RankBrain.

The information covered below comes from three original sources and has been updated over time, with notes where updates have happened. Here are those sources:

First is the Bloomberg story that broke the news about RankBrain (See also our write-up of it). Second, additional information that Google has now provided directly to Search Engine Land. Third, our own knowledge and best assumptions in places where Google isn’t providing answers. We’ll make clear where these sources are used, when deemed necessary, apart from general background information.

What is RankBrain?

RankBrain is Google’s name for a machine-learning artificial intelligence system that’s used to help process its search results, as was reported by Bloomberg and also confirmed to us by Google.

What is machine learning?

Machine learning is where a computer teaches itself how to do something, rather than being taught by humans or following detailed programming.

What is artificial intelligence?

True artificial intelligence, or AI for short, is where a computer can be as smart as a human being, at least in the sense of acquiring knowledge both from being taught and from building on what it knows and making new connections.

True AI exists only in science fiction novels, of course. In practice, AI is used to refer to computer systems that are designed to learn and make connections.

How’s AI different from machine learning? In terms of RankBrain, it seems to us they’re fairly synonymous. You may hear them both used interchangeably, or you may hear machine learning used to describe the type of artificial intelligence approach being employed.

So RankBrain is the new way Google ranks search results?

No. RankBrain is part of Google’s overall search “algorithm,” a computer program that’s used to sort through the billions of pages it knows about and find the ones deemed most relevant for particular queries.

What’s the name of Google’s search algorithm?

google-hummingbird1-ss-1920

It’s called Hummingbird, as we reported in the past. For years, the overall algorithm didn’t have a formal name. But in the middle of 2013, Google overhauled that algorithm and gave it a name, Hummingbird.

So RankBrain is part of Google’s Hummingbird search algorithm?

That’s our understanding. Hummingbird is the overall search algorithm, just like a car has an overall engine in it. The engine itself may be made up of various parts, such as an oil filter, a fuel pump, a radiator and so on. In the same way, Hummingbird encompasses various parts, with RankBrain being one of the newest.

In particular, we know RankBrain is part of the overall Hummingbird algorithm because the Bloomberg article makes clear that RankBrain doesn’t handle all searches, as only the overall algorithm would.

Hummingbird also contains other parts with names familiar to those in the SEO space, such as Panda, Penguin and Payday designed to fight spam, Pigeon designed to improve local results,Top Heavy designed to demote ad-heavy pages, Mobile Friendly designed to reward mobile-friendly pages and Pirate designed to fight copyright infringement.

I thought the Google algorithm was called “PageRank”

PageRank is part of the overall Hummingbird algorithm that covers a specific way of giving pages credit based on the links from other pages pointing at them.

PageRank is special because it’s the first name that Google ever gave to one of the parts of its ranking algorithm, way back at the time the search engine began, in 1998.

What about these “signals” that Google uses for ranking?

Signals are things Google uses to help determine how to rank webpages. For example, it will read the words on a webpage, so words are a signal. If some words are in bold, that might be another signal that’s noted. The calculations used as part of PageRank give a page a PageRank score that’s used as a signal. If a page is noted as being mobile-friendly, that’s another signal that’s registered.

All these signals get processed by various parts within the Hummingbird algorithm to figure out which pages Google shows in response to various searches.

How many signals are there?

Google has fairly consistently spoken of having more than 200 major ranking signals that are evaluated that, in turn, might have up to 10,000 variations or sub-signals. It more typically just says “hundreds” of factors, as it did in yesterday’s Bloomberg article.

If you want a more visual guide to ranking signals, see our Periodic Table Of SEO Success Factors:

Periodic Table Of SEO Success Factors 2015

It’s a pretty good guide, we think, to general things that search engines like Google use to help rank webpages.

And RankBrain is the third-most important signal?

That’s right. From out of nowhere, this new system has become what Google says is the third-most important factor for ranking webpages. From the Bloomberg article:

RankBrain is one of the “hundreds” of signals that go into an algorithm that determines what results appear on a Google search page and where they are ranked, Corrado said. In the few months it has been deployed, RankBrain has become the third-most important signal contributing to the result of a search query, he said.

