Einstein’s theory of relativity, E=MC2, is known by every school child post 4th grade. By 6th grade most school children all are told what the letters stand for, but it is highly unlikely that they actually know what is means. Have you ever tried to describe to someone what the formula actually means? Here is the Wikipedia link, good luck.
Hiding Complexity takes Hard Work
Each time an additional channel is integrated into your customer service strategy, the complexity of your processes increases. As practitioners in describing complexity, we often work very hard to simplify and describe it using metaphors and stories, else people will not read what we have to say. Somewhere during attempts to explain, respect for complexity is lost and an oversimplification process begins. The result is that we are left holding the bag. The job of the Contact Center is to make the lives of our customers simpler and to focus on their experiences. The more we try to hide our internal process complexities from our customers (because, frankly they do not care), the harder we have to work.
According to Gartner, within the next 5 years more than half of contact centers will include some level of real time participation by customers in the service process. One interpretation of this is that social and collaborative technologies are more than just new channels or extra channels. How can (or should) a contact center deal with the insertion of these new real-time variables if they do not fit smoothly into the currently designed business processes? The modern contact center need to be able to “enable the contact centre worker to become a real-time advocate on behalf of the customer” (Steven Thurlow, CTO Sword-Ciboodle).
Is it Really that Hard?
Yes, but it is matter of perspective. If you go about trying to solve a problem which approach do you prefer? Do you prefer planning for the unexpected, possibly that the problem is slightly harder to solve than you anticipated? Or the reverse, at first glance it does not look too hard, thus you are sure it will not take much to solve (I call it the wishful thinking approach). In a recent Forrester report (author Kate Leggett), the most difficult type of contact to handle in the customer service contact center has high interaction complexity and high process complexity. Kate refers to this as Intelligent Dialogue, which describes it quite well. When I wrote a position piece on the topic last summer, the name I gave was not nearly as good. The concept is straight-forward to describe, but requires work to implement. Like any project done right, please do not skimp on planning and design hoping to ‘figure it out as you go along’.
During the next few years you will likely be able to automate more processes as you understand them better and they become repeatable, but more and more I believe a better word to use is optimized. When customer experience is involved the ‘automation’ word (and world) scare me a bit. Your customers are changing their habits quickly, I believe this trend will continue, you need to be able to be agile and change with them. Each business will need to decide which segments require a human evaluation, and which do not. It will be important to break down the essential elements (of a case or request) into discrete components, and allow contact center workers the capability to evaluate each component first in isolation, then together as part of the whole. Ideas like the sentiment, intent, tone, channel and dare I say ‘influence’ (Yeah, I know that one might raise some eyebrows) combined with pure informational elements; communications history, transaction history as well as other elements.
I am not trying to scare anyone, these are all solvable problems – I am simply requesting that you think about it.
My apologies for the delay in this post, I meant to get it done sooner. As I said in my previous post after the RightNow user conference, I was able to spend some time with customers, end-users and practitioners in order to understand a bit more not only about the specifics of their success, but how and why. In speaking with different folks, I decided to take a different approach in the discussion, wanting to probe a bit on the changing culture of the call center during the past 15 years. This proved to be a very interesting tact, as the culture has changed. Specifically, 15 years ago, knowledge workers within the call center (or contact center if you prefer), had good verbal communication skills, but lacked computer savvy. Now, things are basically reversed. That might be an over-simplification, but it is basically true. While a fair number of things have in fact changed, some are not so different than when I first prototyped a customer self-help system in 1998 – If you can enable customers to help themselves, they will.
As Social engagement practices mature, which they absolutely need to do, because Social behavior is going to drive how customers communicate their needs to your organization. Customers are going to communicate with you via social media, so we all have to be ready. It is not ‘if’, but ‘when’ and ‘how’. In addition to the obvious benefits to your customers, the benefits to you and your organization by enabling, supporting and even promoting social media for customer service, will allow for insight to more easily find its way back into the core business to help improve core functions. From a cultural perspective, one trend that is certainly ripe for change is how front line employees are compensated. Social Media channels not only allow you contact center agents to help your customers, but allow them to do it in a way that adds the human element back to the equation. These critical teams players, your contact center agents, within your organization need to be trained and treated with the respect they deserve. As your organization works to become “more social” please think about who will be on the front lines.
