The only states louder? Louisiana and Florida. Huh?             And while we’re loud, most don’t like it. The survey said 85 percent of New Jersey residents think it’s rude to be loud in public.

Shout it out! New Jersey residents among loudest in the United States. Here's why

Singapore got top marks not only because of its economy and infrastructure but also because of ease of travel to other destinations in Asia

Study: Gen Z Americans say Singapore is 5th most desirable country for expats

About 40% of all 1,500 respondents across all wage bands described their day as "busy," according to Preply.

Americans who make $100,000 to $149,999 a year are are most likely to describe their jobs as 'annoying,' a new survey says

Grab your hockey sticks and some Timmies, put on a toque, and let's dive into the worst Canadian stereotypes. No, we don't have polar bears as

These are the stereotypes Canadians hate the most

The Monastiraki neighbourhood is one of the oldest and busiest areas of the capital and there are several excellent rooftop bars. Check out the area’s flea market to pick up a bargain.

‘Fabulous’ city is one of Europe’s most walkable holiday destinations

Take 30 minutes a day to meditate and be mindful. Only eight weeks of daily meditation can decrease negative mood and anxiety and improve attention, working memory, and recognition memory in non-experienced meditators, findings from a study published in Behavioural Brain Research show.

Neurologist reveals the anti brain ageing routine you should do every day

But have you heard of anti-brain ageing? While there's nothing wrong with wanting to take care of our appearance, it seems we're starting to move in a better direction, less concerned with how we should look and more concerned with preserving our health.

Preply Inc., a startup that still lists a Brookline address on its website and regulatory documents, sees NYC as its main U.S. hub moving forward.

Why this language startup went with a NYC HQ instead of Boston

For grandmothers, Nana scored the most votes, followed by Grammy, Granny, and Gran. For grandfathers, Papa was the most popular, with Pop-pop, Papaw, and Pawpaw all receiving nods, too.

'Grandude': America's Most Common Grandparent Nicknames

Preply

preply

Customer Support is the team that keeps in touch with our clients. They deal with the requests and issues that connect our customers to the business — they are the bridge. Offering excellent customer support is as important as having a robust product. To lead this effort, Preply has recently hired a new Head of Support, Jean-Pascal Gribaudi. He used to manage a support team in Booking.com. Managing coherent work The processes in customer support have to be well-built and systematized. Employees should be trained on customer empathy, emotional intelligence and problem-solving. Proper training and onboarding are important for each team and more so for Customer Support. You can keep these instructions and guidelines in Confluence, for example, or something as simple as Google Docs. It’s not important which tool you use, butthat you have the right 'settings' in your teams minds and hearts. Our clients and customer support employees have one thing in common — they are passionate about learning languages. It’s the key to success. We hire a lot of people from AIESEC, because they come from different backgrounds and cultures. Our HR team is professional and resourceful, as they manage to find people who speak 3 or 4 languages. In this respect, a candidate with a multicultural and broad outlook has a mindset which is aligned with our priorities and corporate vision. Hiring humans vs. robots It is my firm belief that businesses should prioritize automation, and manual processes should embrace technologies in the context of automating routine tasks. However, this should not be at the expense of authentic human connection. Due to the recent proliferation of chatbots and similar technologies, human to human interactions is more valuable now than ever before. The majority of questions customer support deals with are human-related: people are upset about something, and the conversation between the customer support and a client demands more than a simple 'yes' or 'no' response. It is about acknowledging them as a human being by hearing their emotions and ultimately resolving their problems with immense care. My vision of flawless customer support involves acting as a consultant and advisor to the customer rather than robotic and transactional. How to hire: searching for a perfect match We have 16 people in our customer support team and they are all from different countries. The hiring process, as well as the required qualities of the employees differ depending on the type of customer support. The crucial and basic requirement for a candidate is a strong command of English language. We have developed a well-structured and robust test to evaluate a candidate's language proficiency in alignment with the expectations of the role their interviewing for at Preply Robust customer support requires people who care about resolving problems — that means being able to hear the problem, understand the issue, and  offer an adequate solution. Those tend to be excited people willing to learn. Before we reach a final decision, a candidate must pass through group interviews, a situational interview with the Head of Support, and an HR interview. Motivate, appreciate and recognize Recognizing an unmotivated employee or team to a great extent depends on the manager. Maintaining an open culture within the customer support team is vitally important because a job is not only about hitting KPIs and fulfilling the responsibilities of the role. How a person feels matters a lot too. An environment where people can speak openly, share their thoughts, ideas and their issues, and receive instant feedback helps to combat the lack of motivation. Also, providing employees with the purpose of how their job contributes to the growth of the company as well as making a difference in clients’ lives is very important to keep them motivated. Lastly, giving employees autonomy to make decisions and trusting their judgment (after robust onboarding and training of course) is crucial to their success and further development. One of the more innovative processes we have in place to boost motivation and shared empathy across the team is what we call ‘screw up’ nights on Thursdays. This is where we discuss different tough conversations with customers in detail, listen to each other's experiences, and learn what to do better next time.  These meetings are not about the failures or mistakes, they are about learning something and making useful conclusions. Having an open and empathetic environment within the team is very important, thus, team building initiatives are equally vital processes. When an employee is happy, the entire company is sure to achieve intended objectives. Elitsa Zaimova, Program Director, Supply and Enterprise at Preply , worldwide EdTech-marketplace for learning foreign languages, discussed the key aspects of creating a healthy and productive environment within the customer support team.

