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1、1State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved.2State 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 organizations more eff
2、ective 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 report, well exp
3、lore key findings and insights regarding: Primary CX management and measurement challenges Effective approaches to measure and improve CX Benchmarks for customer journey management maturity Top CX investment priorities Important KPIs and metrics Key capabilities and strategies that separate top perf
4、ormers from their peers2State of Customer Journey Management & CX Measurement3State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved. ContentsExecutive Summary . 4 Introducton: Breakdown of CX Performance Levels . 5 01 | Journey Management Maturity Separates CX Le
5、aders from the Pack . 6 02 | Quantifying ROI Remains the Top CX Challenge . 11 03 | Digital Transformation Succeeds by Focusing on the Customer. 15 04 | CX and Marketing Dont See Eye to Eye . 19 05 | Organizations Still Struggle to Deliver Consistent Omnichannel Experiences . 22 Appendix . 25Survey
6、Demographics & Firmographics . 333State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved. 4State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved.Executive SummaryThe past year saw dramatic shifts in customer needs and behavior.
7、 Organizations that are rapidly maturing their approach to customer journey management and CX measurement were better equipped to meet evolving customer demands and achieve their business goals.Journey Management Maturity Separates CX Leaders from the Pack (See page 6)01 The most effective teams rel
8、y on journey-based approaches to CX. Top performers align their organizations around customer journeys with dedicated roles 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 analyz
9、ing omnichannel data, taking data-driven actions and quantifying the impact of CX on business outcomes.Quantifying ROI Remains the Top CX Challenge (See page 11)02 For the third consecutive year, quantifying the ROI of CX initiatives and investments remains the top challenge for organizations. This
10、challenge makes it difficult to construct a business case for further investment. High performers are much more effective 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)03 St
11、ate-of-the-art digital experiences are now more important than ever to customers and companies alike. Yet most companies still struggle to deliver the experiences customers demand. High performers look beyond simple cost reduction and make sure digital transformation initiatives create digital exper
12、iences that delight their customers and enable them to quickly buy, use and fix issues themselves. CX and Marketing Dont See Eye to Eye (See page 19)04 Most marketing teams believe they are tightly aligned with CX teams, but most CX teams do not agree. At top performing organizations, CX and marketi
13、ng teams are much more likely to be aligned on customer-centric goals, approaches, metrics and initiatives. Tightly aligned 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 an
14、d business outcomes.Organizations Still Struggle to Deliver Consistent Omnichannel Experiences (See page 22)05 Most organizations still struggle to deliver seamless and consistent omnichannel experiences. The primary barriers continue to be data and organizational silos, in combination with the limi
15、tations of legacy tools and technology. This makes it difficult for organizations to satisfy customer needs regardless of the channel a customer starts inor chooses to switch tobefore they reach their goal.5State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved.In
16、troductionBreakdown of CX Performance LevelsUnderperformersAverage PerformersHigh PerformersVery or extremely satisfied with their organizations overall CX performance and the outcomes of their CX investmentsSomewhat satisfied with their organizations overall CX performance and the outcomes of their
17、 CX investmentsNot at all or not so satisfied with their organizations overall CX performance and the outcomes of their CX investments18%46%36%To identify key factors that seperate top performing teams from their peers, this report groups respondents into three segments based upon overall satisfacti
18、on with their organizations CX performance.Journey Management Maturity Separates CX Leaders from the Pack012021 Pointillist. All rights reserved. 6State of Customer Journey Management & CX Measurement”“Companies cannot solve customer needs within the traditional organizational silos. Companies that
19、use customer journey programs to realign their organization around their customer can realize improvements of 20 to 40 points in customer advocacy scores, cost reductions of 15% to 25%, and revenue increases of 10% to 20%.”Bharat Poddar Managing Director & Senior Partner Boston Consulting Group7Stat
