Push policy should not stop at setting policies for error or status-change alerts (dialogs, snackbars, toast pop-ups) or at configuring sequences to deliver recommended content or products (ads).
Push policy is so important on mobile (mobility) devices because it is the single, clear channel to communicate with the customer at all times (before, during, and after app use).
It can break up the huge amount of information and steps required via input boxes at sign-up, and it is also an opportunity to communicate with the customer not as marketing (sales or advertising) but as mutually beneficial dialogue (questioning) tailored to their current situation.
Reference reading related to this kind of dialogue (questioning)
From "Converted"
People stay much the same, but environments change often. So the data you collect is meaningful only when used immediately. Remember that what you learn from data has a shelf life, and that you should ask the same customer the same question again later. People's answers always change. How fast circumstances shift is not fixed, so it is good to keep asking. When a customer's answer suggests their behavior is changing, broader research is needed to understand why. (p 62)
Do not assume that collecting data and just watching it tells you everything about the customer. That's not a conversation — that's eavesdropping. Doesn't it feel a little creepy? Ask the customer questions, but always with a purpose. Whether you know it or not, you are having a conversation with the customer. Dive into that conversation. (p 63)
Points to consider when communicating (questioning): questions must have a clear purpose and cannot be asked at any time. And the author says you should use varied vocabulary (microcopy or UX writing) as much as possible, and must review in advance whether a question is closed or open.
Another impressive keyword was "share of wallet."
You can ask how much someone spends not just on dining, but on movie streaming, tax advisory, or boutique hotels. This "share of wallet," as it is known in the industry, gives you a powerful answer about whether there is growth opportunity with that customer.
Research on financial customers shows that as investment grows, investors diversify across more firms. For instance, rather than putting $200K in one place, they'll put $100K each in two. So for two customers behaving identically, you need to know whether you've captured 99% or just 10% of their total spending. This question can lead to enormous revenue differences for the company. It is no exaggeration to say whether a company grows or not depends on the questions it asks. (p 57)
We are human. We want to see that others are doing the work for us. Studies show that when kitchen chefs and diners at restaurants can see each other's faces, diner satisfaction rises 17%.
This human expectation extends to digital interactions too. A follow-up study found that many companies try to provide faster, more effective service through their websites. But customers undervalue even a fast service if they cannot "see" human labor in the process. Especially in search results. Status bars can take relatively long to deliver results, but they raise the perceived value of the result. Customers find progress-visible results more trustworthy and satisfying, and are willing to wait up to 60 seconds — as long as the delay offers explanation or insight into work in progress.
In fact, when that B2B firm displayed a message that search was progressing and then showed results a few seconds later, customer satisfaction improved and trust in the firm's site rose. (p 66)
