Why don’t your leads answer the phone anymore?
Home Services Solutions Conecta+ About us Who we are What we believe in Home Services Solutions Conecta+ About us Who we are What we believe in Partners SigmaCX Five9 NICE KHOMP Minds Digital Verint Blog CXTalks Partners SigmaCX Five9 NICE KHOMP Minds Digital Verint Blog CXTalks Home Services Solutions Conecta+ About us Who we are What we believe in Partners SigmaCX Five9 NICE KHOMP Minds Digital Verint Home Services Solutions Conecta+ About us Who we are What we believe in Partners SigmaCX Five9 NICE KHOMP Minds Digital Verint PT Português PT English EN Español ES Why don’t your leads answer the phone anymore? Sales and Marketing 20 may 2026 10min read Vitor Carvalho Director of Sales, Customer Strategy & Experience Linkedin You know that call from an unknown number that appears on your phone and you almost automatically ignore it? You look at it. You don’t recognize it. You get suspicious. You let it ring. Sometimes, it was something important. But when in doubt, you don’t answer. This behavior has become one of the biggest challenges for commercial, customer service, and relationship operations. Customers have not only stopped answering “annoying calls.” They have started ignoring most calls they do not recognize. In this article, we will show how unknown numbers, calls that look like spam, and the excessive number of calls have reduced contact rates in commercial operations. We will also explain the concept of contact rate, show how it impacts sales, customer service, and relationships, and demonstrate how ignored calls turn into lost opportunities. Customers didn’t stop answering. They stopped trusting. For a long time, the phone was the most direct channel between companies and customers. A lead showed interest. The company called. The conversation happened. The sale moved forward. But the environment has changed. Today, customers receive calls from banks, carriers, retailers, collection companies, robots, fraudsters, and offers they never asked for. The phone rings, but trust no longer comes with it. When a call appears without clear identification, without context, and from an unknown number, it falls into the same mental category as every other interruption throughout the day. Even if the company is legitimate. Even if the reason is valid. Even if there is a real opportunity. To the customer, it looks like spam. And when it looks like spam, they do not answer. Too many calls trained customers to ignore them The market itself helped create this problem. For years, many operations grew under a volume-driven mindset: more dialing, more attempts, more campaigns, and more pressure on teams. When conversion rates dropped, the answer was simply to call more. But this model has a side effect. The more customers are contacted without context, the more they protect themselves. The more irrelevant calls they receive, the more they distrust the next ones. The reaction became automatic: “I don’t know this number,” “it must be telemarketing,” “if it’s important, they’ll send a message.” Contact rate: the metric that separates effort from results Contact rate is the ability of an operation to turn attempts into real conversations. In simple terms: out of every 100 leads contacted, how many actually spoke with your company? This metric is critical because it comes before almost every important business result. Before the sale, there is contact. Before negotiation, there is contact. Before retention, there is contact. Without conversation, there is no conversion. The problem is that many companies still focus more on call volume than contact quality. The campaign ran. The dialer worked. The team tried. But if only a few customers answered, the operation may only be efficient at generating attempts, not conversations. When contactability drops, the funnel becomes more expensive Falling contact rates are not a telephony problem. They are a business problem. Companies invest in media, generate leads, create campaigns, integrate CRM systems, and distribute opportunities. But when the moment comes to talk to the lead, they do not answer. The investment has already happened. The interest may have existed. The opportunity could have been hot. But the conversation never started. This is a silent leak in the funnel. The problem is not calling. It is calling without context. The phone is not dead. Voice remains one of the strongest channels for consultative sales, negotiation, collections, sensitive support, and retention. The problem is the cold, unknown, contextless call. Calls need to stop being interruptions and become part of the customer journey. Customers need to understand who is calling, why they are being contacted, and the value of that conversation. This is where contextual voice comes in: integrating channels, identity, and context before the call. WhatsApp Business Calling, verified calls, AppCall, WebCall, notifications, and CRM integration help transform an unknown call into an expected conversation. In the end, leads answer when they trust If your leads are no longer answering, the problem may not be lack of interest. It may be lack of trust. Calls that look like spam, unknown numbers, and excessive calling have created a barrier between companies and customers. And this