20、e of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved. 01 Journey Management Maturity Seperates CX Leaders from the PackToday, organizations recognize the value of a journey-based approach when it comes to measuring and improving customer experience. In fact, 93% of
21、high performers say a journey-based approach 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 management to manage, measure and improve CX. The majority of high perform
22、ers (68%) have a role or team dedicated 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 existing roles/teams with a journey-based approach.High Performers Align Their Organizati
23、on Around Journeys2.2X more likely to have roles or teams dedicated to customer journey management and analytics than underperformersHigh Performers vs Underperformers 1.5X more likelyHigh Performers vs Underperformers 93%of high performers say a journey-based strategy is very or extremely important
24、 to their organizations overall success vs. only 63% of underperformers 68%of high performers have a dedicated role or team for customer journey management or analytics vs. only 31% of underperformers 63% 80% 93% High Performers vs Underperformers 2.2X more likely31% 55% 68% Underperformers Average
25、Performers High Performers “Journey managers have the potential 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.”Kerr
26、y Bodine CEO Bodine & Company8State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved. 01 Journey Management Maturity Seperates CX Leaders from the PackHigh performers are more effective at integrating and taking action on their cross-channel customer data. They ar
27、e more likely to track customer behavior in multiple channels and connect that data across touchpoints or systems.Unfortunately, many organizations struggle to access and unify customer data. Almost half (46%) of underperformers say they cannot access omnichannel data or data is siloed, while 75% of
28、 high performers do not have these issues. As a result, 87% of underperformers lack a single view of the customer, versus only 41% of high performers.Siloed data forces almost half (48%) of underperforming teams to independently analyze and optimize the performance of individual touchpoints, rather
29、than the omnichannel journeys customers actually take to achieve their goals.With more mature data integration capabilities, high-performing teams are more effective at journey management, measurement and optimization.Top Performers Benefit from More Effective Journey Data ManagementVoice of the Cus
30、tomer (VoC) or Customer Feedback Management Call Center or IVRWeb activity or clickstreamMobile app activity Email Product or Service Usage Billing or PaymentPhysical Branch or Point-of-Sale 29.1X more likelyHigh Performers vs Underperformers 4.4X more likely6.7X more likely12.9X more likely3.0X mor
31、e likely7.1X more likely5.6X more likely3.2X more likelyCan connect data with behaviors from 1 or 2 other channels Percentage of Respondents Who are Able to Track Customer Behaviors in the Following Channels and Connect It With Customer Behavior From Other ChannelsCan connect data with behaviors fro
32、m 3+ other channels 33% 30% 19% 13% 8% 1% 33% 23% 22% 9% 6% 5% 36% 20% 22% 11% 13% 3% 34% 27% 16% 9% 8% 2% 34% 31% 26% 12% 12% 10% 26% 22% 17% 7% 8% 5% 34% 29% 26% 10% 8% 5% 34% 27% 24% 10% 17% 8% High Performers Average Performers Under- performers 3-30X more likely to connect data from each channe
33、l to 3+ other channelsHigh Performers vs Underperformers 9State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved.01 Journey Management Maturity Seperates CX Leaders from the PackTop performers use more advanced measurement approaches and are more effective at meas
34、uring and optimizing CX.High performers are: 1.6 times more likely to use customer journey management 1.6 times more likely to score customer journeys 3.0 times more likely to use journey orchestration to improve experiencesThese approaches enable organizations to measure journeys and quantify the i
35、mpact 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 teams are more likely to be satisfied with their CX capabilities and effective at measuring th
36、e 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 and Improve CXPercentage of Respondents Using the Following Jour
37、ney-based Methods5.9X more likely to be effective at quantifying the impact of CX on business outcomesHigh Performers vs Underperformers Customer journey analytics Customer journey testing/optimization Customer journey orchestration 1.3X more likely2.2X more likely1.7X more likelyHigh Performers vs
38、Underperformers 40.0% 44.9% 50.9% 53.3% 38.5% 24.7% 47.7% 40.0% 28.2% 36.9% 29.8% 23.5% Customer journey management High Performers Average Performers Underperformers 1.6X more likely33.6% 26.4% 21.2% Defining journey-based metrics, KPIs or milestones Analyzing connected customer interactions across