Customer Support 101: Encouraging The Voice of The Company

Product designers get the worst of it; they are either confused with other specialists, or simply misunderstood. Sergey Lukyanov, co-founder, and Head of Design at Preply , on who product designers really are and what they actually do. Myths are part of the IT industry. While fiction about programmers and designers are getting old, positions in companies multiply. New delusions flourish in areas where work is being done at the intersection of several disciplines. I am the co-founder, and Head of Design at , international edtech marketplace for learning foreign languages, explains what product designers are, and more importantly — what they are not. Preply Myth #1. A Product Designer is just a Designer You can’t generalize too much. The key task of a product designer is to address user and product problems. To achieve this, you must go beyond being a specialist, but also a generalist, a professional with knowledge in several areas. You have to dive into behavioral psychology, UI and UX, analytics and much more. . The role of the product designer is to oversee interface development, usability, and product type, given the budget and tasks Myth #2. A Product Designer is almost a Product Manager Another oversimplification. To avoid it, you need to remember areas of responsibility. Product managers assign team KPIs and manage the project life cycle. Product designers are on the other side; they have responsibility for what happens when people use the product. The daily tasks that product managers focus on are not first on a product designer’s list. The latter deals with issues using , and is also in charge of the information infrastructure. design thinking and designs the human-product interaction Myth #3. A Product Designer only cares about Aesthetics First of all, a product designer should focus on how the product will be used, rather than the way it looks. Of course, you cannot ignore aesthetics, however, the position doesn’t allow you to lose yourself in visual fantasies. Paradoxical as it may sound, a poor design may look good, and a good one may not be so spectacular. How to strike the right balance? This is one of the product designer’s challenges and it is much more complicated than "just making it pretty." Just look at the new iPhone screens. A contentious cut at the top. It does not suit the phone and is hidden in banners. But the main thing is that the “bangs” are no bother — Apple had to edit the rounding elements millimeter by millimeter. Myth #4. A Product Designer is just an Executive Having the strictest ToRs and running sprints like crazy is a dangerous strategy. A product designer cannot be a rigorous technocrat. One needs to walk in the user’s shoes, get the hang of habits and characteristics, without breaking the key product’s principles. Simply put, it’s all about empathy and understanding that you can always retrain people. Myth #5. A Product Designer is an Authoritarian Genius Dictatorship with both coworkers and users is unnatural for a product designer. Articulating issues and assigning the right tasks requires close communication — with your team, product managers and team leaders. You will have to analyze sketches, discuss functionality with engineers, talk to copywriters and go over the UI. Listening and hearing in this position is vital. A “reserved genius" style will not work. Myth #6. A Product Designer acts Randomly Methodologies and work strategies form the basis of the work process in the IT environment. Principles of design thinking guide product designers. What we’re talking about here is the approach to innovative developments, where people and their needs are at the core, and technical means addressing them. It’s an uneasy path: first, you need to define the problem, then analyze possible solutions, build a prototype and evaluate its effectiveness. Each step demands careful reflection and creativity. Therefore, in product design, a person is always more important than the process, though, from afar it may seem that the work is proceeding "on a hunch". Myth #7. Just Hand it over to Production! The product designer’s work does not stop at the point the product enters the market. Actually, it’s quite the opposite — this is where the fun begins. In addition to prep, a product designer also needs to evaluate the real effectiveness of the work done. Welcome to the world of metrics and constant monitoring! No matter how hard you try, there is always something to fix. The main thing is to keep an eye on the feedback and important indicators. Myth #8. Following the Trend is Above All A product designer needs immunity to trend noise. If minimalism is in fashion, this specialist will recall Einstein’s quote: “Everything should be done as simple as possible, but no simpler”. And vice versa, one will need to double-check and make sure the user is not overloaded with options or visual effects. The main product designer’s guide is rationality and the usefulness that a product should bear. The actual value is above design trends. Myth #9. Product Designers never really Existed Programmers are sometimes compared with mathematicians, while designers are compared with creators. It gives authority. What about product designers? The job is not that easy, and anthropologist is its "academic" analogy. Not to be confused with an archaeologist! Other than the origin, anthropologists study human behavior and its change under the influence of socio-economic and natural factors. Product designers are a little more specific, but the perspective is pretty much the same. The analogy, of course, is not perfect. Comparing designers with artists is a convention. The main idea is that such a position is not a whim of the digital era. Myth #10. Product Designers don’t bear Real Responsibilities Imagine an iPod without the famous click wheel, offices without Aeron seats or the auto industry without the Model-T Ford. No need to explain how much all these inventions have changed everything. All of them have a thoughtful product design, even if it is usually reduced to ordinary ingenuity or simplicity. Product designers create a user experience, and there is nothing more important than that.