barrier will not be overcome with more volume alone. It will be overcome with more context, more identity, more intelligence, and more respect for the customer journey. Because selling more may start with something simple: getting the customer to answer. But for that to happen, your call needs to stop looking like spam and start looking like what it should have been from the beginning: a conversation worth having. FAQ • What is contact rate? Contact rate is the ability of an operation to turn contact attempts into real conversations with leads and customers. • Why do calls look like spam to leads? Because many calls happen without context, from unknown numbers, and without clear company identification, causing leads not to answer. • How can companies increase contact rates? With contactability strategies, company identification, channel integration, and contextual communication that transform attempts into more real conversations happening. Learn more About us We organize communication between companies and customers, connecting channels, data, and technology. Who are
Meta’s WhatsApp change that can increase performance and operational control
Home Services Solutions Conecta+ About us Who we are What we believe in Home Services Solutions Conecta+ About us Who we are What we believe in Partners SigmaCX Five9 NICE Minds Digital Verint KHOMP Blog CXTalks Partners SigmaCX Five9 NICE Minds Digital Verint KHOMP Blog CXTalks Home Services Solutions Conecta+ About us Who we are What we believe in Partners SigmaCX Five9 NICE Minds Digital Verint KHOMP Home Services Solutions Conecta+ About us Who we are What we believe in Partners SigmaCX Five9 NICE Minds Digital Verint KHOMP PT Português PT English EN Español ES Meta’s WhatsApp change that can increase performance and operational control Nuveto Insights 2 de feb. 2026 10min read Vitor Carvalho Director of Sales, Customer Strategy & Experience Linkedin Meta has introduced an important change to WhatsApp for businesses. With the so-called coexistence feature, the same number can now be used simultaneously in the WhatsApp Business App and in the corporate WhatsApp infrastructure designed for automation and scale. In practice, this removes a barrier that has long limited the evolution of many operations: the need to choose between maintaining the app’s fluidity or gaining more structure, control, and automation. The change was added to the platform’s official ecosystem in February 2025. At first glance, it may seem like just an operational convenience. It is not. What Meta has done is create space for WhatsApp to move from being, in many cases, an important yet difficult-to-manage channel to becoming a far more governable one. And this is exactly where SaaS platforms like those we work with at Nuveto begin to gain strategic relevance. Not only by connecting technology to the channel, but by enabling a new level of automation, management, and intelligence over an operation that, until now, was often fragmented across devices, individual memory, and low-visibility processes. This is the point that matters most to business executives. Meta’s update doesn’t just change how WhatsApp is used. It expands what becomes possible on top of it. And, as a result, it also expands the role of companies specialized in transforming conversation into process, service into journey, and interaction into management. The outcome is that a channel that was previously relevant but often unmanageable can now be organized with much greater consistency. The first major effect of this change is the ability to combine automation and human proximity in a much more natural way. Previously, in many cases, companies had to choose between a more structured operation or maintaining the continuity of conversations within the app used by the commercial frontline. Now, it becomes more viable to design journeys where the company gains speed, standardization, and organization at the beginning of the interaction, without losing the natural flow of human service throughout the conversation. This reduces internal friction and improves the customer experience, which becomes more continuous and less fragmented along the journey. For marketing, this is especially relevant. WhatsApp already plays a central role in the relationship between companies and consumers: 73.3% of consumers across 22 markets say they prefer messaging when communicating with companies. When this channel gains more structure without losing proximity, it stops being just a lead destination and becomes a stronger layer of conversion, relationship, and experience continuity. For CMOs, this means a greater ability to turn generated demand into meaningful conversations, with more consistency between media, service, and closing. The second effect is even more strategic: the ability to bring real management to a channel that previously escaped management. For a long time, WhatsApp delivered results, but it also created opacity. Many interactions happened outside the company’s visibility. Monitoring depended on individual discipline. History was scattered. Follow-ups were lost. Managerial visibility was limited. With this new possibility introduced by Meta, specialized SaaS platforms are now far better positioned to wrap this channel with an operational