Lisa Larson – Director of Customer Care at Drugstore.com
Both drugstore.com and beauty.com fall under Lisa’s watchful eye, a new generation of contact center, which include more channels than ever before. They include Websites, FAQs, Chat, Email and oh almost forgot, phone. Yes, Lisa and team are on Twitter was well; Directors Desk for Drugstore.com and Beauty Advisor for beauty.com The idea? To use the tools and technology available to her to improve the quality of customer service, making sure each customer interaction is meaningful to the most important person – the customer. Lisa and team are keeping pace with where their customers are and where they need help. Lisa and team are using Chat very successfully for high value products, increasing the conversation rates for these products by almost 40% when compared with not using Chat.
Lisa has a team of about 150 people across the board to make sure her customers are happy. They are there to solve problems, and make the experience as close as possible to the beauty consultant you might work with at the local store. In order to provide that experience to the customer, the employee – knowledge worker needs to be given the tools and resources (and love) so that they can pass it on. Lisa spends a lot of time making her team gets what they need. With regards to the culture question, it is important to Lisa to bring on team members who have actual people skills. Many people come into the call center these days with great technical skills, but talking on the phone and interacting at a personal level, with a business proper bent is something that is not as common as it was 15 years ago.
“When you put a face out there, or you put people out there and they get to know who you are, they treat you differently. Our goal is to serve them and to solve their problems, and do it well.”
Maryellen Abreu – Director of Global Technical Support at iRobot
From a certain vantage point, iRobot is pioneering a new market, which has unique challenges. iRobot needs to quickly find out what customers want, and adapt accordingly. From another vantage point, customers are customers, and iRobot needs to deliver great service and support, because this is just what smart companies do! A very successful part of the initiative is the Web self-service, which has been very successful from both sides – customers are able to help themselves more often than not and this keeps the operation expenses of the contact center in check.
“iRobot designs and build robots that make a difference”
Maryellen also shared the following tidbits, which I found very valuable:
“In regards to our call center culture, we ask our reps to Think like a customer. If the customer is not happy, let us know. Call Center feedback is absolutely critical to our success.”
It was important for me to dig into the culture and objectives by which Maryellen manages her center, and directs her team. In the information RightNow shared with me, iRobot was able to see a “30% reduction in call volume”. Now, call volume is an interesting statistic, because it only tells part of the story. When I worked with a few large insurance companies, we were able to see a similar drop in volume, but the calls that remained were all the tough kind (long, complex and did not follow a standard path). This was before the age of Social, so I wanted to see what had changed. I will add that for certain customers with specific problems, iRobot does not have any issues with bringing the users into their private communities and asking the customers to give detailed input into the products and experience.
“Our calls went down 30% in volume but the average call length did not change significantly. When we added Targus Info to populate/verify the customer’s address, we were able to shave approximately 1 minute off each incident that required a shipment. As I mentioned, we do not focus on reducing talk time, we focus on customer satisfaction. Typically long calls result in a low CSAT and we calibrate accordingly.”
Both Maryellen and Lisa are taking similar approaches:
- For Customer Interaction – Where, When and How their customers want to communicate
- For Measurement – Do what it takes to get the job done, talk if you need to talk AHT looked at, but does not drive the center
- For Employees – Allow them to feel and act empowered, give them flexibility, not scripts; guidance, not rules
(Disclosure – I was an appreciative guest of RightNow Technologies. RightNow paid for my travel and expenses pertaining to the user conference only. RightNow is not a client of mine, or anyone else within my firm. For some visualizations of the experience, please take a look. I did have a great time in Colorado, not something hard for a Vermonter to do!)
If Social CRM, Social Networking, Social Media or Social Business had the sponsor of a letter, it would be the letter ‘C‘. The reason however is not what you think, of course you need to be Customer Centric, but this post goes beyond that. This post aggregates and builds upon the work of others, who highlight this wonderful letter, as you should as well.