39、 three or more channels & over time Scoring journey performance 1.6X more likely1.5X more likely3.0X more likely29.1% 27.6% 17.3% 24.8% 15.1% 8.2% 10State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved.01 Journey Management Maturity Seperates CX Leaders from the
40、 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 more. Over 70% of top perfo
41、rmers 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 outcomes.On the other hand, un
42、derperformers 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 journeys and engage with cu
43、stomers 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 Underperformers 11.3X more
44、likely8.1X more likely6.0X more likelyIntegrating data across all tools and sources into a single, unified view of customers journeys Analyzing multiple customer interactions across channels and over time Engaging customers with the right experiences at the right times through their preferred channe
45、ls 70.2% 22.7% 6.2% 72.0% 27.7% 8.8% 63.1% 32.1% 10.6% High Performers vs Underperformers High Performers Average Performers Underperformers 10State of Customer Journey Management & CX MeasurementRapidly generating actionable customer Insights Taking action on insights and customer feedback data to
46、make a quantifiable business impact Quantifying the impact of CX on hard metrics like revenue, churn, customer lifetime value etc. 3.9X more likely3.5X more likely5.9X more likely74.5% 30.9% 18.9% 73.8% 40.9% 21.2% 74.1% 30.2% 12.5% 13.1X more likely to be effective at managing and actioning cross-c
47、hannel dataQuantifying ROI Remains the Top CX Challenge02 11State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved. “Successful experience leaders create value for customers and ROI for the brand. They partner with their CFO to build an understanding of how busine
48、ss cases are developed and learn the levers they use with executives to understand and attach experience initiatives to business goals.”Diane Magers Founder and Chief Experience Officer Experience Catalysts“Organizations need to understand what to focus on to make customer journeys better at deliver
49、ing the experience we want our customers to have. Customer Journey Management is a cycle of continuous, interconnected activities that start with knowing who the customer is in the first place, so you can measure their journey and identify the small number of priorities that will have the greatest i
50、mpact on improving customer perception and financial performance.”Ian Golding CEO and Founder Customer Experience Consultancy Ltd.12State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved.02 Quantifying ROI Remains the Top CX ChallengeFor the third consecutive year
51、, quantifying the ROI of CX initiatives is the top customer experience challenge. 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 wi
52、th their overall CX performance and the outcomes of their CX investments.While 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 sa
53、tisfaction, but they are challenged to translate that into revenue or cost.Quantifying Customer Experience ROI Continues to be the #1 Overall CX ChallengeQuantifying customer experience ROIBreaking down organizational data silosGenerating actionable insights quickly Delivering personalization at sca
54、le Quantifying customer experience ROIGenerating actionable insights quickly Establishing a customer-first cultureMeasuring customer experienceTop CX Challenges Overall 2019Identifying and prioritizing high impact opportunities to improve CX41% of respondents capture improvements in CX metrics like
55、NPS and CSAT but say its difficult to translate that into revenue and/or costTop CX Challenges Overall 2020Top CX Challenges Overall 2021Breaking down organizational data silosQuantifying customer experience ROILimitations of legacy tools and technologyMeasuring customer experienceProviding consiste
56、nt and exceptional customer experiences across channelsDelivering personalization at scale 12345123451234513State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved.02 Quantifying ROI Remains the Top CX ChallengeThe inability to quantify ROI often results in stagnan
57、t or shrinking budgets. This year, four of the top five biggest challenges to obtaining 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 o
58、nly 22% of high performers. Further, 26% of underperformers had a decrease in budget, versus only 5% of top performers.An Inability to Quantify CX ROI Negatively Impacts CX Budgets39% of CX professionals agree that the inability to determine the ROI of CX investments is the #1 challenge for obtainin
59、g additional budget2021 Pointillist. All rights reserved. We cant determine the ROI of our CX investmentsWe find it difficult to justify the priority of CX initiativesBudgets have been cut or frozen across the organization We struggle to create a robust business case for CX investments CX metrics li
60、ke 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 cost Lack of sufficient tools or techn
61、ologyThe 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 ROI14State of C