intelligence layer. This allows for better tracking, standardized communication, relationship continuity, visibility into stages, and overall journey consistency. This point deserves attention because it changes the nature of the channel from an executive standpoint. The value is no longer just about responding faster on WhatsApp. It is about managing what happens within it more effectively. In other words, the update does not simply create more convenience for the end user. It creates better conditions for companies like Nuveto to take automation and governance to a new level, making an environment that was previously highly dependent on individual behavior far more manageable. The third effect is the possibility of a more gradual and, therefore, more successful transformation. Many digital initiatives fail not because the technology does not work, but because the required operational change is too large. Coexistence reduces this problem. It allows companies to evolve the channel without forcing a disruptive change in the way frontline teams operate. And this has a direct impact on the business: less resistance, greater adoption, faster implementation, and a higher likelihood of capturing real value. This type of progressive transition is especially important when companies want to mature the channel without compromising commercial pace. Instead of treating proximity and structure as opposing choices, it becomes possible to advance in layers. First, improve how entry points are organized. Then, enhance continuity. Next, elevate journey discipline. Finally, build greater intelligence around performance, experience, and results. The merit of Meta’s change lies precisely in making this path more viable. For leadership, the question is no longer whether WhatsApp should have a more structured role. That is already defined by market behavior and the growing preference for messaging. The more relevant question becomes: how to transform a channel that has always been useful, but often disorganized, into one that is more measurable, more consistent, and better aligned with marketing, sales, and customer experience objectives. That is why this change deserves attention. Not because it simply adds a new feature. But because it concretely expands the space for specialized SaaS companies to elevate the level of automation, coordination, and governance within WhatsApp. And when that happens, the channel stops being just conversation. It becomes process,
The impact of AI on customer service in companies
Home Services Solutions Conecta+ About us Who we are What we believe in Home Services Solutions Conecta+ About us Who we are What we believe in Partners SigmaCX Five9 NICE Minds Digital Verint KHOMP Blog CXTalks Partners SigmaCX Five9 NICE Minds Digital Verint KHOMP Blog CXTalks Home Services Solutions Conecta+ About us Who we are What we believe in Partners SigmaCX Five9 NICE Minds Digital Verint KHOMP Home Services Solutions Conecta+ About us Who we are What we believe in Partners SigmaCX Five9 NICE Minds Digital Verint KHOMP PT Português PT English EN Español ES The impact of AI on customer service in companies Artificial Intelligence May 21, 2025 7min read Jorge Llorente Sales Manager Iberia Linkedin When I was younger, I played table tennis, although we always called it pingpong.I played at a reasonably competitive level, and I must say, it’s quite a complex sport. It demands intense training and the automation of movements so that a learned act becomes a reflex. It’s an almost anaerobic sport between points, requiring excellent physical condition and extreme agility. You barely have time to think — you need to be very fast to strategize in the middle of a point. According to a NASA study, this sport requires exceptional hand-eye coordination, ultra-fast reflexes, and the ability to make split-second decisions that surpass many other traditional sports. The speed of the ball, which can exceed 100 km/h over very short distances, demands near-superhuman precision and anticipation. The best player I’ve ever seen was Jan-Ove Waldner, nicknamed “the Mozart of ping-pong.” Waldner was the best in the world, defeating the top Chinese players and becoming one of the few non-Asian athletes to win world championships and Olympic medals. China: The Supremacy in Table Tennis China is, without a doubt, the greatest world power in table tennis. It’s estimated that around 300 million people play the sport in the country, with about 10 million competing at a professional level. Moreover, there are over 26,000 registered clubs. That’s one ping-pong table for every seven people. Since table tennis became an Olympic sport in 1988, China has won 28 out of 32 possible gold medals. This dominance is due to an intensive training system, massive infrastructure, and significant government support. That makes Waldner’s achievement of being the best in the world for many years even more remarkable. Training and Efficiency: AI in Customer Service Much like how Waldner perfected his game through meticulous training, generative artificial intelligence applied to contact centers and customer service is also trained with large volumes of data: millions of previous conversations, patterns of frequently asked questions, and diverse contexts. With the help of deep