Post on 12-Apr-2017
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Digital Customer Experience Big Trends and Best Practices for 2016
Ed ThompsonGartner
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Agenda
1. Big Trends• Demand-Side• Supply-Side
2. CEO Thinking3. Best Practices
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Agenda
1. Big Trends• Demand-Side• Supply-Side
2. CEO Thinking3. Best Practices
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Longer Lived
Source: UN
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Less Violent
Source: Steven Pinker, The better angels of our nature: why violence has declined
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Living Alone
Source: Statistics Finland, 2012
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Time Starved
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Always On
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Information Rich
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Willing to Talk
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66% of consumers stopped doing business with a provider and switched to another in 2013 due to poor customer service experiences, up 4% from 2012 and up 17% since 2005 — Accenture Global Consumer Pulse Research Study 2013
Willing to Walk
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Less Predictable. In 2030, Will the Customer
1. Environmentally Conscious
1. Unwilling to Pay2. Privacy
Protective
3. Algorithm Trusting
3. Expert Reliant
4. Embed Tech in Body
2. Willing to Take the
Risk
4. Not What Nature
Intended
Be… Or…
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Agenda
1. Big Trends• Demand-Side• Supply-Side
2. CEO Thinking3. Best Practices
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The Nexus Provided the Foundation 5 – 10 Years Ago
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The Internet of Things Was the Next Accelerant
Source: Forecast: Internet of Things, Endpoints and Associated Services, Worldwide, 2014
2020 7.3 Billion Personal Devices
30 Billion Internet Connected Things
Things Connected to the Internet Will Outnumber People by at Least 5 to 1
20091.6 Billion Personal Devices
0.9 Billion Internet Connected Things
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Digital Business Is the Creation of New Business Designs by Blurring the Digital and Physical Worlds.
Digital Business Capitalizes on Smart Things
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Smartphone to Bus: I'm Waiting.
Car to Parking Meter: Open space detected —50 yards on right.
Parking Meter to Car: I'm the Closest Available Spot.
Bus to Smartphones: I'm Running 10 Minutes Late.
How Would It Impact Your Organization If Everything Is Listening, Acting and Replying?
Street to Nearby Autos: I'm Closed From 10 a.m. to 3 p.m. Today.
Building to Maintenance Provider: My Furnace Is About to Fail.
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Anyone Has the Ability to Generate New and Innovative Business Models. They Are …
… and they WILL COMPETE WITH YOU.
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And Not Just Start Ups…
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But…On which of these areas will you really focus most of your Digital investments through 2020?
A: Digital Business Model Innovation –transforming the way business is doneB: Digital Core – renovating core platforms to scale and support the next generationC: Digital Experience – removing paper, Digital Marketing, Web customer self-service and more
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How Will Customer Engagement Accelerate in this New World of People, Business and Things?
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Business Moment Scenario
Saving a Business Trip from
Weather Delays
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Business Moment Scenario
Consumer Part
Business Part
Thing
Flight delayed Scott decides to continue with his business travel
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Consumer Part
Business Part
Thing
Meeting attendees
notified
New schedule and bookings
confirmed
Smartphone used as airline
ticket
Rentalcar agency
notified
Airline notified
Hotel notified
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Consumer Part
Business Part
Thing
Car unlocked with smartphone
Meeting attendees informed about new
arrival time
New meeting room scheduled based on
arrival time
Directions uploaded,
optimized for traffic
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Consumer Part
Business Part
Thing
Hotel notified of arrival
Directions uploaded, optimized for traffic
Smartphone used to unlock hotel room
Waiter delivers dinner
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Consumer Part
Business Part
Thing
Hotel sends folio after departure
VPA compiles expense report and
loads today’s itinerary
Scott gets in rental car and drives to
next city
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Business Moment Scenario
Consumer Part
Business Part
Thing
Hotel notified of
arrival
Meeting attendees
notified
Flight delayed New schedule and bookings
confirmed
Directions uploaded, optimized for traffic
Car unlocked with smartphone
Smartphone used as
airline ticket
Meeting attendees informed about new
arrival time
New meeting room scheduled based on
arrival time
Rentalcar agency
notified
Smartphone used to unlock hotel room
Waiter delivers dinner
Hotel sends folio after departure
VPA compiles expense report
and loads today’s itinerary
Airline notified Hotel notified
Scott gets in rental car and
drives to next city
Scott decides to continue with his business travel
Directions uploaded, optimized for traffic
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More things = More data = More (and faster) business moments
And more complexity
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We are just getting started
