客戶旅程管理和客戶體驗測量報告

1、2021 State of Customer JourneyManagement & CXMeasurementInsights and trends from 1,150+ CX leaders worldwide2State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved.About This ReportCustomer experience is more important than ever in 2021. But what makes some organi

2、zations more effective at managing customer journeys, measuring outcomes and improving experiences than others?Pointillist surveyed over 1,150 CX, marketing, analytics and customer care professionals from various industries across the world to discover what separates leaders from laggards. In this r

3、eport, well explore key findings and insights regarding:Primary CX management and measurement challengesEffective approaches to measure and improve CXBenchmarks for customer journeymanagement maturityTop CX investment prioritiesImportant KPIs and metricsKey capabilities and strategies that separate

4、top performers from their peers2State of Customer Journey Management & CX MeasurementContentsExecutive Summary 45611151922Introducton: Breakdown of CX Performance Levels 01 |Journey Management Maturity Separates CX Leaders from the Pack 02 |Quantifying ROI Remains the Top CX Challenge 03 |Digital Tr

5、ansformation Succeeds by Focusing on the Customer04 |CX and Marketing Dont See Eye to Eye 05 |Organizations Still Struggle to Deliver Consistent Omnichannel Experiences Appendix 25Survey Demographics & Firmographics 332021 Pointillist. All rights reserved.State of Customer Journey Management & CX Me

6、asurement33State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved.Executive SummaryThe past year saw dramatic shifts in customer needs and behavior.Organizations that are rapidly maturing their approach to customer journey management and CX measurement were better

7、 equipped to meet evolving customer demands and achieve their business goals.Journey Management Maturity Separates CX Leaders from the Pack(See page 6)01The most effective teams rely on journey-based approaches to CX. Top performers align their organizations around customer journeys with dedicated r

8、oles or teams to manage, measure and improve CX. High performers are more satisfied with their results and more effective at critical CX capabilities, such as integrating and analyzing omnichannel data, taking data-driven actions and quantifying the impact of CX on business outcomes.Quantifying ROI

9、Remains the Top CX Challenge (See page 11)02For the third consecutive year, quantifying the ROI of CX initiatives and investments remains the top challenge for organizations. This challenge makes it difficult to construct a business case for further investment. High performers are much more effectiv

10、e at quantifying the impact of CX and are much more successful with obtaining increased CX investment.Digital Transformation Succeeds by Focusing on the Customer (See page 15)03State-of-the-art digital experiences are now more important than ever to customers and companies alike. Yet most companies

11、still struggle to deliver the experiences customers demand. High performers look beyond simple cost reduction and make sure digital transformation initiatives create digital experiences that delight their customers and enable them to quickly buy, use and fix issues themselves.CX and Marketing Dont S

12、ee Eye to Eye (See page 19)04Most marketing teams believe they are tightly aligned with CX teams, but most CX teams do not agree. At top performing organizations, CX and marketing teams are much more likely to be aligned on customer-centric goals, approaches, metrics and initiatives. Tightly aligned

13、 organizations are more likely to be satisfied with CX results and investments, as well as more effective at analyzing omnichannel behavior and taking actions that improve CX and business outcomes.Organizations Still Struggle to Deliver Consistent Omnichannel Experiences (See page 22)05Most organiza

14、tions still struggle to deliver seamless and consistent omnichannel experiences. The primary barriers continue to be data and organizational silos, in combination with the limitations of legacy tools and technology. This makes it difficult for organizations to satisfy customer needs regardless of th

15、e channel a customer starts inor chooses to switch tobefore they reach their goal.4State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved.IntroductionUnderperformersNot at all or not so satisfied with their organizations overall CX performance and the outcomes of

16、their CX investments18%46%36%Breakdown of CX Performance LevelsTo identify key factors that seperate top performing teams from their peers, this report groups respondents into three segments based upon overall satisfaction with their organizations CX performance.Average PerformersSomewhat satisfied