learning, this technology learns to anticipate user intent, detect emotional tone, and generate accurate and personalized responses in real time. Just as a table tennis player improves with each training session and match, this AI evolves with every interaction in the contact center, adjusting its models to better understand the nuances of human language and respond to new questions or situations. Furthermore, AI doesn’t just respond — it creates unique solutions, combining information and context with creativity and precision. Just like a player who doesn’t just repeat moves but invents new shots to surprise the opponent. Economic Benefits and Increased Productivity Adopting artificial intelligence in contact centers leads to tangible economic benefits. According to Gartner, companies that implement AI can reduce customer service operational costs by up to 30%, thanks to the automation of repetitive tasks and efficiency gains. In terms of productivity, a study by Stanford University in partnership with MIT analyzed over 5,000 contact center agents and concluded that using generative AI assistants increased productivity by 14%, allowing more interactions to be handled in less time and problems to be resolved more quickly. Conclusion With generative AI, excellence becomes possible. In customer service, this means automated support that is not only fast and efficient but also authentic, human, and truly intelligent — while generating significant economic benefits and a remarkable boost in productivity. In this context, Grupo Nuveto has extensive experience and deep knowledge in AI technologies applied to contact centers, making it the ideal partner for companies seeking to implement advanced generative AI solutions. At Nuveto, we don’t just facilitate the integration of these tools — we support clients in continuous optimization, ensuring that the use of AI maximizes cost reduction, increases productivity, and most importantly, significantly improves the end-user experience. FAQ • What is the main benefit of AI in customer service?It reduces operational costs and boosts efficiency with faster, personalized responses. • Does AI replace human agents?No. It complements human work by providing smart support and freeing up time for more complex cases. • How does Nuveto support companies in adopting AI?Through hands-on experience, solution integration, and ongoing support for continuous improvement. Learn more About us We organize communication between companies and customers, connecting channels, data, and technology. Who are you What we believe in Solutions CX Talks en Spotify Si te apasiona transformar experiencias y quieres estar al día de las tendencias más relevantes en el mundo de los negocios y la experiencia del cliente, este podcast es para ti. Episodios CX Talks | Por que falar com clientes em 2026 ficou tao difícil? Em um papo direto e provocativo, exploramos um problema que muitas empresas já estão sentindo na prática: falar com clientes está cada vez mais difícil. 23 de mar. • 40min 54s CX Talks | Terceiro Setor na Prática: O que Empresas Podem Aprender com Causas Sociais Neste episódio do CX Talks, recebemos Chico Ledo, coordenador de comunicação corporativa e terceiro setor no Grupo Melo Cordeiro, para um mergulho no funcionamento real de organizações sociais. 27 de jan. • 41min 38s Recent articles Meta’s WhatsApp change that can increase performance and operational control How to Efficiently Implement CX Practices in My Organization Transform your customer service into a memorable experience Optimize your processes, reduce errors and delight your customers with greater efficiency. Learn more Tags Technology | Customer
How to Efficiently Implement CX Practices in My Organization
Home Services Solutions Conecta+ About us Who we are What we believe in Home Services Solutions Conecta+ About us Who we are What we believe in Partners SigmaCX Five9 NICE Minds Digital Verint KHOMP Blog CXTalks Partners SigmaCX Five9 NICE Minds Digital Verint KHOMP Blog CXTalks Home Services Solutions Conecta+ About us Who we are What we believe in Partners SigmaCX Five9 NICE Minds Digital Verint KHOMP Home Services Solutions Conecta+ About us Who we are What we believe in Partners SigmaCX Five9 NICE Minds Digital Verint KHOMP PT Português PT English EN Español ES How to Efficiently Implement CX Practices in My Organization CX March 15, 2025 20min read Vitor Carvalho Director of Sales, Customer Strategy & Experience Linkedin Customer Experience (CX) is fundamental to the success and sustainability of businesses in today’s era. We live in the age of connection and information. With the internet and social media, the customer’s voice has never been so powerful and amplified. A negative experience can spread rapidly, harming a company’s reputation. On the other hand, positive experiences create brand advocates, generating invaluable word-of-mouth advertising. For example, a PwCstudy revealed that 73% of consumers consider experience an important factor in their purchasing decisions. Companies that lead in CX also stand out financially. Studies show that leaders in customer experience have significantly higher revenue growth than their competitors. This demonstrates that investing in CX is not just about customer satisfaction but also a