(note, this is my first post since starting Comity Technology Advisors)
Generation C (your customer, now or in the very near future)
Generation C – Cross-generation (source: Springwise and Paul Greenberg) Generation C spans from Boomers through Gen X and Gen Y right up to Millennial. From a customer perspective, this represents change, highlights peer influence and alters who I trust. Generation C is:
- Content-driven – We are producers; blogs, text, images, audio and video, etc.,…
- Connected – Phone, Email, Messaging, Twitter, Linkedin, Facebook, RSS
- Creative – We are able to choose the form of Content that allows us to express our thoughts
- Collaborative – We like working with Friends, Peers, Mentors, Partners…Oh, and Customers
- Contextual – What we say, do and think is highly dependent upon where and when we are
- Communicative – Sometimes without a filter, we say what we say
Organizations need to act, react or just prepare
In his book, (RE)(ORGANIZE) FOR RESILIENCE, Author Ranjay Gulati uses the following to describe the “resilience tool kit”. The book is a worthwhile read, an important theme is centered around why organizations are having trouble keeping up with the pace of change displayed by their customers. The following is my interpretation of the author’s “5 Cs”:
- Coordination – The alignment of people, process and technology within the organization
- Cooperation – Focus on breaking down silos, addressing cultural and behavioral issues
- Clout – Decentralizing power and allowing front facing individuals to act
- Capabilities – Education and training of all individuals to be, or become customer facing
- Connections – Create internal social networks which extend outward to partners and customers alike
My own additions to the list
During the course of my reading, implementations, discussions and writing, there are few more which you might want to add to the list. These do not represent a strategy, maybe not even an objective or goal, but focusing your time and energy around what these points mean to you, is time well spent.
- Conversation – Make sure you having conversations, not one directional monologues
- Co-Creation – Involve your customers in the process of creating value for each other
- Consistent – The message and approach should be as similar as possible with all customers
- Committed – Once you begin to involve the ecosystem, stick with it!
- Community – The creation of place where your ecosystem feels comfortable enough to hang-out and chat
- Cross-Channel – Engage with your customers when, where and how they want (and it may change mid-conversation)
Some words which require more thought
There are some words which begin with the letter ‘C‘ which are words to pay attention to, but be cautious about. I am not going to say they are right or wrong, they simply need some paying attention to, to make sure you are aware of their power.
- Command – no matter what the goal, an approach will likely have unwanted consequences
- Control – Just think through what it means to you and your organization, and be cautious
- Conversion – Many people focus on this metric, what does it mean to you and at what cost
- Convince – Work to create buyers, not convince people to buy your products or services
- Change – The only constant is change – be ready for it
What would you like to add to the list? Did I leave anything out? (Aside from the most obvious, Customer of course)
When you take a look at the picture below, what do you see? Do you see an older woman, or a younger woman? In case you have not seen this picture before, they are both there, trust me. OK, what is the relevance? The realization I have come to, and it is likely that others are there ahead of me, is that much (not all) of the debate regarding definitions – nit-picking words is simply due to our own myopic perspectives.
When an experienced marketer, social marketer, CMO or someone within traditional public relations looks at Social CRM, what do you/they see? I suspect, based on what I have been reading for the past year, is they see an old school system that is going to suck the life out of modern, cool, hip and social marketing efforts. When the more traditional information technologist, CIO, or 15 year CRM veteran looks at Social CRM and they see the young beauty – something that will finally breath life into what CRM was supposed to be 15 years ago – Customer Centric. There are a spectrum of perspectives, I chose only two, to illustrate my point. We need to bring these perspectives into alignment, and stop trying to prove we are right.
Know Your Audience and Lead them to Success
When someone tries to explain what Social CRM is, it often starts with a definition, followed by a talk about what it is, or does, surrounded by a few examples or case studies. Looking objectively at this, if the audience is mixed, then each person may leave the discussion with a very different idea of what exactly is Social CRM. The unfortunate truth is that within each organization there will be a bit of battle surrounding who should own this new “Social CRM” initiative. Before many people work to understand what is in it for their customers, they are likely going to ask “What is in it for me?”, sorry, tell me I am wrong. Friend and colleague Graham Hill wrote a post about 9 months ago: Who Should Own Social CRM? Graham suggests the following:
“In a business new to social CRM, this may be a disparate social network of individuals doing their own thing across the business. A self-organising group with no formal authority, but a lot of social authority. In a slightly more advanced business it might be a cross-functional team formed specifically to look at Social CRM and containing many of the earlier social network. Further on it might be a formal Social CRM Coordinator given the role, responsibility and authority to promote Social CRM across the business. In some organisations, it might even be the Chief Customer Officer (although organisations have a few hoops to jump through before they get that far!).”