#Busted: 10 Laughable Myths About Product Designers

As a head of ops and growth, I’ve seen countless startups struggle, including edtech companies. Over time, I’ve developed a rescue plan for the companies in this industry. The majority of edtech marketplaces make the same mistake: While teams focus on flashy features and creative gimmicks, they often neglect the fundamental financial, marketing, and teacher operations that are critical for this type of company. In this article, I cover the main metrics to watch at edtech companies. I also mention some of the first steps you can take to fix any problems that can come up. Examine Trial-to-Pay Conversion Rate The trial-to-pay conversion rate indicates how effectively the platform converts trial users into paying customers. In the edtech industry, a conversion rate of around 25-30% is considered healthy. To optimize this metric, map the user journey and analyze conversion rates at each stage. Where do users drop out? Identify the funnel stages with the most significant drop-offs and focus on improving them. If there's a drop between trial sign-up and first user engagement, enhance onboarding or content accessibility. During the trial lessons, work on your sell point. The tutor’s goal is to show how the lessons help students achieve their goals and meet their needs. A good idea is to prepare a presentation that will show how students will benefit from your courses. Gamification — like adding rewards and badges for completing onboarding — also works well to improve the conversion rate. If students drop off between the end of the trial and the subscription decision, re-evaluate pricing or simplify the payment process. Lower CAC rate Customer Acquisition Cost (CAC) determines how much it costs for your marketplace to onboard one student. To calculate it, edtech marketplaces need to consider two main components: the cost of marketing and the cost of sales. If an edtech marketplace spent $3,000 on digital ads and $1,000 on sales calls and managed to onboard 100 new students, the CAC is $40. To understand if CAC is too high, calculate the LTV:CAC ratio. The 3:1 ratio is a golden standard. If the CAC is high, you are wasting too much money to bring in customers. To lower CAC, an edtech startup should work on marketing and sales. Below are some ideas on how to approach them. Marketing Run as many tests as possible to find the most effective marketing channels, creatives, and messages for the target audience. Offer more free content (webinars or free training) to lead potential clients to trial sign-ups. Encourage referrals by offering discounts or other bonuses for students who invite friends to try your services. Sales Regularly review and update sales scripts to align with new market conditions and customer preferences. Provide a free product trial and collect feedback after users complete it to gather more information on how to improve your services. Prioritize sales efforts on leads that have shown high engagement or interest in the platform. Proactively call and email users near the trial expiry to walk through the value delivered. Offer different subscription packages: monthly or by the number of lessons. Determine what works better. Offer payment plans and installment options to ensure ease of payment. Check if the Take Rate Is Adequate Take rate is the commission that online learning platforms charge teachers or course creators for connecting them with students. Edtech marketplace Preply, for example, charges teachers 18–33% per lesson. The more hours the teacher works, the lower the commission. Sorry for stating the obvious, but setting a low take rate to attract more teachers will result in financial losses. There must be a balance between offering a competitive take rate and ensuring your financial viability. To ensure your take rate doesn’t lead to financial troubles: Calculate all expenses associated with running your edtech platform, including hosting fees, marketing, customer support, and administrative costs. Compare take rates with other edtech marketplaces. Estimate your transaction volume over a given period: course sales, lesson bookings, etc. Develop a simple financial model considering your costs, expected transaction volume, and potential take rates. Find the take rate that enables you to cover expenses, generate a reasonable profit, and remain competitive and appealing to teachers. You might need to adjust your take rate as your platform grows and your costs change. Make Sure Your Platform Is Tutor-Oriented The goal of any edtech company is to cultivate a passion for lifelong learning in students. In edtech marketplaces, student engagement and your profits are directly tied to the performance of tutors. This is where a rockstar teacher operations manager comes in. Hire a separate person to handle teacher operations. They will be responsible for onboarding, training, and managing teachers’ performance. First up, onboarding. Create a short, easy-to-understand course on how to work on your platform and what teaching methods to use to teach students. Provide tutors with tools to create interactive teaching materials, including videos, quizzes, and other resources to improve the learning experience. Always measure each teacher's effectiveness and keep them busy to 100% of their capacity. Implement KPIs that track the average number of lessons taught by each teacher. Offer bonuses for completing a certain number of lessons as a good motivation. Make the process of getting money out of the platform as easy as possible. Try to provide teachers with the ability to withdraw their earnings when they want. Invest in the professional development and growth of your teachers. By supporting your teachers' continuous learning, you increase the quality of teaching on the platform and also demonstrate your commitment to tutors’ long-term success. As a head of ops and growth, I’ve seen countless startups struggle, including edtech companies. Over time, I’ve developed a rescue plan for the companies in this industry. The majority of edtech marketplaces make the same mistake: While teams focus on flashy features and creative gimmicks, they often neglect the fundamental financial, marketing, and teacher operations that are critical for this type of company. In this article, I cover the main metrics to watch at edtech companies. I also mention some of the first steps you can take to fix any problems that can come up. Examine Trial-to-Pay Conversion Rate The trial-to-pay conversion rate indicates how effectively the platform converts trial users into paying customers. In the edtech industry, a conversion rate of around 25-30% is considered healthy. To optimize this metric, map the user journey and analyze conversion rates at each stage. Where do users drop out? Identify the funnel stages with the most significant drop-offs and focus on improving them. If there's a drop between trial sign-up and first user engagement, enhance onboarding or content accessibility. During the trial lessons, work on your sell point. The tutor’s goal is to show how the lessons help students achieve their goals and meet their needs. A good idea is to prepare a presentation that will show how students will benefit from your courses. Gamification — like adding rewards and badges for completing onboarding — also works well to improve the conversion rate. If students drop off between the end of the trial and the subscription decision, re-evaluate pricing or simplify the payment process. Lower CAC rate Customer Acquisition Cost (CAC) determines how much it costs for your marketplace to onboard one student. To calculate it, edtech marketplaces need to consider two main components: the cost of marketing and the cost of sales. If an edtech marketplace spent $3,000 on digital ads and $1,000 on sales calls and managed to onboard 100 new students, the CAC is $40. To understand if CAC is too high, calculate the LTV:CAC ratio. The 3:1 ratio is a golden standard. If the CAC is high, you are wasting too much money to bring in customers. To lower CAC, an edtech startup should work on marketing and sales. Below are some ideas on how to approach them. Marketing Run as many tests as possible to find the most effective marketing channels, creatives, and messages for the target audience. Run as many tests as possible to find the most effective marketing channels, creatives, and messages for the target audience. Offer more free content (webinars or free training) to lead potential clients to trial sign-ups. Offer more free content (webinars or free training) to lead potential clients to trial sign-ups. Encourage referrals by offering discounts or other bonuses for students who invite friends to try your services. Encourage referrals by offering discounts or other bonuses for students who invite friends to try your services. Sales Regularly review and update sales scripts to align with new market conditions and customer preferences. Regularly review and update sales scripts to align with new market conditions and customer preferences. Provide a free product trial and collect feedback after users complete it to gather more information on how to improve your services. Provide a free product trial and collect feedback after users complete it to gather more information on how to improve your services. Prioritize sales efforts on leads that have shown high engagement or interest in the platform. Proactively call and email users near the trial expiry to walk through the value delivered. Prioritize sales efforts on leads that have shown high engagement or interest in the platform. Proactively call and email users near the trial expiry to walk through the value delivered. Offer different subscription packages: monthly or by the number of lessons. Determine what works better. Offer different subscription packages: monthly or by the number of lessons. Determine what works better. Offer payment plans and installment options to ensure ease of payment. Offer payment plans and installment options to ensure ease of payment. Check if the Take Rate Is Adequate Take rate is the commission that online learning platforms charge teachers or course creators for connecting them with students. Edtech marketplace Preply, for example, charges teachers 18–33% per lesson. The more hours the teacher works, the lower the commission. 18–33% 18–33% Sorry for stating the obvious, but setting a low take rate to attract more teachers will result in financial losses. There must be a balance between offering a competitive take rate and ensuring your financial viability. To ensure your take rate doesn’t lead to financial troubles: Calculate all expenses associated with running your edtech platform, including hosting fees, marketing, customer support, and administrative costs. Calculate all expenses associated with running your edtech platform, including hosting fees, marketing, customer support, and administrative costs. Compare take rates with other edtech marketplaces. Compare take rates with other edtech marketplaces. Estimate your transaction volume over a given period: course sales, lesson bookings, etc. Estimate your transaction volume over a given period: course sales, lesson bookings, etc. Develop a simple financial model considering your costs, expected transaction volume, and potential take rates. Develop a simple financial model considering your costs, expected transaction volume, and potential take rates. Find the take rate that enables you to cover expenses, generate a reasonable profit, and remain competitive and appealing to teachers. Find the take rate that enables you to cover expenses, generate a reasonable profit, and remain competitive and appealing to teachers. Find the take rate that enables you to cover expenses, generate a reasonable profit, and remain competitive and appealing to teachers. You might need to adjust your take rate as your platform grows and your costs change. Make Sure Your Platform Is Tutor-Oriented The goal of any edtech company is to cultivate a passion for lifelong learning in students. In edtech marketplaces, student engagement and your profits are directly tied to the performance of tutors. This is where a rockstar teacher operations manager comes in. Hire a separate person to handle teacher operations. They will be responsible for onboarding, training, and managing teachers’ performance. First up, onboarding. Create a short, easy-to-understand course on how to work on your platform and what teaching methods to use to teach students. Provide tutors with tools to create interactive teaching materials, including videos, quizzes, and other resources to improve the learning experience. Always measure each teacher's effectiveness and keep them busy to 100% of their capacity. Implement KPIs that track the average number of lessons taught by each teacher. Offer bonuses for completing a certain number of lessons as a good motivation. Always measure each teacher's effectiveness and keep them busy to 100% of their capacity. Implement KPIs that track the average number of lessons taught by each teacher. Offer bonuses for completing a certain number of lessons as a good motivation. Make the process of getting money out of the platform as easy as possible. Try to provide teachers with the ability to withdraw their earnings when they want. Invest in the professional development and growth of your teachers. By supporting your teachers' continuous learning, you increase the quality of teaching on the platform and also demonstrate your commitment to tutors’ long-term success.

Edtech Marketplaces Don’t Need Creative Gimmicks - They Need Data: Here’s What to Track