What are the first- and second-most important signals?

When this story was originally written, Google wouldn’t tell us. Our assumption was this:

My personal guess is that links remain the most important signal, the way that Google counts up those links in the form of votes. It’s also a terribly aging system, as I’ve covered in my Links: The Broken “Ballot Box” Used By Google & Bing article from the past.

As for the second-most important signal, I’d guess that would be “words,” where words would encompass everything from the words on the page to how Google’s interpreting the words people enter into the search box outside of RankBrain analysis.

That turned out to be pretty much right. In March 2016, Google reveled the first two factors were content and links. Or links and content, because it wouldn’t say which was first. For more, see our article:

  • Now we know: Here are Google’s top 3 search ranking factors

What exactly does RankBrain do?

From emailing with Google, I gather RankBrain is mainly used as a way to interpret the searches that people submit to find pages that might not have the exact words that were searched for.

Didn’t Google already have ways to find pages beyond the exact query entered?

Yes, Google has found pages beyond the exact terms someone enters for a very long time. For example, years and years ago, if you’d entered something like “shoe,” Google might not have found pages that said “shoes,” because those are technically two different words. But “stemming” allowed Google to get smarter, to understand that shoes is a variation of shoe, just like “running” is a variation of “run.”

Google also got synonym smarts, so that if you searched for “sneakers,” it might understand that you also meant “running shoes.” It even gained some conceptual smarts, to understand that there are pages about “Apple” the technology company versus “apple” the fruit.

What about the Knowledge Graph?

The Knowledge Graph, launched in 2012, was a way that Google grew even smarter about connections between words. More important, it learned how to search for “things not strings,” as Google has described it.

Strings means searching just for strings of letters, such as pages that match the spelling of “Obama.” Things means that instead, Google understands when someone searches for “Obama,” they probably mean US President Barack Obama, an actual person with connections to other people, places and things.

The Knowledge Graph is a database of facts about things in the world and the relationships between them. It’s why you can do a search like “when was the wife of obama born” and get an answer about Michele Obama as below, without ever using her name:

obama wife

How’s RankBrain helping refine queries?

The methods Google already uses to refine queries generally all flow back to some human being somewhere doing work, either having created stemming lists or synonym lists or making database connections between things. Sure, there’s some automation involved. But largely, it depends on human work.

The problem is that Google processes three billion searches per day. In 2007, Google said that 20 percent to 25 percent of those queries had never been seen before. In 2013, it brought that numberdown to 15 percent, which was used again in yesterday’s Bloomberg article and which Google reconfirmed to us. But 15 percent of three billion is still a huge number of queries never entered by any human searcher — 450 million per day.

Among those can be complex, multi-word queries, also called “long-tail” queries. RankBrain is designed to help better interpret those queries and effectively translate them, behind the scenes in a way, to find the best pages for the searcher.

As Google told us, it can see patterns between seemingly unconnected complex searches to understand how they’re actually similar to each other. This learning, in turn, allows it to better understand future complex searches and whether they’re related to particular topics. Most important, from what Google told us, it can then associate these groups of searches with results that it thinks searchers will like the most.

Google didn’t provide examples of groups of searches or give details on how RankBrain guesses at what are the best pages. But the latter is probably because if it can translate an ambiguous search into something more specific, it can then bring back better answers.

How about an example?

While Google didn’t give groups of searches, the Bloomberg article did have a single example of a search where RankBrain is supposedly helping. Here it is:

What’s the title of the consumer at the highest level of a food chain

To a layperson like myself, “consumer” sounds like a reference to someone who buys something. However, it’s also a scientific term for something that consumes food. There are also levels of consumers in a food chain. That consumer at the highest level? The title — the name — is “predator.”

Entering that query into Google provides good answers, even though the query itself sounds pretty odd:

food chain consumerNow consider how similar the results are for a search like “top level of the food chain,” as shown below:

top_level_of_the_food_chain_-_Google_SearchImagine that RankBrain is connecting that original long and complicated query to this much shorter one, which is probably more commonly done. It understands that they are very similar. As a result, Google can leverage all it knows about getting answers for the more common query to help improve what it provides for the uncommon one.