62、ustomer Journey Management & CX Measurement2021 Pointillist. All rights reserved. Top Performers are More Effective at Quantifying ROI and More Likely to Obtain a Budget Increase5.9X more likely to be very or extremely satisfied with their ability to quantify the impact of CX on hard business metric
63、sHigh Performers vs Underperformers 65%of high performers increased their budget in 2021, vs. only 32% of underperformers High Performers vs Underperformers 2.0X more likely32% 44% 65% CX Budget Changes 2020 to 20212.7% 11.9% 32.1% 41.2% 12.1% Budget decreased significantly Budget decreased moderate
64、ly Budget stayed the same Budget increased moderately Budget increased significantly High Performers Average Performers Underperformers 15% Decreased 32% Stayed the Same 53% Increased 02 Quantifying ROI Remains the Top CX ChallengeHigh performers are much more effective at quantifying the impact of
65、CX and thus do not face similar challenges with obtaining increased CX investment. In fact, top performers are 5.9 times more likely to be very or extremely satisfied with their ability to quantify the impact of CX on business metrics and outcomes and 2 times more likely to receive a budget increase
66、.2021 Pointillist. All rights reserved. Digital Transformation Succeeds by Focusing on the Customer0315State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved.“Its time to take a step back and revisit all of your business processes in order to do digital transforma
67、tion right. Its time to think about the efficiencies, the more effective decision-making, and the personalized experiences your digital transformation will deliver. What are the desired outcomes for all constituents? Its time to think about customers and all other constituents and what it means for
68、them when the transformation is complete.”Annette Franz Founder and CEO CX Journey Inc.“The primary reason CX needs to be involved in digital transformation is because digitizing a broken process just leads to a broken digitized process. In other words, without moving forward based on what your cust
69、omers actually want and need, you risk investing a lot of time and money to succeed only in frustrating them more quickly and efficiently!”Jim Tincher Founder and CEO Heart of the Customer“16State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved. 03 Digital Transf
70、ormation Succeeds by Focusing on the CustomerWith lockdowns shuttering storefronts during the pandemic, digital channels were a lifeline for consumers and businesses alike. Over the past year, consumers made their need for exceptional digital experiences very clear, increasing the importance of digi
71、tal transformation efforts.This year, organizations rank a lack of self-help mechanisms as the second highest customer frustration based on negative impact on CX. The increase from the sixth most negative impact on CX last year to the second most this year underscores the growing importance of digit
72、al self-service.To meet customer needs, companies are prioritizing digital transformation efforts and investments. Respondents report that increasing digital self-service is the #2 priority for CX improvement over the next 12 months and digital transformation is the #2 overall CX investment priority
73、 for the next year.Organizations are Raising the Importance of Digital Transformation34% of CX teams say increasing digital self-service is a top priority in the next 12 monthsLack of personalized experiencesLack of effective digital self-help channels or mechanismsFailure of the organization to rec
74、ognize & proactively intervene when a customer is unhappyCustomers not receiving timely and relevant communications Employees not understanding customer goals, needs or preferences Increase digital self-serviceImprove CX metrics (e.g. NPS, CSAT, CES)Improve operational efficiency Boost customer rete
75、ntion ratesTop Customer Frustrations that Have the Greatest Negative Impact on CXTop CX Initiative Priorities for the Next 12 MonthsThe organization neglecting to take action on customer feedback Long wait or response times Align the organization on a journey-based approachGrow digital salesIncrease
76、 upsell and cross-sell rates1234567123456717State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved.Across performance levels, organizations agree that digital transformation is necessary to respond to changing customer needs and demands. Digital transformation ran
77、ks in the top three for CX-related investment priorities over the next year.Top performers prioritize tools that enable CX improvement along with digital transformation. High performers consider approaches like journey management and customer journey analytics critical to their success.In contrast,
78、underperformers are more likely to prioritize investments in customer data management, journey mapping and customer feedback management.Top Performers Prioritize Digital Transformation & Data-Driven, Journey-based Solutions for Investment03 Digital Transformation Succeeds by Focusing on the Customer