17、with their organizations overall CX performance and the outcomes of their CX investmentsHigh PerformersVery or extremely satisfied with their organizations overall CX performance and the outcomes of their CX investments5State of Customer Journey Management & CX Measurement2021 Pointillist. All right

18、s reserved.01Journey Management Maturity Separates CX Leaders from the Pack”“Companies cannot solve customer needs within the traditional organizational silos. Companies that use customer journey programs to realign their organization around their customer can realize improvements of 20 to 40 points

19、 in customer advocacy scores, cost reductions of 15% to 25%, and revenue increases of 10% to 20%.”Bharat Poddar6State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved.Managing Director & Senior PartnerBoston Consulting Group7State of Customer Journey Management &

20、CX Measurement2021 Pointillist. All rights reserved.01Journey Management Maturity Seperates CX Leaders from the PackToday, organizations recognize the value of a journey-based approach when it comes to measuring and improving customerexperience. In fact, 93% of high performers say a journey-based ap

21、proach is very or extremely important, compared to just 63% of underperformers.The most effective, high-performing teams align their organizations around journeys and use customer journey managementto manage, measure and improve CX. The majority of high performers (68%) have a role or team dedicated

22、 to journey management, compared to 31% of underperformers.Overall, 53% of organizations currently have a dedicated role or team, 10% plan to add one, and 19% have aligned existingroles/teams with a journey-based approach.High Performers Align Their Organization Around Journeys2.2X more likely to ha

23、ve roles orteams dedicated to customer journey management and analytics than underperformersHigh Performers vs Underperformers1.5Xmore likelyHigh Performers vs Underperformers93%of high performers say a journey-based strategy is very or extremely important to their organizations overall success vs.

24、only 63% of underperformers68%of high performers have a dedicated role or team for customer journey management oranalytics vs. only 31% ofunderperformers63%80%93%High Performers vs Underperformers2.2Xmore likely31%55%68%UnderperformersAverage PerformersHigh Performers“Journey managers have the poten

25、tial to reinvent their organizations, bringing together colleagues from across departments and those unavoidable silos to ensure that customers have a smooth experience, no matter what part of the end-to-end journey theyre currently in.”Kerry BodineCEOBodine & Company01Journey Management Maturity Se

26、perates CX Leaders from the PackHigh performers are more effective at integrating and taking action on their cross- channel customer data. They are more likely to track customer behavior in multiple channels and connect that data across touchpoints or systems.Unfortunately, many organizations strugg

27、le to access and unify customer data. Almost half (46%) of underperformers say they cannot access omnichannel data or data is siloed, while 75% of high performersdo not have these issues. As a result, 87% of underperformers lack a single view of the customer, versus only 41% of high performers.Siloe

28、d data forces almost half (48%) of underperforming teams to independently analyze and optimize the performanceof individual touchpoints, rather than the omnichannel journeys customers actually take to achieve their goals.With more mature data integration capabilities, high-performing teams are more

29、effective at journey management, measurement and optimization.Top Performers Benefit from More Effective Journey Data ManagementHigh Performers vs Underperformers29.1Xmore likely4.4Xmore likely6.7Xmore likely12.9Xmore likely3.0Xmore likely7.1Xmore likely5.6Xmore likely3.2Xmore likelyPercentage of Re

30、spondents Who are Able to Track Customer Behaviors in the Following Channels and Connect It With Customer Behavior From Other ChannelsCCHighAverageUnder-PerformersPerformersperformersan connect data with behaviors from 1 or 2 other channelsan connect data with behaviors from 3+ other channels33%30%1

31、3%19%8% 1%33%23%9%6%22%5%20%11%13%36%22%3%27%34%9%16%8% 2%34%31%26%12%12%10%26%22%7%17%8%5%34%29%10%8%26%5%34%27%24%10%17%8%Voice of the Customer(VoC) or Customer FeedbackManagementCall Center or IVRWeb activity or clickstreamMobile app activityEmailPhysical Branchor Point-of-SaleProduct or Service