Maybe you should figure out first what Social means to you
Another friend and colleague, Esteban Kolsky spoke about Social Business and specifically, he keyed in on the word ‘Social’. You can find the full post here, but, my biggest takeaway is that we all need to figure out what Social means to our business, then we can figure out what Social CRM is and who should own it. My favorite line is “Social is not about Kumbayah”, ok, that is what it is not, but, what is it?:
“Social is about leveraging the customer willingness to work with us, as a business, to achieve better products, better services and have better relationships. Social is about collaborating in a win-win environment where both customer and business achieve maximum value in each and every interaction, regardless of how it was planned and executed.”
This description does not force social efforts into one department. The ownership, in my opinion is by the business, for the business. We all need to be able to view the topics from other parts of the organization, as well as here in the blogosphere, other disciplines. What is your perspective? Have you been guilty of looking at this from only one perspective, and are willing to share?
I penned a post yesterday, on the CRMOutsiders, blog titled Are all Interactions Social Interaction? The post was a little more sarcastic than my usual rants and I think it caught a few folks who do not know me a bit off guard. I start the post with the following:
“SugarCRM is holding its annual customer, developer and partner conference, April 12-14, in San Francisco. The venue is the cool Palace Hotel. It is going to be a great event, with some really great presenters, panelists, as well as an awesome evening event at the California Academy of Sciences.”
I went on further to suggest that I did a little bit of a ‘bait and switch’. I even posed a question to myself: “is what I did appropriate?” My idea was to draw people in with a topic intended to create some conversation, but was it really a marketing message in disguise? – not a very Social thing to do. The post was prompted by a question posed by Bob Thompson, the CEO of CustomerThink. The question is: “Can you do Social CRM without Social Media/Networks?” In order to answer that question, first the question of what determines if an interaction is a Social interaction needs to be answered.
Is every Interaction a Social Interaction?
The conclusion I reached, possibly prematurely, is “No” not every interaction is a Social Interaction. The post did have some back and forth with people willing to share their thoughts. I may need to retract my conclusion, or at least alter it. It it not really binary, it is a continuum, and there are degrees of social. Phil Soffer, Vice President of Product Marketing at Lithium Technologies wrote a great post which I think gets to the heart of the matter. Phil suggests the following:
“a more rigorous definition of the forms that Social CRM interaction takes. I’m not talking about channels here: Facebook versus Twitter, or whatever. I’m talking more about norms and expectations that govern the interaction.”
Phil went on the discuss the Typology of Social CRM Sociability. I agree with the concept, and even some of the specifics. I would like add a bit to this and state the following, the intent of an interaction speaks much more to the Sociability than the channel used. I can broadcast a commercial on YouTube, do nothing but send spam links on Twitter just as easily as I can pick up the phone or send an email to a group of people – which is Social which is not?
The 6 Degrees of Social Interactions
Here are examples of the 6 Degrees of Social Interactions from the Customer perspective. Since this is a continuum, as you progress from 1-6, the characteristics suggest that the customer is becoming a Social Customer.
- I said what I am said, really not hoping for a response, just action – monologue
- I am talking, hoping for acknowledgment, not necessarily a response, but might be nice – venting
- We are talking, but the conversation is a bit one sided – skewed
- I am actively asking for information, will not be happy until I get it – social pressure
- We are engaged in a conversation and others may join in to push things forward – objective
- A community of conversations Many to Many – icing on the cake
Here are examples of the 6 Degrees of Social Interaction from the Business’s Perspective. Since this is a continuum, as you progress from 1-6, the characteristics suggest that the Business is becoming a Social Business.