This paper is available on arxiv under CC 4.0 license. Authors: (1) Ruta Jawale; (2) Dakshita Khurana. Table of Links Abstract and Introduction Technical Overview Preliminaries Unclonable Non-Interactive Zero-Knowledge in the CRS Model Unclonable NIZK in the Quantum Ramdon Oracle Model Unclonable Signatures of Knowledge References 5 Unclonable NIZK in the Quantum Random Oracle Model 5.1 A Modified Sigma Protocol We will begin by introducing a slightly modified sigma protocol. In the coming sections, our construction will involve applying Fiat-Shamir to this modified protocol. This follows directly from the perfect completeness of Π. Proof. Perfect completeness and any x with associated λ ∈ N satisfying we have We define Ext 3 with oracle-access to Π.Ext and some A as follows: Input: x, S. Given (x, α, s) from AΠ: send α to Π.Ext, receive β from Π.Ext, and send β to AΠ. (1) Upon receiving γ from AΠ: send γ to Π.Ext. (2) Output the result of Π.Ext as w. (3) We define the following set of parameters: c = cΠ, p(·) = pΠ(·), negl0 (·) = negl0,Π(·) and negl1 (·) = negl1,Π(·). Let polynomial-size quantum circuit A = (A 0, A 1) and (x, S) be given such that We now define AΠ = (A0,Π, A1,Π) with oracle-access to A. A0,Π is hardwired with S, takes input x, sends (x, S) to A0, receives ((x, α, s), |sti) from A0, and outputs (α, |sti). A1,Π is hardwired with S, takes input (x, |sti, β), sends ((x, S), |sti, β) to A1, receives γ from A1, outputs γ. By the structure of our proof and definition of our verifier, this means that which satisfies the constraint in Equation (15). This means we have, when combined with our definition of Ext, that Thus showing that our protocol is a proof of knowledge protocol. . Let Π.Sim be the computational honest-verifier zero-knowledge quantum simulator for Π. We define Sim with oracle access to Π.Sim as follows: Computational Honest-Verifier Zero-Knowledge with Quantum Simulator Input: x, S. (1) Compute (α, β, γ) ← Π.Sim(1λ , x) (2) Sample s from S. (3) Output ((x, α, s), β, γ). Let a polynomial p(·), a polynomial-size quantum circuit D, λ ∈ N, and ((x, S), w) ∈ R be given such that We define a reduction to the zero-knowledge property of Π as follows: Reduction: to zero-knowledge of Π given oracle access to D. Hardwired with: x, S. (1) Receive (real or simulated) (α, β, γ) from the challenger. (2) Sample s from S. (3) Send ((x, α, s), β, γ) to D. Receive b from D. (4) Output b. When the challenger sends a real (or simulated) proof for Π, the reduction generates a proof that is identical to the real (resp. simulated) proof. As such, this reduction preserves the distinguishing advantage of . This reaches a contradiction against the zero-knowledge property of Π. Hence, our protocol must be zero-knowledge. D By the definition of the honest prover P.Com, which is a contradiction. Hence our protocol must have unpredictable commitments. Corollary 5.2. The Fiat-Shamir heuristic applied to the post-quantum sigma protocol defined in Theorem 5.1 yields a classical post-quantum NIZKPoK Π′ in the QROM (Definition 3.11). . This follows by Theorem 5.1 and Theorem 3.12. Proof 5.2 Unclonability Definitions Unclonable NIZKs in the quantum random oracle model are defined analogously to the CRS model – we repeat these definitions in the QRO model for completeness below. (Unclonable Security for Hard Instances). A proof (P,V) satisfies unclonable security with respect to a quantum random oracle O if for every language L with corresponding relation RL, for every polynomial-sized quantum circuit family {Cλ}λ∈N, and for every hard distribution {Xλ,Wλ}λ∈N over RL, there exists a negligible function negl1 (·) such that for every λ ∈ N, Definition 5.3. Definition 5.4 ((k−1)-to-k-Unclonable Extractable NIZK in QROM). Let security parameter λ ∈ N and NP relation R with corresponding language L be given. Let Π = (P,V) be given such that P and V are poly(λ)-size quantum algorithms. We have that for any (x, ω) ∈ R, P receives an instance and witness pair (x, ω) as input and outputs π, and V receives an instance x and proof π as input and outputs a value in {0, 1}. Π is a non-interactive (k − 1)-to-k-unclonable NIZKPoK protocol for language L with respect to a random oracle O if the following holds: • Π is a NIZKPoK protocol for language L in the quantum random oracle model (Definition 3.11). • (k−1)-to-k-Unclonable with Extraction: There exists an oracle-aided polynomial-size quantum circuit E such that for every polynomial-size quantum circuit A, for every tuple of k − 1 instance-witness pairs (x1, ω1), . . . ,(xk−1, ωk−1) ∈ R, for every x where we define such that there is a polynomial p(·) where then there is also a polynomial (·) such that q Similar to the previous section, we have the following lemma. Let Π = (Setup, P,V) be a a non-interactive 1-to-2-unclonable zero-knowledge quantum protocol (Definition 5.4). Then, Π satisfies Definition 5.3. Lemma 5.5. For a proof of Lemma 5.5, we refer to Appendix A. 5.3 Unclonable NIZK Implies Public-Key Quantum Money in QROM Theorem 5.6. Let O be a quantum random oracle. Let (X ,W) be a hard distribution over a language L ∈ NP. Let Π = (P,V) be a 1-to-2 unclonable non-interactive perfectly complete, computationally zero-knowledge protocol for L in the QRO model (Definition 5.4). Then (P,V) implies a public-key quantum money mini-scheme in the QRO model (Definition 3.15) as described in Figure 4. . . This follows directly from the perfect completeness of Π. Unforgeability. Let p(·) be a polynomial and A be a quantum polynomial-time adversary such that for an infinite number of λ ∈ N +, Proof Perfect Correctness We construct a reduction that breaks the uncloneability definition (Definition 5.3) which we show (in Appendix A) is implied by our definition (Definition 5.4). The challenger, with access to random oracle O, samples a hard instance-witness pair (x, w) ← (X ,Y) and a proof π ← P O(x, w). The challenger then forwards (x, π) to the reduction, which also has oracle access to O. The reduction then sets |$i = π and s = x. The reduction sends (|$i, s) to the adversary A who returns back (|$0, s0, |$1, s1). The reduction then parses and sets πi = |$ii for i ∈ {0, 1}. The reduction then sends π0 and π1 back to the challenger. 5.4 Construction and Analysis Let λ, k ∈ N and a public-key quantum money mini-scheme ( ) be given. Let points q1, . . . , qk with the following structure be given: a point q contains a serial number s sampled according to (1λ ). Lemma 5.7. NoteGen,Ver NoteGen The points q1, . . . , qk must be distinct with overwhelming probability. . Each point contains a serial number sampled according to the quantum money generation algorithm, (1λ ). By the unpredictability of the serial numbers of quantum money (Definition 3.13), all k honestly generated serial numbers must be distinct with overwhelming probability. Hence, these k points will be distinct with overwhelming probability. Proof NoteGen We now introduce our construction in Figure 5 and prove the main theorem of this section. Theorem 5.8. Let k(·) be a polynomial. Let NP relation R with corresponding language L be given. Let ( ) NoteGen, Ver be a public-key quantum money mini-scheme (Definition 3.13) and Π = (P,V) be a post-quantum sigma protocol (Definition 3.4). (P,V) as defined in Figure 5 will be a non-interactive knowledge sound, computationally zero-knowledge, and (k − 1)-to-k-unclonable with extraction protocol for L in the quantum random oracle model (Definition 3.11). Let the parameters and primitives be as given in the