32、UsageBilling or Payment3-30X more likely to connect8State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved.data from each channel to 3+ otherchannelsHigh Performers vs Underperformers01Journey Management Maturity Seperates CX Leaders from the PackTop performers us

33、e more advanced measurement approaches and are more effective at measuring and optimizing CX.High performers are:1.6 times more likely to use customerjourney management1.6 times more likely to score customerjourneys3.0 times more likely to use journey orchestration to improve experiencesThese approa

34、ches enable organizations to measure journeys and quantify the impact of customer behavior on business outcomes, as well as optimize CX by ensuring that every interaction reflects each individual customers overall experience. Powered by these approaches, top performing teamsare more likely to be sat

35、isfied with their CX capabilities and effective at measuring the impact of CX on outcomes like revenue, churn, lifetime value and more.Conversely, underperforming teams predominantly rely on qualitative approaches like customer journey mapping.High Performers Take a More Mature Approach to Measure a

36、nd Improve CXPercentage of Respondents Using the Following Journey-based Methods5.9X more likely to be effectiveat quantifying the impact of CX on business outcomesHigh Performers vs UnderperformersCustomer journey analyticsHigh Performers vs Underperformers50.9%44.9%40.0%53.3%38.5%24.7%47.7%40.0%28

37、.2%36.9%29.8%23.5%Customer journeymanagementHigh Performers Average Performers Underperformers33.6%26.4%21.2%Defining journey-basedmetrics, KPIs or milestones9State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved.Analyzing connected customer interactions across t

38、hree or more channels & over timeScoring journey performance Customer journey testing/ optimization1.3Xmore likely2.2Xmore likely1.7Xmore likely1.6Xmore likely1.6Xmore likely1.5Xmore likely3.0Xmore likely29.1%27.6%17.3%24.8%15.1% Customer journey orchestration 8.2%01Journey Management Maturity Seper

39、ates CX Leaders from the PackHigh-performing teams are more likely to be effective at implementing critical CX capabilities, such as analyzing omnichannel behavior over time, orchestrating relevant experiences given a customers unique context, quantifying the impact of CX on business metrics and mor

40、e.Over 70% of top performers are effective at rapidly generating actionable insights, as well as taking action on those insights, along with customer feedback data, to make a tangible impact. These capabilities enable high performers to significantly improve customer experiences and business outcome

41、s.On the other hand, underperformers struggle to master each capability. Data integration is their greatest challenge, with only 6.2% reporting that they are very or extremely effective at connecting sources into a single customer view. This heavily impacts their capacity to analyze omnichannel jour

42、neys and engage with customers in a relevant way, limiting their ability to effectively measure and optimize CX.High Performers are More Likely to Master Critical CX CapabilitiesPercentage of Respondents Whose Organization is Very or Extremely Effective at Doing the Following:High Performers vs Unde

43、rperformers11.3Xmore likely8.1Xmore likely6.0Xmore likelyIntegrating data across all tools and sources into a single, unified view of customers journeysAnalyzing multiple customer interactions across channels and over timeEngaging customers with the right experiences at the right times through their

44、 preferred channels70.2%22.7%6.2%72.0%27.7%8.8%63.1%32.1%10.6%High Performers vs UnderperformersHigh Performers Average Performers UnderperformersRapidly generating actionable customerInsightsTaking action on insights and customer feedback data to make a quantifiable40.9%business impact21.2%Quantify

45、ing the impact of CX on hardmetrics like revenue, churn, customer30.2%lifetime value etc.12.5%10State of Customer Journey Management & CX Measurementnt2021 Pointillist. All rights reserved.103.9Xmore likely3.5Xmore likely5.9Xmore likely74.5%30.9%18.9%73.8%74.1%13.1X more likely to be effectiveat man