79、Top CX-Related Investment Priorities in the Next 12 Months by Performance LevelAverage PerformersCustomer analytics or insights Voice of the Customer (VoC) Customer journey mapping Customer journey analytics Customer data management Artificial intelligence or machine learning Employee experience 123
80、45678910Digital transformation Customer journey management Customer journey orchestration UnderperformersCustomer analytics or insights Customer data management Digital transformation Customer journey mapping Voice of the Customer (VoC) Customer journey analytics Customer journey management Artifici
81、al intelligence or machine learning Customer journey orchestration 12345678910Market or customer research High PerformersCustomer analytics or insights Customer journey analytics Customer journey mapping Customer data management Voice of the Customer (VoC) Customer journey orchestration Market or cu
82、stomer research12345678910Digital transformation Customer journey management Artificial intelligence or machine learning 29% of high performers say customer journey analytics is a top CX investment priority in the next 12 months2021 Pointillist. All rights reserved. 18State of Customer Journey Manag
83、ement & CX Measurement2021 Pointillist. All rights reserved. 1.7X more likely to use artificial intelligence (AI) to improve self-service channelsLegacy tools and technology are an obstacle to digital transformation, making it challenging to respond to customers changing needs and expectations.Overa
84、ll, the #2 CX-related challenge is the limitations of legacy tools and technology. This challenge did not even make the top five challenges in the previous two years.Lacking the right tools or technology to collect and/or analyze data is also the #5 CX measurement challenge. Organizations that canno
85、t measure journeys struggle to identify and prioritize opportunities for digital transformation that improve customer experience. Therefore, they cant determine the best initiatives for meeting consumers increased demand for intuitive and efficient digital experiences.Legacy Technology Makes it Diff
86、icult to Meet Consumers Expectations for Digital ExperiencesHigh Performers vs Underperformers 03 Digital Transformation Succeeds by Focusing on the Customer#2limitations of legacy tools and technology is the number two overall CX-related challenge#5lacking the right tools or technology to collect a
87、nd/or analyze data is the number five top CX measurement challenge18State of Customer Journey Management & CX MeasurementCX and Marketing Dont See Eye to Eye0419State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved. “Customer-centric enterprises make it a priorit
88、y to align the entire organization around their customers. Regardless of whether CX lives within marketing or is separate from it, the way a brand markets itself has to be consistent with what customers actually experience or those customers are never coming back.”Dave Edelman Former CMO Aetna“Remar
89、kable CX can be your biggest marketing differentiator. Its imperative that marketing and CX teams align on priorities, goals and initiatives, so they can gain more customers by improving what actually matters to their existing customers.”Dan Gingiss Chief Experience Officer The Experience Maker20Sta
90、te of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved. Organizational alignment is essential for delivering seamless customer experiences. However, marketing and CX leaders provided diverging perspectives.Marketing teams say they prioritize CX initiatives and are ti
91、ghtly aligned with CX teams. But the majority of CX leaders dont agree.In addition, marketing teams believe they are more effective at certain CX capabilities than their colleagues in CX believe. In fact, 44% of marketers say theyre very or extremely effective at analyzing cross-channel customer beh
92、avior, while only 32% of CX professionals concur.Further, 55% of marketers say theyre very or extremely effective at taking action on customer insights and feedback data to make a business impact, though only 39% of CX teams agree.Percentage of Respondents Who Agree with the Following Statements:04
93、CX and Marketing Dont See Eye to EyeMarketers Rate Their Own Capabilities Higher Than CX Teams Do20State of Customer Journey Management & CX MeasurementCX and marketing teams are tightly aligned on a customer-centric approach and goals CX and marketing teams regularly collaborate on initiatives to i
94、mprove customer experience Our marketing team prioritizes CX metrics and initiatives, in addition to acquisition and campaign performance 66.2% 48.0% 69.0% 47.5% 66.2% 40.0% Marketing CX2021 Pointillist. All rights reserved. 21State of Customer Journey Management & CX Measurement2021 Pointillist. Al