theorem statement. We argue that completeness follows from the protocol construction in Figure 5, and we prove the remaining properties below. Proof. we have Let polynomial-size quantum circuit A and x be given such that Let AF S be defined with oracle-access to some A and O as follows: Input: x, S. (1) Given a query (x, α, s) from A: send (x, α, s) to O, receive β from O, and send β to A. (2) Upon receiving π = (|$i, s, α, β, γ) from A: output πF S = ((x, α, s), β, γ). By the structure of our proof and definition of our verifier, this means that which satisfies the constraint in Equation (16). This means we have, when combined with our definition of Ext and S, that Thus showing that our protocol is a proof of knowledge protocol. Zero-Knowledge. Let SimF S be the simulator for Π′ in Corollary 5.2 (where Π instantiates Theorem 5.1). Let RF S be the relation for Π′ with respect to R. We define Sim with oracle-access to SimF S and program access to some random oracle O as follows: (ignores any witnesses it may receive). Input: x Let an oracle-aided distinguisher D which can only make queries (x, w) ∈ R, and a polynomial p(·) be given such that We define a reduction to the zero-knowledge property of Π′ as follows: Reduction: to zero-knowledge of Π′ given oracle access to D and program access to O. For every (x, w) from D: The view of D matches that of our protocol in Figure 5 or Sim. As such, our reduction should have the same advantage at breaking the zero-knowledge property of Π′ . We reach a contradiction, hence our protocol must be zero-knowledge. Let Ext be the quantum circuit of the extractor we defined earlier (in our proof that Figure 5 is a proof of knowledge). Let Sim be the quantum circuit of the simulator that we defined earlier (in our proof that Figure 5 is a zero-knowledge protocol). We define an extractor E with oracle-access to some A as follows: Unclonable Extractability. Hardwired with: some choice of I ⊆ [k − 1], J ⊆ [k], x1, . . . , xk−1 ∈ R, x. (1) Samples ℓ ∈ J uniformly at random. (2) Instantiates a simulatable and extractable random oracle O. Runs Ext on O throughout the interaction with A (which may involve rewinding, in which case we would rewind A and repeat the following steps). Require that Ext extracts with respect to the ℓth proof output by A. (3) Compute πι ← Sim(xι) for ι ∈ [k − 1] where we store all points Sim would program into a list P. (4) Send {πι}ι∈[k−1] to A. (5) For every query from A, if the query is in P, then reply with the answer from P. Else, forward the query to O and send the answer back to A. Let Ob denote this modified random oracle. (7) Outputs the result of Ext as w. Given Equation (24), we may be in one of the two following cases: either A generates two accepting proofs which have the same serial number as a honestly generated proof, or A does not. We consider these two scenarios separately and show that each reaches a contradiction. Scenario One Say that A generates two accepting proofs which have the same serial number as an honestly generated proof. By applying a union bound to Equation (24), we have that this event could happen with at least 1/2p(λ) probability. Symbolically, Scenario Two Alternatively, say that A does not generate two accepting proofs which have the same serial number as an honestly generated proof. By the pigeon-hole principle, this means that A generates an accepting proof with a serial number which is not amongst the ones it received. By applying a union bound to Equation (24), we have that this event could happen with at least 1/2p(λ) probability. In summary, we have that Through an averaging argument, we can fix index j ∈ J which gives us the same event with an advantage of 1/(2kp(λ)). We will now switch to a hybrid where we provide A with simulated proofs at indices I. There exists a polynomial (·) such that Claim 5.9. q We will later see a proof of Claim 5.9. For now, assuming that this claim holds, we can define an adversary from which Ext can extract a valid witness for x. There exists a polynomial ′ (·) such that Claim 5.10. q We will soon see a proof for Claim 5.10. Meanwhile, if this claim is true, then we will have a direct contradiction with Equation (19). Thus, all that remains to be proven are the two claims: Claim 5.9 and Claim 5.10. We start by proving the former claim. Proof of Claim 5.9. independently program these k points. Then we can argue the indistinguishability of switching one-by-one to simulated proofs. We will argue that our simulator will run in expected polynomial time. By Lemma 5.7, the k points which our simulator will program will be distinct with overwhelming probability. Furthermore, since we assumed that our quantum random oracle can be programmed at multiple distinct points Definition 3.10, our simulator is well-defined. We first need to argue that our strategy is well-defined, that we will be able to We now argue indistinguishability of the simulated proofs from the honestly generated proofs via a hybrid argument. Suppose for sake of contradiction that the probability difference between Equation (21) and Equation (22) was 1/p′ (λ) for some polynomial p ′ (·). We construct a series of consecutive hybrids for each i ∈ [k − 1] where we switch the i th proof from prover generated to simulated. By this hybrid argument, there must be some position ℓ ∈ [k − 1] where switching the ℓ th proof has a probability difference of at least 1/(kp′ (λ)). We now formalize a reduction which can distinguish between these two settings: We first argue that the view that the reduction provides to A matches one of the games: where all proofs up to the ℓ th are simulated or where all proofs up to and including the ℓ th are simulated. By Lemma 5.7, the point computed or programmed by the challenger will be distinct from the points which the reduction programs. As such, the reduction is allowed to modify 5 the oracle which A interfaces with (see step (4)). In summary, A will be provided access to an oracle that is consistent with all of the proofs it receives. Given that A has a view which directly matches its expected view in either game, then the reduction’s advantage is the same as A’s advantage which is at least 1/(kp′ (λ)). This is a contradiction with the zero-knowledge property of our protocol. Thus, our original claim must be true. Now, we continue on to proving the latter claim. 5.10. Given that Claim 5.9 holds, this implies that Proof of Claim First we must argue that A’s view remains identical to the game which appears in both Equation (24) and Equation (25). The oracle which A interfaces with (see step (4)) will be consistent with all of the proofs it receives. Through Equation (25), we reach the conclusion that By the definition of a proof of knowledge (Definition 3.11) which have some parameters polynomial p ∗ (·) and negligible functions negl0 (·) and negl1 (·), we have that there exists some polynomial q ′ (·) such that which completes the proof of our claim. By completing the proofs of our claims, we have concluding the proof of our theorem statement. Assuming the injective one-way functions exist, and post-quantum iO exists, there exists a non-interactive knowledge sound, computationally zero-knowledge, and (k − 1)-to-kunclonable with extraction protocol for NP in the quantum random oracle model (Definition 5.4). Corollary 5.11. This follows from Theorem 3.14 and Theorem 5.8. Proof. We have thus shown that Figure 5 is an unclonable NIZK PoK in the ROM model as defined according to our unclonability definition, Definition 5.4.