- Here is my press release, look at me – broadcast
- Register and Download my whitepaper – broadcast with bait
- We are listening, but I am really waiting to talk – pretending
- We are blogging and hoping the message makes it out untarnished – comment, nicely please
- The Facebook Fanpage is set up, I hope everyone is nice – <fingers crossed>
- A community of conversations Many to Many – objective
Is 6 Degrees enough? Probably not, the title sounded cool though. This is analog, not digital. How does this play into Social CRM and answering Bob’s question? Share your thoughts, mine are still gelling and I will share my thoughts in my next post. The short answer is yes, Social CRM can be done without Social Media/Networks, because Social CRM is as much about culture and other soft – but important – change management ideas.
People are the fuel that makes the Social Engine run
Remember, that the Social Engine is my own metaphor for what drives Social Business. My objective is not to cram the word “Social” into the first paragraph as many times as possible, it just looks that way. Social is top of mind, and many people are simply trying to put it all together. So, how about this – I have my networks, my media, I talk about CRM, and I do business with people (left that overused word out). Whether you are talking about Collaboration, Relationships, Knowledge Flows, Engagement, Expectations…It all comes down to people. At the core, Social simply means sharing with other people, in the digital sense, it is done in the open.
“People are the platform”
I wish I could take credit for that statement. Proper attribution goes to Michael Fauscette from IDC. We both attended the #scrmsummit last week in Washington, DC. The statement is not some esoteric, bigger than life hyperbole. It is quite simple really. You cannot have any of these things without people. A Social Business employs people, just as a Social Customer is reliant upon people. A Social Business is one that recognizes the amplification effect – the amplification of value by continuously meeting (or exceeding) the dynamic expectations of the social customer. If you do a good job, other people will hear it. As we are all well aware the converse is certainly true as well.
Co-Creation takes people
Co-creation is another one of those terms which seems overly complex, people throw it around, seem to be scared by it. Paul Greenberg reminded everyone that is does NOT have to be complicated. Friend Wim Rampen writes about it often. I will be honest, it is a term that has scared me. I will give a simplistic example, surely to be corrected (but write and learn right?). Say you are at the local Pizza joint and you select a few cool toppings from the ‘make your own’ section. You also suggest a new topping, say Pineapple. The restaurant does not have Pinneapple, but makes note of it. As it turns out, when talking to other patrons, Pinneapple is an ingredient that is more popular than they thought. Within a week, the restaurant not only adds the ingredient to the menu, but offer a special rate of a pre-made pizza that has Pinneapple as a topping.
Relationships with people generate value
Wim Rampen wrote a great post on this topic a few weeks ago, along with some great dialog and conversation after the post. My favorite theme is that Customers (People) do not value a relationship with a company, rather the outcomes that can be generated by such a relationship. The one addition I make here is that it may be not only customers, but potential customers, influencers, partners and communities (groups of people). Strong, value driven relationships are crucial components for the fuel that drives a Social Business.
Communities are a critical component
So, if I say that people are the fuel, then communities are increasing the Octane content. This is very well stated by friend Michael Krigsman, in his post Social CRM and enterprise business:
“Social CRM recognizes that current technologies enable customers spontaneously to form large, ad hoc interest groups at remarkable, sometimes even viral, speed”.
Esteban Kolsky commented here that these “impromptu communities” are going to help “advance social CRM faster by not worrying about the channels (Facebook, Twitter, Forums) and focus on the behaviors and data.” I will extend Esteban’s comments and say this is beyond Social CRM, but will help fuel the value derived by all members of the ecosystem for any particular Social Business.
People have experiences, and they matter
There are many factors which drive experience. I am not going to call it customer experience, as the Social Business it needs to go beyond the customer. Customer Experience Management is nearly an entire discipline, one that I try to be well read, but tepid to weigh in strongly on. I will speak more from a logical viewpoint, people enjoy (or not) an experience on a relative scale. The scale is based upon their expectations. Esteban recently wrote a post, where we did not comment enough, so we did not meet his expectations. I am not a customer of Esteban, but we work in the same ecosystem. I am using this to simply illustrate the point that experience within a Social Business happens many many ways, beyond just product and service. By the way, he wrote a second post, just about expectations (I took the bait there). ‘Meeting’ or ‘Exceeding’ is an interesting conversation, for my purposes here, there is a bar, you need to get over it. Where the bar is placed changes, and ‘it depends’.