Let me stress that I don’t know that RankBrain is connecting these two searches. I only know that Google gave the first example. This is simply an illustration of how RankBrain my be used to connect an uncommon search to a common one as a way of improving things.

Can Bing do this, too, with RankNet?

Back in 2005, Microsoft starting using its own machine-learning system, called RankNet, as part of what became its Bing search engine of today. In fact, the chief researcher and creator of RankNet was recently honored. But over the years, Microsoft has barely talked about RankNet.

You can bet that will likely change. It’s also interesting that when I put the search above into Bing, given as an example of how great Google’s RankBrain is, Bing gave me good results, including one listing that Google also returned:

What’s_the_title_of_the_consumer_at_the_highest_level_of_a_food_chain_-_BingOne query doesn’t mean that Bing’s RankNet is as good as Google’s RankBrain or vice versa. Unfortunately, it’s really difficult to come up with a list to do this type of comparison.

Any more examples?

Google did give us one fresh example: “How many tablespoons in a cup?” Google said that RankBrain favored different results in Australia versus the United States for that query because the measurements in each country are different, despite the similar names.

I tried to test this by searching at Google.com versus Google Australia. I didn’t see much difference, myself. Even without RankBrain, the results would often be different in this way just because of the “old-fashioned” means of favoring pages from known Australian sites for those searchers using Google Australia.

Does RankBrain really help?

Despite my two examples above being less than compelling as testimony to the greatness of RankBrain, I really do believe that it probably is making a big impact, as Google is claiming. The company is fairly conservative with what goes into its ranking algorithm. It does small tests all the time. But it only launches big changes when it has a great degree of confidence.

Integrating RankBrain, to the degree that it’s supposedly the third-most important signal, is a huge change. It’s not one that I think Google would do unless it really believed it was helping.

When Did RankBrain start?

Google told us that there was a gradual rollout of RankBrain in early 2015 and that it’s been fully live and global for a few months now.

What queries are impacted?

In October 2015, Google told Bloomberg that a “very large fraction” of the 15 percent of queries it normally never sees before were processed by RankBrain. In short, 15 percent or less.

In June 2016, news emerged that RankBrain was being used for every query that Google handles. See our story about that:

  • Google uses RankBrain for every search, impacts rankings of “lots” of them

Is RankBrain always learning?

All learning that RankBrain does is offline, Google told us. It’s given batches of historical searches and learns to make predictions from these.

Those predictions are tested, and if proven good, then the latest version of RankBrain goes live. Then the learn-offline-and-test cycle is repeated.

Does RankBrain do more than query refinement?

Typically, how a query is refined — be it through stemming, synonyms or now RankBrain — has not been considered a ranking factor or signal.

Signals are typically factors that are tied to content, such as the words on a page, the links pointing at a page, whether a page is on a secure server and so on. They can also be tied to a user, such as where a searcher is located or their search and browsing history.

So when Google talks about RankBrain as the third-most important signal, does it really mean as a ranking signal? Yes. Google reconfirmed to us that there is a component where RankBrain is directly contributing somehow to whether a page ranks.

How exactly? Is there some type of “RankBrain score” that might assess quality? Perhaps, but it seems much more likely that RankBrain is somehow helping Google better classify pages based on the content they contain. RankBrain might be able to better summarize what a page is about than Google’s existing systems have done.

Or not. Google isn’t saying anything other than there’s a ranking component involved.

How do I learn more about RankBrain?

Google told us people who want to learn about word “vectors” — the way words and phrases can be mathematically connected — should check out this blog post, which talks about how the system (which wasn’t named RankBrain in the post) learned the concept of capital cities of countries just by scanning news articles:

image00There’s a longer research paper this is based on here. You can even play with your own machine learning project using Google’s word2vec tool. In addition, Google has an entire area with its AI and machine learning papers, as does Microsoft.

Also be sure to see our article, How Machine Learning Works, As Explained By Google.

Danny Sullivan on June 23, 2016

NOTE: This story has been revised from when it was originally published in October 2015 to reflect the latest information.