Unclonable Non-Interactive Zero Knowledge in the Quantum Random Oracle Model

কোয়ান্টাম র্যান্ডম ওরাকল মডেলে আনক্লোনেবল নন-ইন্টারেক্টিভ জিরো নলেজ

Nicht klonbares, nicht interaktives Nullwissen im Quantum Random Oracle-Modell

Conocimiento cero no interactivo no clonable en el modelo cuántico aleatorio de Oracle

Connaissance zéro non interactive non clonable dans le modèle Oracle quantique aléatoire

क्वांटम रैंडम ओरेकल मॉडल में अनक्लोनेबल नॉन-इंटरएक्टिव जीरो नॉलेज

量子ランダムOracleモデルにおける複製不可能な非対話型のゼロ知識

Quantum Random Oracle 모델의 복제 불가능한 비대화형 제로 지식

Conhecimento zero não interativo não clonável no modelo Quantum Random Oracle

Неклонируемое неинтерактивное нулевое знание в модели квантового случайного оракула

Kuantum Rastgele Oracle Modelinde Klonlanamayan Etkileşimli Olmayan Sıfır Bilgi

Không có kiến thức không tương tác, không thể nhân bản trong Mô hình Oracle ngẫu nhiên lượng tử

量子随机预言模型中不可克隆的非交互式零知识

260 Stories To Learn About Team Productivity

122 Stories To Learn About Teamwork

148 Stories To Learn About Team Management

122 Stories To Learn About Motivation

Relentlessly pushing the boundaries of blockchain and VR technology in the metaverse, Co-founder and CEO of Super World, is helping to create a more immersive and interactive future for the internet. Hrish Lotlikar, In 2021, the New York Times quoted Hrish in its ‘virtual land boom’ story amid the surge in virtual real estate investment. I recently sat down with him for an interview about virtual real estate and Super World. Can you please tell us more about your background and about the founding of Super World? My background has kind of taken me through a variety of different areas of specialty. I started off in management consulting, then moved into investment banking. I was at UBS Investment Bank and HSBC in New York and started off in real estate, investment banking in physical real estate. I didn't know at the time, I would one day go into virtual real estate, but life's funny that way. The strong backgrounds got me into venture capital investing across tech and biotech. And then about fourteen years ago, I had this idea that wouldn't it be cool to go somewhere in the emerging markets and start a venture capital fund? I got on a plane, I didn't know anyone, and I went over to Eastern Europe. I went to Ukraine, Russia, Estonia, Latvia, Lithuania, Poland, and Moldova. I ended up with two partners and started a venture capital fund based in Ukraine, backed by an investor named Victor Pinchuk, who's a very big investor in that part of the world. We started an early-stage fund called Eastlabs where we invested in about 25 companies in the region. We were the first investor into preply.com, which is an online tutoring marketplace, which is one of the biggest and I think the biggest online tutoring marketplace in the world. They just completed their Series C last week and then did the same thing in Belarus. So I'm on the board of Tech Minsk, which is backed by the US State Department and Google. The company that Facebook acquired that does all of the face filters for Instagram and Facebook is a company called MSQRD, Masquerade. They went through Tech Minsk and got acquired by Facebook. I had early exposure to augmented reality through that. And then after that I was an early employee at Top Towel, which is a talent marketplace backed by Andreessen Horowitz. So I helped grow and scale Top Towel and  I learned a lot. Prior to Super World, I started Rogue Initiative Studios, which is a film, television, gaming, and virtual reality studio in Los Angeles and Hollywood. My co-founder had produced Call of Duty Modern Warfare series and Ghosts, and my production partner is Michael Bay, the action director. And at Rogue Initiative, what we're focused on is building franchises from the ground up. What I learned there was that a Michael Bay movie and a Call of Duty game are really the same thing. They're built in an engine, Unreal Engine or Unity Engine. I learnt that one can build anything in an engine. And what happened was about six years ago, Pokémon Go came out, became this huge hit, people running around looking at Pokémon around the world. Then I got together with my cofounder Max Woon. Max and I met because we had worked together previously at a company on the YouTube platform. When we saw Pokémon Go, we thought if we can't build the next Pokémon Go, we could build a world where the next thousand Pokémon get built onto it. In other words, how could we enable anyone to have the tools to create, discover and monetize anything in real world locations? What is your vision for Super World? As I mentioned, we were really inspired by what we saw Pokémon Go do and as you know the company Niantic continues to do tremendously well and are really innovating the space. We thought the opportunity to enable users to create, discover and monetize content in real world locations is very interesting. If we could give people the tools, you know, to create anything, anywhere, to discover anything from anywhere and to monetize in all different ways. And so that was the vision of Super World. Well, the way I describe it is I use three analogies, and I'll walk you through that. https://youtu.be/31JfjxEiJ4w?embedable=true So the first analogy is Pokémon Go. It's an analogy for adding digital information to the real world, right? I have a world. You have a world. Brands have worlds. So anyone can, you know again, create and discover and monetize any type of content anywhere: 3-D,2D, audio; you can put AR VR, MR, any type of content anywhere. I have a world,you have a world. The second analogy is Foursquare. It's a data analogy. On the data side, our vision is that we want to build what I call live to earn, which is how we can bring tokenization into your real life. How can I incentivize you to do the things in your life that you love? You know, can I get Nike to incentivize you to run a marathon or can I get Bacardi to incentivize you to go and activate something at their next event? In other words, how can I bring tokenization into your real life? This isn't play to earn. This is what I call live to earn. So the things that are related to things that you love to do in the real world, right? And then have you ever seen that movie Social Dilemma on Netflix? It is a great documentary. I highly recommend you watch it. It's all about how we're living in these algorithmic bubbles. It's about how we're all staring at our phones more and more. If you look at your phone fifty times a day, like four years ago, now you might look at it two hundred times a day. It is about how kids and adults alike are plugged into video games or obsessed with social media. A really big part of our vision at Super World is how we can build a virtual world that actually enhances your real life, your physical life. We want to keep you in the physical world and we want to use these technologies to enhance your physical life. As I always say, I have two kids, and the last thing I want to do is build a virtual world that sucks them into it. How do we build a virtual world that keeps you going outside? Although you can go as virtual as you want, the idea is how to get you out there doing things in the real world.  The other part of it is to build a decentralized world together that actually enhances humanity. We partnered with the World Bank and the Caribbean. As you know, we have tribes in the Amazon jungle that created digital art so that people could learn about deforestation that's happening in the Amazon jungle. The idea is can we build a virtual world with the goal of really solving these SDG problems and issues and be able to kind of work together to do something very positive. The third analogy explains the real estate part of what we do. What we have done is we have divided the surface of the earth into 64 billion virtual plots of land 100 meters by 100-meter point, 01.01 longitude, latitude. You can buy any location in the world as a digital asset and when you buy those locations again you are a stakeholder. There you can activate monetization from your actions. You can create, discover and activate ways to monetize in all those locations and also you can you know activate monetization from other activity that's also happening there in those locations. Speaking of virtual reality, what is virtual real estate all about? Virtual real estate, as I explained in the third analogy, is what we've done. We have divided the surface of the earth into 64 billion virtual plots of land, 100 meters by 100-meter point, 01.01 longitude latitude covering Earth. And so again each one of those is a digital asset. It's on Polygon currently priced at about 100 Matic. When you buy those plots, as I mentioned, you can activate monetization from advertising, e-commerce, digital commerce, data analytics, gaming, and DeFi in those locations and you can become a stakeholder in SuperWorld and at those locations and so that's how we define it. As you know, I think virtual real estate in general is a pretty nebulous term. It can mean different things. For us It's about the places you care about places maybe you have a business, places you want to go on vacation, and places in the world you love. How does virtual real estate and physical real estate connect