95、l rights reserved.2.7X more likely to have a marketing organization that prioritizes CX metrics and initiativesHigh Performers vs Underperformers When marketing and CX teams operate independently, rather than aligning their priorities and objectives, they risk frustrating customers with inconsistent
96、, disjointed experiences.High performers are much more likely to have a strong alignment between CX and marketing. In fact, compared with underperforming organizations, marketing and CX at high performers are: 2.1 times more likely to be tightly aligned on a customer-centric approach and goals 2.7 t
97、imes more likely to say marketing prioritizes CX initiatives & metrics 2.1 times more likely to regularly collaborate on CX initiativesOptimal alignment between CX and marketing results in higher satisfaction with critical CX capabilities. Top performers are 3.9 times more likely to be satisfied wit
98、h their ability to quickly generate customer insights and 3.5 times more likely to be satisfied with their ability to take actions based on those insights than underperformers.High Performers Align CX and Marketing on Approaches, Goals and Initiatives04 CX and Marketing Dont See Eye to EyePercentage
99、 of Respondents Who Agree with the Following Statements:High Performers vs Underperformers 2.1X more likely2.1X more likely2.7X more likelyCX and marketing teams are tightly aligned on a customer-centric approach and goals CX and marketing teams regularly collaborate on initiatives to improve custom
100、er experience Our marketing team prioritizes CX metrics and initiatives, in addition to acquisition and campaign performance 74.6% 55.2% 35.8% 76.1% 53.1% 36.7% 69.7% 48.1% 25.7% High Performers Average Performers Underperformers 21State of Customer Journey Management & CX MeasurementOrganizations S
101、till Struggle to Deliver Consistent Omnichannel Experiences05“Customers are moving from channel to channel because they can and they want to. They are selecting the most convenient and accessible channel that serves them. This means to serve them, companies need a centralized view of the customer an
102、d their interactions throughout their journey with your company.”Jeannie Walters CEO Experience Investigators2021 Pointillist. All rights reserved. 22State of Customer Journey Management & CX Measurement“We operate in an omnichannel world. Experience leaders are using journey analytics and orchestra
103、tion to capture omnichannel touches in order to map, analyze, and improve customer journeys. The happiest journeys honor customer preferences, whatever the channel, while improving results for both the customer and business.”Hank Brigman President & Touchpoint Strategist Customer Experience Strategi
104、es23State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved.A lack of connected journey data continues to be the largest barrier to measuring and delivering seamless, personalized experiences across channels. To interact with customers in a relevant way, customer-c
105、entric leaders know they need a single source of integrated customer journey data. But 65% of CX teams do not have omnichannel journey data integrated into a single customer view. Further, lacking access to siloed data is the #3 CX measurement challenge.While complex, disconnected omnichannel journe
106、ys are a major issue for customers, journey orchestration is not a high investment priority for most organizations.Overall, only 14% of organizations say that customer journey orchestration is a top investment priority. And less than one third of organizations say that customer data management is on
107、e of their top three investment priorities over the next 12 months.Siloed Data is the Primary Barrier to Omnichannel Success05 Organizations Still Struggle to Deliver Consistent Omnichannel Experiences29%of CX teams do not have access to cross-channel customer data at all or cant access it due to da
108、ta silos Has limited to no access to most customer data Data siloed by channel or business function Data is accessible but not integrated into unified view of the customer Data is accessible and unified, but isnt leveraged to drive CX initiatives Data is accessible and unified and is an integral dri
109、ver of CX initiatives 65%of CX teams do not have cross-channel data integrated into a unified view of the customer 7.1% 21.4% 36.0% 20.8% 14.8% Percentage of Respondents that Describe the Current State of Their Organization in Terms of Managing and Actioning Cross-channel Data as the Following:High
110、Performers vs Underperformers 11.3X more likely to be effective at integrating data across all tools and sources into a single, unified view of customers journeys24State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved.Every enterprise knows that customers expect
111、every interactionregardless of channelto reflect their current goals and overall experience. But most teams struggle to deliver relevant and consistent experiences across channels.Respondents once again believe that a lack of personalization is the #1 driver of negative customer experiences. Deliver