Published October 26, 2016

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Published October 26, 2016

The Top Wine Trends Expected in 2017

The Top Wine Trends Expected in 2017

The wine world is a constantly growing industry. Each year the statics change, and more wine is consumed. The markets are carefully watching the millennial generation. Wine slushies have become a big hit. Organic, biodynamic and natural wines are wanted. Doesn’t reading all that make you want to grab a glass or maybe not?

Here are the top trends you should expect to see next year.

1. Generational Growth

The Millennials generation out-drank the Baby Boomer’s generation in 2016 from a long awaited prediction. Now that the entire generation is of age to drink, about 28% of millennials drink wine on a daily basis. That means the markets will target millennials and the wine they drink.

So what wines should you expect on the shelves in 2017? Millennials won’t take the time to read how long the wine has aged. However, they will grab a bottle off the shelf if it has a graphic logo or catchy name. About 51% of millennial women said that they would prefer sustainably bottled, or organic wines. Does this mean that next year will aim to save the earth one wine bottle at a time?

2. Wine Slushies

For the summer of 2016, wine slushies were the perfect recipe to pin on your “Wine & Dine” board on Pinterest. All it takes is blending wine, fruit, and ice into a refreshing frozen drink. If you didn’t catch this new fad over the summer, don’t worry. Wine Slushies have been around for a while, but they recently caught the attention of consumers of the “DIY” world.

The recipes to try at home will soon become available at your convenience. You can find them at a few restaurants already, but by 2017, they will most likely be on the menus at local restaurants and bars all over the country. Can you imagine having a wine slushy with your favorite meal while you’re out? Yum!

3. Biodynamical Bottles

Remember how women of the millennial age drink more sustainable, organic wines? Well biodynamic, organic and minimal intervention wines are up and coming. This type of wine goes by the new terminology of “natural” wines. There are no requirements for wine to be “natural” and the process is much easier than certified organic wines. However, the wine is made from organic or biodynamic grapes.

The process behind making biodynamic and natural wine follows the concept of “let the wine make itself”. Biodynamic wines are made from a holistic point of view, where the process is natural and leaves the earth the way it was before. Grapes are grown with care all the way down to the soil. Natural wines are made with similar ingredients to biodynamic wines, but don’t require the holistic process of how the grapes are grown. Either way the “natural” wines are made, they are becoming a popular choice on the shelf. Who wouldn’t want to support sustainability?

4. Bourbon Barrel Wine

Have you heard of bourbon barrel wine? This is a current trend of 2016, and will definitely be something you’ll continue to see in 2017. You often hear about “aged wine” when someone determines if it’s a good bottle of wine. Most aged wine sits in a barrel at some point, even if some white wines can do without. Sustainability is a concept that’s trending, and “natural” wine isn’t the only way to stay sustainable in the world of wine.

Barrels that once held bourbon or whiskey are being refurbished and used to age wine. The oak barrels are charred for aroma and flavor. Adventurous wine drinkers are recommended to try it, which means more people are learning about this type of wine. The popularity of bourbon barrel wine is continuing to increase, and will definitely be a topic to talk about in 2017. So will you take a walk on the wild side and try this type of wine?

5. Drinking Out Vs. Drinking In

Do you often have a glass of wine when you go out to eat, or do you drink your wine at home that you bought from a liquor store? On-premise wine sales are on a decline, while off-premise wine sales are on an incline. People want to drink wine by the bottle at home, rather than spend a little extra money on a glass of wine while they’re out.

It’s not just the wine sales that are down, beer sales are down as well. In fact, sales were down 1.6% in 2015, and continued to decline. So this could be something you will continue to see in 2017. The average income for 2016 just wasn’t high enough for bars and restaurants to raise their on premise sales. People are less willing to splurge while they’re out. So the decline of on premise wine sales won’t come as a shocker in 2017.

To Wine, or Wine Not?

Although people aren’t drinking wine at bars and restaurants like they used to, wine is still something to talk about. There are a lot of up and coming wine trends that will continue to evolve next year. If you’re a wine lover, you have every reason to be excited about for 2017. So sit back, relax and pour yourself a glass!

original article by the winerist a UK based wine & food destination travel website

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