in SuperWorld? So virtual real estate in SuperWorld covers the earth. We have a virtual layer on top of the real world, right? And within that layer, you know, there's an infinite number of filters. So anyone you know can create a world. I have a world, you have a world, brands can create worlds. And so this content, whether it's 3-D,  2D audio, any type of content can be placed in real world locations. And you know, one of the beauties of this is when we talked to many of our customers and we asked them why did you buy, you know, this city or New York City or London or Paris or whatever city in the world that they have bought. One of the things that we understand is a reason a lot of people buy virtual real estate is they actually own physical real estate. In those locations, they own a residence or they own a store or they own a mall or they own some kind of commercial real estate, some kind of physical property, and when we talk to them about what they want to do many of them tell us they want to build digital twin. So they want to enable the visualization of their of their physical real estate, they want to build, you know, a way for customers to see and rent or buy the physical real estate they have. Moreover, they want to create a way for their potential customers to see their store or to walk into their store and experience their store in a way that's virtual and that enables their customers regardless of where they are in the world to really experience their products or to maybe purchase buy from them. If they own a gallery, they may want them to see the artwork that they have in there. What we have enabled in SuperWorld is for our customers, whether they own virtual real estate or not, if they have physical real estate in real world locations, they can come to SuperWorld and build digital twins and those digital twins enable those customers to click and see those properties and so it connects the physical and the  virtual. Judging by the virtual land boom of 2021, why is virtual real estate an exciting opportunity? When I am talking about virtual real estate, you know, I am specifically talking about virtual real estate in SuperWorld, and you know I think the reason that it's a very exciting opportunity is because virtual real estate and super world covers real world locations and so it enables you to again become a stakeholder in places in the world that you love. Ultimately, SuperWorld is a community of people that want to use these technologies: immersive tech, Web three, and AI to enhance their life, and maybe to market themselves and their business. And so, virtual real estate enables them to own those locations that they care about and become a stakeholder in those locations. I think one way to think about it is we think about media assets. It's like owning a geospatial media asset covering the surface of the earth. My cofounder and I both work together on the YouTube platform and you know a YouTube video is a media asset. When you think of virtual real estate, the best way I'd kind of put that opportunity is like owning a geospatial media asset that covers the earth that you can benefit from and essentially enables you to have this kind of connection to a real world location. Whether it's for digital commerce, e-commerce, advertising, or decentralized finance, there's still a lot of different use cases that are evolving. As you know, spatial computing evolves as generative AI evolves, and as Web 3 evolves, I think there's going to be a tremendous opportunity from what we are building. I would like you to explain the technology that Super World virtual real estate is built upon. We have built a virtual real estate platform covering Earth. As I mentioned, we're built on Polygon, which is a layer 2 blockchain technology protocol. It's, you know, practically gasless. So it has very low gas fee and very fast transaction speed. But the idea is we're building on technologies like Mapbox, Google Maps, Apple AR kit, and Google AR core. We can build on Oculus and the type of content that you can add into Super World are 3D, 2D, audio MP4 files, Jpegs, and GLB files, which are 3D files, and the point of that is you can create any type of experience because the technologies that we've built on are cross-platform. You can literally build almost anything. The opportunities are limitless. I started the story by telling you that when you build in an engine anything is possible and that's to point you to the fact that what we're enabling on the virtual real estate is this cross-platform utilization of technologies that's very agnostic. As we continue to build and as we continue to add integrations, we want to give users the possibilities to create and monetize and discover all kinds of content around the world. I see a slew of technologies. How does virtual real estate intersect with other emerging technologies in SuperWorld? How do you combine them? I think our vision has been very agnostic on the tech side. So we have kind of brought together a variety of different technologies. As you know, there's an infinite number of filters on the world that can be created. We have launched a partnership with Sports Illustrated where we added 250,000 events onto the platform and that includes event ticketing, NFT marketing. So just to give you an example that I think will blow your mind. If you come to Super World and you buy tickets to the Yankees game in New York, but you've bought the virtual real estate encompassing the area where Yankee Stadium is. Well, you're a stakeholder in that location and you're going to be able to monetize ticket sales from events that happen there or events that you are creating anywhere around the world, live or virtual. Ticketing and events is a kind of a platform idea, but the other thing is, we will expand that with real world assets. So that goes into digital twins and being able to build visualizations of real world properties. As I mentioned, the opportunity to connect the physical and the virtual is huge and as we continue to evolve, there's going to be more opportunities to bring in other technologies for communication, for monetization, for digital asset, etc. What do your users do on Super World? I think there's a lot of people that are very interested in these technologies, AR, VR, Blockchain, Web 3, NFT, etc. A lot of people are interested in these terms. They are interested in figuring out how they can use these technologies to improve their business or things in their personal life. But when they come to Super World, they might not completely understand all of those concepts just yet, but they understand where they live, where they have a business, where they, you know, want to go on vacation and they come to super world and they buy those locations. And now they become a stakeholder in the locations and the next thing they want to do is to create NFTS. They ask me how to create NFTs, how to get into AR, VR, and how to get into DeFi. The first thing you can do as a user is you can add content anywhere in real world locations, 3D content, 2D content, photos, videos, GLB files, AR content BR content digital twins, and there is the opportunity to add any content anywhere and individualize that content from anywhere. I could be in New York City and I could look at a digital twin that's located in Miami and zoom in on that in a 3D environment or pull it up in augmented reality on my phone. The second thing that we're enabling is ticketing and live and virtual event creation and ticketing sales. So at a live event, you can place that live event wherever the event is in the real world and you can sell tickets for that event, NFT ticketing or traditional ticketing. And then as your attendees go to that event, they could leave content at the live location which people can view from anywhere in the world: 360 photos, 360 videos, traditional photo or video GLB files and so you can bring events and content creation, user-generated content together. I could sell an NFT at an event that you are throwing and if you know you own the virtual real estate there you monetize on the NFT that I sell as well. You'll have your own map of the world where you can add content, you can, you know, discover content from other worlds and bring those into your world. There's a lot of cross-functionality between worlds that's coming very soon. What piece of advice do you have for other entrepreneurs out there who would like to follow in your footsteps? I always say that it's really important to take that first step. Find your passion, find a problem that you want to solve and that you're excited about. It can be something that you have some really strong first-hand experience with and then take that first step, whether it's a first step of learning about how to approach it or the first step of moving towards that goal. Entrepreneurship is a long journey. And it's a journey that you have to be really excited about every single day and so you know first and foremost is figure out what your why is figure out like what really gets you excited and motivated about something and then every day remember what is that why and keep going towards the goal. It's a  a real journey and it's something that you should really enjoy every step of the way.