112、ing consistent, exceptional CX across channels and delivering personalization at scale are the #4 and #5 top CX challenges overall.High-performing teams are more likely to have the capabilities necessary to both analyze and orchestrate omnichannel journeys. Top performers are 3 times more likely to
113、use journey orchestration to measure and optimize journeys. Using this approach, high performers are: 8.1 times more likely to be effective at analyzing omnichannel interactions 6 times more likely to be effective at engaging customers across channels and over time High Performers Use Journey Orches
114、tration to Optimize Omnichannel Engagement05 Organizations Still Struggle to Deliver Consistent Omnichannel Experiences Top CX Challenges OverallTop CX Measurement Challenges12345671234567Quantifying customer experience ROILimitations of legacy tools and technologyMeasuring customer experience Provi
115、ding consistent & exceptional customer experience across channels Delivering personalization at scale Generating actionable insights quickly, in real timeLacking a single view of the customer and customer journeyLacking access to siloed data across multiple sources Lacking the right tools or technol
116、ogy to collect and/or analyze dataGenerating actionable insights quickly Resolving customer identities across channels to build a single customer view Lacking sufficient internal time or resourcesLacking internal knowledge or experience to extract meaningful insightsResolving customers identities ac
117、ross multiple channelsHigh Performers vs Underperformers 3.0X more likely to use journey orchestration to measure & optimize journeysAppendix25State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved. 26State of Customer Journey Management & CX Measurement2021 Point
118、illist. All rights reserved.Organizations Recognize the Importance of a Journey-Based ApproachPercentage of Respondents That Agree or Strongly Agree That a Journey-based Approach Has a Positive Impact on the Following:78%say a journey-based strategy is very or extremely important to their organizati
119、ons overall success Has not adopted a journey-based strategy Not at all important Not so important Somewhat important Very important Extremely important 0.6% 2.9% 14.5% 38.6% 40.2% 3.7% Identifying opportunities to improve CXImproving performance & results of CX initiativesTracking & analyzing cross
120、-channel experiencesPersonalizing cross-channel experiences84%Aligning teams on the most important goals & metricsIdentifying the root causes of CX issuesAppendix94% 92% 91% 91% 89% 88% Establishing a single, unified view of the customerHow Respondents Rate the Level of Importance of a Journey-based
121、 Strategy for their Organizations Overall Success27State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved.Appendix4.0% 14.3% 8.8% 22.0% 28.9% 21.9% Not sure No and Im not aware of any plans to add a role or team in the future No but we plan on adding a role or tea
122、m in the future No but we have key roles/teams aligned on a journey-based approach Yes, we have one or more dedicated role(s) Yes, we have one or more dedicated team(s) N/A Not so mature or not at all mature Somewhat mature Very or extremely mature CX Measurement Maturity Levels OverallHowwouldyoura
123、nkthematuritylevelofyourorganizationsCXmeasurementprogram?4.1% 32.0% 43.5% 20.5% Percentage of Respondents with Journey-based Roles and Teams OverallDoesyourorganizationhavearoleorteamdedicatedtocustomerjourneymanagementand/orjourneyanalytics?5.1% 13.1% 9.8% 18.8% 32.5% 20.7% 28State of Customer Jou
124、rney Management & CX Measurement2021 Pointillist. All rights reserved.AppendixTop Journey-based Methods and Approaches OverallWhichofthefollowingmethods/approachesisyourorganizationusingforunderstandingandoptimizingcustomerjourneys?(Pleaseselectallthatapply)Customer journey mapping Defining journey
125、stages Defining journey-based metrics, KPIs or milestones Analyzing and optimizing each customer touchpoint or channel independently Analyzing connected customer interactions across three or more channels & over time Customer journey analytics Customer journey management Defining behaviors that indi
126、cate which customers will reach their goal Customer journey testing/optimization Im not sure Customer journey orchestration None of the above 55% 48% 47%42%39%29%37%25%24%6%16%4%Scoring journey performance 24%28State of Customer Journey Management & CX Measurement29State of Customer Journey Manageme
127、nt & CX Measurement2021 Pointillist. All rights reserved.AppendixTop Types of Journeys Organizations Measure and OptimizeCustomer acquisition Customer onboarding Resolving product or service issues Customer lifecycle Billing or payments Subscription or service renewals Account closures or cancellati
128、ons Account or service upgrades Changing a product or service Other Account updates 49.9% 49.3% 47.0%36.7%30.9%27.4%27.5%26.6%24.4%8.0%23.0%Whichofthefollowingdoesyourorganizationmeasureandoptimizeusingajourney-basedapproach?(Pleaseselectallthatapply)29State of Customer Journey Management & CX Measu