financial growth driver. Take Amazon, for example. It stands out for the exceptional experience it offers its customers. From easy navigation on its websites to meticulous attention to product details and customer support, it sets a standard of excellence in CX. This article aims to provide a clear and effective roadmap for implementing CX practices in your organization, transforming not only the relationship withcustomers but also driving business growth. Behavioral Psychology and Customer Perception Understanding behavioral psychology is essential for shaping the customer experience. Behavioral psychology studies how the environment and external stimuli affect people’s behavior. The first key concept here is “perception.” The way a customer perceives a brand is often more influential than the actual characteristics of the product or service. Second, “expectations” play a crucial role. Behavioral psychology teaches us that expectations can shape the experience. Lastly, “memories” are fundamental. Understanding behavioral psychology is indeed essential for shaping the customer experience. Step-by-Step Guide to Implement CX Strategy: First and foremost, it is essential to integrate customer experience into the soul of your company. This means aligning your CX plan with the company’s Mission, Vision, and Values. Let these elements guide every decision, everyaction, and every interaction with the customer. When the customer experience reflects what your company truly represents, it resonates more deeply with customers, creating an authentic and lasting connection. The world and customer expectations are constantly changing. Be ready to adapt and evolve your CX plan, testing new ideas and approaches, and always keeping a close eye on emerging trends and technologies. Remember, a successful CX plan is a continuous journey of learning, adaptation, and growth. Understanding the Customer: The second step in this process is building personas that represent your audience. To do this, it is crucial to identify the important attributes in constructing these personas. Here are some suggestions: General Attributes: These are fundamental to understanding who yourcustomers are. They include age, gender, location, education level, andincome. This data can be collected through market research, analysis ofexisting customer data, and demographic analysis tools.Behavioral Attributes: These refer to customer behavior in relation to your brand or market. They include purchase patterns, product preferences, frequency of use, and brand loyalty. Tools like Google Analytics, satisfaction surveys, and social media data analysis are useful for gathering this information.Communication Preferences: Understanding how your customers prefer to be contacted is crucial. This includes channel preferences (email,social media, phone), frequency, and style of communication. This information can be obtained through direct customer surveys andengagement analysis across different channels. Journey Mapping: With the personas defined, it’s time to map the customer’s current journey,identifying all touchpoints. To do this, start by creating visual representations of the journey for each of the personas built in the previous step. Customer Journey tools can be helpful for visualizing these journeys. The customer journey typically includes stages such as Awareness, Consideration, Decision, Purchase, and Post-purchase. It’s essential to adapt these stages to your specific business. Next, identify all the places where the customer interacts with your brand (website, social media, customer service, physical store, etc.). We call theseplaces touchpoints. Within each stage of the journey, there are micro-journeys — specific moments where the customer makes important decisions. For example, in e-commerce, a micro-journey might be the checkout process. Remember, customer journey mapping is an ongoing process. In the next step, we’ll talk about how to build the ideal journey and manage it over time. Journey Management: Initially, it’s essential to build the ideal customer journey. Identify the critical points in the journey where the customer makes significant decisions that affect their relationship with the brand. These moments should be prioritized for improvement. Use surveys, feedback, and sentiment analysis tools to understand the customer experience at each touchpoint. Customer Effort Score (CES) surveys can be helpful here. Use the collected data to identify where the customer experience can be improved. This might include simplifying processes, improving communication, or providing more effective support. Once the areas for improvement have been identified, implement the necessary changes and continue monitoring results to ensure the changes are having the desired impact. As customer expectations shift and your company grows, it’s essential to revisit and update customer journey mapping regularly. Design: The design of interfaces should “speak” to the customer profile, including experiences in chatbots, apps, websites, and interactions with sales representatives. Ensure that interfaces are easy to use and consider users with different abilities and needs. Aim to create layouts that are easy to navigate, with clear interactive elements. Tools like Hotjar or Crazy Egg