Exploring Virtual Real Estate With Super World CEO Hrish Lotlikar

Let's learn about via these 47 free stories. They are ordered by most time reading created on HackerNoon. Visit the to find the most read stories about any technology. Customer Support /Learn Repo 1. 5 Insights to Lowering the Stress Levels of Your Customer Support Teams It often happens that the number of calls to the support team exceeds the capabilities of operators. At first glance, it may seem that this is a given that must be accepted, and the only way out is to add new people to the team. But it’s not like that: it’s impossible to extend the staff indefinitely. First, try to find out if you really did your best to relieve the support team. Shall we check it out? 2. SupportYourApp CEO Daria on Startups, Tech Businesses, and #Noonies 2022 Nomination SupportYourApp CEO Daria on Startups, Tech Businesses, and #Noonies 2022 Nomination. 3. Artificial Intelligence That Doesn’t Annoy Customers How to make virtual assistant (conversational AI chatbot), that doesn't get users angry 4. How to Start a Conversation With a Customer: 25 Welcome Message Ideas There won’t be analogies about an acquaintance in a bar or stupid jokes; it is clear without them how important it is to correctly start a conversation with a customer. 5. Customer Engagement is the Key to Achieving Better CX How customer engagement and customer experience are related. 6. Reducing Friction Is More Important Than Customer Delight Friction is part of life. We experience it all the time - at work, in relationships, in politics - it's everywhere. But when it comes to business, friction cost can be extremely high. 7. Customer Support 101: Encouraging The Voice of The Company Customer Support is the team that keeps in touch with our clients. They deal with the requests and issues that connect our customers to the business — they are the bridge. Offering excellent customer support is as important as having a robust product. To lead this effort, Preply has recently hired a new Head of Support, Jean-Pascal Gribaudi. He used to manage a support team in Booking.com. 8. Natural Language Processing and How it Could Improve Employee Engagement Internal communication and employee engagement are key when it comes to the smooth functioning of an organization and building a reputation, especially in today’s age when more and more people are opting to work remotely and teams are scattered across the world. 9. How Augmented Reality Improves Customer Experience Augmented Reality technology can improve customer experience, thus creating an environment of interaction between agents and clients. 10. Essential Tool Stack Serious Startup Need To Use With as much as 70% of startups failing to reach the ten-year mark, according to the Entrepreneur, the odds are stacked against these budding businesses. For them, every resource counts, from time to cash flows. If there is any kind of wastage of resources, the consequences can be dire. 11. Noonies Interview: Daria Leshchenko on the Role of Tech in Customer Support Daria Leshchenko from SupportYourApp shares her entrepreneurial journey and her vision of the future of customer support for startups. 12. 5 Ways Chatbots Are Transforming Customer Services The key to a successful business lies in the efficient management of customers. 13. Provide Tech Support by Remotely Control Controlling Computers Using these 10 Tools List of remote desktop software for tech support and system administrators. 14. An Effective Product Manager: The Visionary Of Multiple Responsibilities Product managers are responsible not just for the technical side of the product, but of its heart and soul. PM is not just a very important person from the C-suite. They play a crucial role in the live cycle of any product of the company and they are really supposed to wear suits, but they don’t. 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Surviving the IT Support field Hello to everyone out there, I will attempt tell you, in this brief post, how to handle things, and/or generally try to survive in the IT Support field. 24. How do Chat Apps improve customer engagement in Businesses? Collaboration and communication in the digital age have come a long way as it is not restricted to emails and messages anymore. Having a platform for the stakeholders involved in a business that enables them to communicate with each other will be a strong driving force. The flawless communication that can be switched to multiple devices without any interruption is an added convenience. 25. 7 Tips for Scaling a Digital Business post-COVID19 Without wanting to sound like an alarmist, the current pandemic has forced businesses to depend more than ever on a digital strategy. Overnight, the offline channels of live-events, conferences, trade fairs, and face to face interactions disappeared. The solution to the enormous challenge of social distancing is to mitigate this loss. 26. 16 Best Canned Response Examples for Customer Service Just to be clear. When we say canned response, we don’t mean those automatic commonplace emails like “We received your request and will get back to you as soon as possible. Your ticket number is 345678.” 27. Your Most Frequently Asked HackerNoon Questions, answered by a Shakespearean Bot Answering Customer Support queries can be a bit boring. So why not spice it up with some Shakespearean word choice? We trained the bot using ChatGPT3 by openai. 28. 5 Quick Tips on How to Improve Customer Satisfaction In this article, you'll learn what to do to satisfy your customers and how to build a stable and lucrative relationship. 29. Yes, You Still Need a Ticketing System For Tech Support Over the years, I have been through a number of I.T. shops. Sometimes supporting users was a big part and other times it was not.  One thing which was consistent was the enormous amounts of non-tech work support could generate. Without some kind of mechanism for funneling work into the I.T. department, it can become quite chaotic. Additionally, there can be undue stress for staff prioritizing things. Often circumstances force staff to use an arbitrary weighting of the severity of the issue, the title of the person reporting it and the history of ID-ten-T errors generated from the source.  This is obviously a less than ideal way to prioritize work. 30. ChatGPT Can Transform the Way Businesses Approach Customer Service Most organizations consider customer service an overhead while it is an opportunity. It allows you to drive continued value from the customer even after a sale. 31. Excelling In User Support: Think Big, Start Small Another day at the service desk, the phone is ringing off the hook with calls from anxious customers, incidents are piling up, and inboxes are overflowing. You need to figure out where to start. And then, when you've managed to get settled, a walk-up arrives, asking for help with a password reset. They want to be helped, and they want help now. 32. How to Foster Better Customer Relationships in Post-Pandemic Times With the pandemic dying down, its consequences are still with us. People have become more mindful about their health, spending, jobs, and relationships. Consumers’ relationships with brands have also changed, and brands have to adapt their customer service and support to new customer preferences. 33. How to Improve UX for E-Commerce Rewards Platforms Rewards programs are centered around one unifying factor: customer satisfaction. Here is how to design your program to meet that requirement with ease. 34. 4 Tips to Mastering Multilingual Customer Service Most online businesses have customers from any part of the world. How would you make them comfortable to use your service or product? How will you ensure a great customer service experience without getting stuck with the language barriers? 35. 15 Things That Make Customer Service Key To Business Are you wondering why customer service is important for your business? Here are 15 Reasons for customer service that will help you become customer-focused. 36. ChatGPT Responds to Common Customer Support Queries ChatGPT has been creating significant waves among tech enthusiasts, bigwigs, influencers, and startups. 37. 6 Best Zendesk Alternative Software for ECommerce in 2021 The best Zendesk alternatives for anyone in the e-commerce business. Comparison of 6 customer service tools. 38. Is Tech Making or Breaking Your Customer Experience? Technology can be a two-edged sword. It can deliver incredible results and create unique problems. The customer experience (CX) sector, in particular, has been heavily impacted by technology for quite some time. 39. How to Integrate Analytics into Your Marketing Strategy So you have started a new business? Congratulations! Launching a brand can be as competitive as struggling to find a satisfactory corporate job. And promoting it can also be quite challenging. You may think that it is enough to drive it alone with passion and enthusiasm, but even with these two attributes, you know what has exactly been missing. 40. The Future of Customer Support: Facts and Trends to Watch in 2020 So, millennials, huh? Oversensitive snowflakes, always in their smartphones, but don’t like phone calls. What else do we know about people who are already the largest and most influential generation of consumers and only going stronger? 41. Conversational AI in Healthcare: 2 Key Use Cases If there is a silver lining somewhere with the COVID-19 pandemic engulfing the globe, it’s that we have been forced to introspect on the healthcare sector, both public and private, and whether it has the tools it needs – not only to deal with such crises, but to ensure the best possible healthcare outcomes even under normal circumstances. 42. How To Create Customer-driven Marketing Strategy for Your SaaS Company There are two types of products out there — product-driven and customer-driven. The first kind is built on the assumption that a great product will find its customers, while the second one is all about analyzing customers and building something they specifically need. 43. 7 Best Practices To Leverage Omnichannel Customer Service Over the years, how companies handle customer service has changed dramatically. More than a decade ago, phones or fax were the only ways to contact a company. 44. 11 Customer Support Response Templates That Will Improve Your Email Management Canned responses help you deliver quick responses while communicating with customers. Here are the most common canned responses that every support rep may need. 45. How to Build a Custom CRM Software: Create Your Own CRM 46. Setting Up Your Customer Support System on Zendesk [A How-To Guide] Any growing startup needs a professional customer support system sooner or later. There are many solutions on the market (just look at G2 Grid here), but I personally prefer Zendesk for its flexibility, simplicity and good UI. I know Zendesk from a very early time and still love it. 47. Top 25 Customer Service Tools for Every Budget and Need: 2020 Edition To be completely honest, customer service is such a wide notion that it’s quite difficult to see which tools count as customer service tools and which don’t. Thank you for checking out the 47 most read stories about Customer Support on HackerNoon. to find the most read stories about any technology. Visit the /Learn Repo

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