129、rement30State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved.Appendix3.9% 28.6% 31.3% 36.4% N/A Not so effective or not at all effective Somewhat effective Very or extremely effective Journey Management and CX Measurement Effectiveness OverallHoweffectiveisyouro
130、rganizationateachofthefollowing?4.8% 26.5% 30.5% 38.3% 4.4% 21.5% 35.3% 38.8% 3.6% 22.7% 31.6% 42.2% 3.8% 18.2% 31.0% 47.1% 5.4% 30.4% 24.9% 39.5% Integrating data across all tools and sources into a single, unified view of customers journeys Analyzing multiple customer interactions across channels
131、and over time Engaging customers with the right experiences at the right times through their preferred channels Rapidly generating actionable customer insights Taking action on insights & customer feedback data to make a quantifiable business impact Quantifying the impact of CX on hard metrics like
132、revenue, churn, customer lifetime value etc. 31State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved.AppendixMost Important metrics/KPIs for CX teamsNet Promoter Score (NPS) Customer Satisfaction (CSAT) Customer Effort Score (CES) Customer Retention or Churn Rate
133、 First Call/Contact Resolution (FCR) Return on Investment (ROI) Customer Lifetime Value Upsell, Cross-Sell, or Repeat Purchases Journey Scores Conversion Rates Cost of Serving Customers Cost of Customer Acquisition (CAC) Revenue or Profit Growth Channel Containment Rate None of the Above 62.7% 60.6%
134、 29.0% 33.7% 22.8% 21.8% 20.2% 10.9% 7.8% 6.7% 7.3% 5.7% 19.7% 1.0% 7.3% 31State of Customer Journey Management & CX Measurement32State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved.AppendixTop Ways Organizations Use Artificial Intelligence (AI) or Plan to Use
135、AI in the Next Two YearsChatbots or other interactive automated communication Delivering personalized cross-channel experiences Predicting journey or business outcomes Suggesting next best actions Improving self-service channels Detecting potential CX issues faster Automating internal tasks to boost
136、 productivity Simplifying/streamlining customer interactions Enhancing customer support capabilities Supporting decision-making for future Rapidly generating customer insights Identifying the root cause(s) of customer behavior Other 37% 32% 30%28%27%25%26%24%23%18%17%8%22%Whichofthefollowingwaysisyo
137、urorganizationcurrentlyusingartificialintelligence(AI)orplanningtouseAIinthenexttwoyears?(Pleaseselectallthatapply)32State of Customer Journey Management & CX MeasurementSurvey Demographics & Firmographics33State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved. 3
138、4State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved.Survey Demographics & FirmographicsINDUSTRY Technology & Software. 16.7% Financial Services - Banking. 13.5% Consulting. 10.6% Telecommunications. 9.4% Financial Services - Insurance. 4.9% Retail & Ecommerce.
139、 4.8% Healthcare. 3.6% Manufacturing. 3.6% Energy. 3.0% Education. 2.9% Advertising & Digital Agencies. 2.8% Media & Entertainment. 2.2% Financial Services - Wealth Mgmt. 2.1% Real Estate & Construction. 2.0% Transportation. 1.7% Consumer Packed Goods. 1.6% Food & Beverage. 1.6% Government. 1.5% Hos
140、pitality. 1.4% Non-Profit. 1.4% Agriculture. 1.3% Biotechnology & Pharmaceutical. 1.2% Other. 7.1% NUMBER OF EMPLOYEESSmall 1,000 Employees28% 23% 49% 35State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved. Non-manager Manager Senior Manager Director VP C-Level
141、Partner Survey Demographics & FirmographicsJOB FUNCTION OR DEPARTMENT CX. 28.1% Marketing. 11.5% Customer Service or Support. 9.9% Owner/Founder/President/CEO. 7.1% Customer Insights. 6.8% Analytics/BI. 5.7% Product Management. 5.0% Sales. 5.3% Systems/Solutions/Operations. 4.0% IT. 3.4% Finance. 1.
142、3% R&D. 1.1% Other. 10.1% CX ROLES AND RESPONSIBILITIES26% CX Strategy CX Measurement CX Programs & Initiatives CX Technology or Operations Other CX-Related Activities 63% 59% 56% 38% 32% SENIORITY LEVEL 17.0% 24.6% 16.7% 13.5% 5.2% 4.8% 7.3% 3.2% 7.8% Owner Other Improve Customer Experience from Da
143、ta to Insights to ActionThe Pointillist Customer Journey Management platform enables CX, analytics and marketing teams to improve customer experience and achieve their desired business goals.Customer-centric enterprises rely on Pointillist to: Aggregate customer data from any source Advance from tou
144、chpoint analysis to Customer Journey Management Analyze journey-based metrics and KPIs Identify the root causes of underperforming journeys using AI Orchestrate actions that maximize journey success 2021 Pointillist. All rights reserved.Contact Us321 Summer Street, Boston, MA 02210 1-888-MYJRNYS (1-888-695-7697) REQUEST A DEMONet Promoter, Net Promoter System, Net Promoter Score, NPS and the NPS-related emoticons are registered trademarks of Bain & Company, Inc., Fred Reichheld and Satmetrix Systems, Inc.Satmetrix Systems, Inc.