Are people a new kind of fuel?
No, of course not, just one we have not been leveraging very well. Why, because people are passionate, if they are not, they want to be, and we want them to be passionate. John Hagel wrote a nice post “Shifting Identities – From Consumer to Network Creator“. It is a post worth reading for sure. Again, the title sounds a bit complex, but it is not really. The post talks about many things, the last part focuses on the mounting pressures at work. Unfortunately, not many employees are passionate, this will become a problem for Social Businesses. As a business, you will need to encourage employees to find passion, otherwise people will struggle to cope with the pressures.. By the integration of personal and professional lives people will be able to become passionate and passion shines through.
We are Social, we are people and when we all truly recognize that, we will be able to realize a Social Business. Is this a change in business culture, probably…your thoughts?
A friend asked an innocent question on Twitter a while back. “Who has a good B2B iPhone app? Anyone?”. In typical fashion, I Tweeted, then thought (the reverse order is usually recommended). My response “The actual phone part, where I dial and talk, best B2B part of the iPhone! ” This is probably not what she had in mind, hope I did not offend; though it did get me thinking. B2B, or B2C, that is the question. What is the difference?
I put my thoughts away for a while, thinking that I was just not getting to where I wanted it to be. Then this post appeared this morning. The context is that some brands express concerns about using Social Media. There was one section which caught my eye, related to the topic at hand:
There is no difference between B2B and B2C – This one drives me crazy. What is the difference between B2B efforts and B2C efforts? Nothing other than the target and the message. We are all consumers at some point in the day unless you are that famous young cult hero thief, Colton Harris, living in the woods. The person you are trying to influence to buy is a person and a consumer. The only thing that needs to change in your efforts is your message not the platform. Again, quality messages lead to quality fans/followers/friends/connections, all of whom can help you to build you(r) Influence Stream.
I commented and suggested that there are few nuances, and that Social Media is a platform, with many channels. Funny, they have the same conversations as we do in CRM – but I digress. Getting past that, there are some great points here, worth exploring. Has the Social Individual, whether it is for business, or personal become the Social Customer – period!
If you put this in the context of one of those selling seminars we have all taken at one time or another, some interesting things pop out. As a buyer, people are more likely to trust someone who they feel is an ‘expert’ – oh and someone they know. In the eyes of the buyer, the seller must display professionalism, an understanding of the need, empathy. Finally, the seller needs to understand what is in it for them, the buyer, personally. OK, am I talking about a personal consumer, or a business consumer? Does it matter?
Even (Especially?) in a Business to Business environment, there is a significant emotional component to the sale. Do not take my word for it, there are many others smarter than me saying so. So, if you combine that with my post – Social Just Is – what do you end up with? People buying from people – people who are like them, have similar values and people they trust. The emotions might be different, but so what?
OK – so that is a bit of sales, not really touching on CRM. One of the best posts recently on the topic of Social ‘this and that’ (CRM, Business, Media) is by Esteban Kolsky. I am not sure if Esteban intended this or not, but a wonderful part of the post is what is not there; is it meant for a Business to Business audience or a Business to Consumer audience? He does not specify – because he does not need to specify. The lines are blurred.
So, such is life in the age of things move really really fast. As I was preparing to simply post this, a mostly stream of consciousness set of connected thoughts, Graham Hill, a person I have the utmost respect for posted a comment on my Posterous Blog Feel free to take a look (last comment), but my take is that the relationship side of B2B versus B2C is most definitely not the same. Will have to explore that one later.
Back to a quick conclusion: Sure, your strategy needs to consider what you actually sell. Assess what channel makes the most sense, I know that. But the end-game is the same in the decision on strategy. What are your thoughts? Where else has the consumer market had a significant impact on business purchases and how is Social ‘this and that’ a part of it?
- There is a Big Difference Between Can’t and Won’t
- Stop Thinking in Two Dimensions
- No Beginning, No Middle and No End
- Rethinking the Customer Journey
- The Simplest Thing I Ever Had to Write
- Context Integration, the Future of System to System Interactions
- The Evolution of Customer Community
- The Fine Line Between Personalization and Creepy
- Experience Innovation
- Maybe We are Using the Wrong Words to Describe Collaboration
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