46、aging and actioning cross-channel dataQuantifying ROI Remains the Top CX Challenge02“Successful experience leaders create value for customers and ROI for the brand. They partner with their CFO to build an understanding of how business cases are developed and learn the levers they use with executives

47、 to understand and attach experience initiatives to business goals.”Diane MagersFounder and Chief Experience OfficerExperience Catalysts“Organizations need to understand what to focus on to make customer journeys better at delivering the experience we want our customers to have. Customer Journey Man

48、agement is a cycle of continuous, interconnected activities that start with knowing who the customer is in the first place, so you can measuretheir journey and identify the small number of priorities that will have the greatest impact on improving customer perception and financial performance.”Ian G

49、oldingCEO and FounderCustomer Experience Consultancy Ltd.112021 Pointillist. All rights reserved.State of Customer Journey Management & CX Measurement02Quantifying ROI Remains the Top CX ChallengeFor the third consecutive year, quantifying the ROI of CX initiatives is the top customer experience cha

50、llenge.Most organizations across industries struggle to connect customer behavior and journeys to business outcomes, such as revenue, churn, cost to serve and more. Only 36% of organizations are very or extremely satisfied with their overall CX performance and the outcomes of their CX investments.Wh

51、ile organizations are measuring customer experience KPIs, they lack the means to connect these metrics to business outcomes. Almost half (41%) of companies say that they capture improvements in metrics like NPS or customer satisfaction, but they are challenged to translate that into revenue or cost.

52、Quantifying Customer Experience ROI Continues to be the #1 Overall CX ChallengeQuantifying customer experience ROIBreaking down organizational data silosGenerating actionableinsights quicklyDelivering personalization at scaleQuantifying customer experience ROIGenerating actionableinsights quicklyEst

53、ablishing a customer-first cultureMeasuring customer experienceTop CX Challenges Overall 2019Identifying and prioritizing high impact opportunities to improve CX41% of respondents captureimprovements in CX metrics like NPS and CSAT but say its difficult to translate that into revenue and/or costTop

54、CX Challenges Overall 202012State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved.Top CX Challenges Overall 2021Breaking down organizational data silosQuantifying customer experience ROILimitations of legacytools and technologyMeasuring customer experienceProvidi

55、ng consistent and exceptional customer experiences across channelsDelivering personalization at scale12345123451234502Quantifying ROI Remains the Top CX ChallengeThe inability to quantify ROI often results in stagnant or shrinking budgets. This year, four of the top five biggest challenges to obtain

56、ing additional CX investment are related to quantifying ROI.Almost half (42%) of underperformers and average performers say their inability to quantify ROI is the greatest challenge to obtaining budget, compared to only 22% of high performers.Further, 26% of underperformers had a decrease in budget,

57、 versus only 5% oftop performers.An Inability to Quantify CX ROI Negatively Impacts CX Budgets39% of CX professionals agreethat the inability to determine the ROI of CX investments is the #1 challenge for obtaining additional budgetWe cant determine the ROI of our CX investments 13State of Customer

58、Journey Management & CX Measurement2022012P1oPinotiilnlitistl.liAstll. rAigllhrtisghretsserrevseedr.ved.We find it difficult to justify the priority of CX initiativesBudgets have been cut or frozen across the organizationWe struggle to create a robust business case for CX investmentsCX metrics like

59、NPS and CSAT are difficult to translate into revenue and/or costsInability to link positive experiences for individual customers with business outcomes later in their journeysOur organization cant quantify the impact of omnichannel journeys on revenue and/or costLack of sufficient tools or technolog

60、yThe data required to quantify the impact of omnichannel journeys on revenue or cost, is inaccessible or inaccurateExecutive leadership are unclear on the impact of CX initiatives on company metrics and objectivesTop Challenges to Obtaining CX BudgetTop Barriers to Quantifying CX ROITop Performers a