Here are some signs
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Run With the Big Boys
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Grow More Food
Picture of a farm with a
digital overlay or pick up an image from
their website
Image Source: onfarm.com
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Push a Button
Image Source: amazon.com
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Save Me From Embarrassment
Image Source: dfree.biz
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GamifyYour Sales
Organization
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Anticipate My Questions
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Track Your Beer
Image Source: steadyserv.com
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Take Your Medicine
Image Source: dosesystem.com
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Make Your Own Thing
Image Source: raspberrypi.org
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But there is Much More to Come…
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Device Mesh Information of Everything
Adaptive Security Architecture
NEW IT REALITY
Mesh App & Service Architecture
IoT Architecture & PlatformsAdvanced Systems Architecture
DIGITAL MESH SMART MACHINES
Ambient User Experience
3D Printing Materials
Advanced Machine Learning
Autonomous Agents & Things
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Device Mesh Information of Everything
Adaptive Security Architecture
NEW IT REALITY
Mesh App & Service Architecture
IoT Architecture & PlatformsAdvanced Systems Architecture
DIGITAL MESH SMART MACHINES
Ambient User Experience
3D Printing Materials
Advanced Machine Learning
Autonomous Agents & Things
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From Desktop to Mobile to Wearables
Hands
Medical and safety
Clothing
Quantified self Pets
Feet
Carryable or pocketable
Jewelry/Accessories
Audio and video
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Device Mesh Information of Everything
Adaptive Security Architecture
NEW IT REALITY
Mesh App & Service Architecture
IoT Architecture & PlatformsAdvanced Systems Architecture
DIGITAL MESH SMART MACHINES
Ambient User Experience
3D Printing Materials
Advanced Machine Learning
Autonomous Agents & Things
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Moving Toward a Postapp Era
Separate apps on separate devices
Intelligent assistants provide basic control and automation
New "app platforms" and services emerge
Fluid, contextual action
Wearables drive context and new interaction types
Notifications replace some app functions
Automated collaboration across devices
2014 2020
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Device Mesh Information of Everything
Adaptive Security Architecture
NEW IT REALITY
Mesh App & Service Architecture
IoT Architecture & PlatformsAdvanced Systems Architecture
DIGITAL MESH SMART MACHINES
Ambient User Experience
3D Printing Materials
Advanced Machine Learning
Autonomous Agents & Things
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Smart Machines Enabled By Machine Learning
Deal With Complexity
Make Probabilistic Predictions
Actively Adapt
Passively Learn
Act Autonomously
Appear to Understand
Reflect a Well-Scoped Purpose
Machine Learning
Generates Novelty
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Device Mesh Information of Everything
Adaptive Security Architecture
NEW IT REALITY
Mesh App & Service Architecture
IoT Architecture & PlatformsAdvanced Systems Architecture
DIGITAL MESH SMART MACHINES
Ambient User Experience
3D Printing Materials
Advanced Machine Learning
Autonomous Agents & Things
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A Spectrum of Autonomous Smart Machines
Physical
Virtual
ObviousUnobtrusive
Robots
Drones
Driverless Vehicles
Smart Camera Systems
Intelligent Sensors
Smart Appliances
Translation & Speech to Text
Smart Security & Operations
Smart Enterprise Apps
Virtual Customer Assistants
Virtual Personal Assistants
Smart Advisors
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Agenda
1. Big Trends• Demand-Side• Supply-Side
2. CEO Thinking3. Best Practices
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2016 Economic Landscape
Economic Uncertainty Organizations need to focus on
cost optimization
Digital Disruption Organizations need to
evolve to digital business
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When Will You Become a Digital Business?
Source: Gartner, Digital Business Is Here Now
22%50% 83%
2015
2017
2020
Are You Ready?
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Ranked categorization of top three mentions
Growth54% Technology-
Related25%
Workforce24%
Customer21%
Financial
13%
OperationsImprovement
13%
CostManagement
12%
ProfitImprovement
11%
ProductImprovements
10%
Innovation, R&D
9%
Marketing
9%
“Please tell us about your organization’s top 5 strategic business priorities for the next 2 years”
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26%
27%
41%
41%
42%
42%
45%
45%
46%
51%
54%
35%
29%
32%
25%
34%
29%
30%
28%
32%
30%
25%
26%
28%
18%
21%
17%
19%
18%
18%
17%
13%
12%
13%
16%
9%
13%
7%
10%
7%
9%
5%
6%
8%
Changed board of directors composition…
Acquired one or more businesses related…
Created one or more new businesses…
Initiated a specific committee or…
Created a new organization unit or…
Created new C-level role
Created new senior leader roles below…
Started an education and awareness…
Given new job scope and powers to CIO
Started an education and awareness…
Started regular briefings to the board…
We have done this Will do this by the end of 2016 We have not done this, nor plan to do it by 2016 Not applicable
“Which digital and technology strategy actions, if any, have you been taking or are you likely to take by year end 2016?”
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42%
60%
77%
Now In 2 years In 5 yearsCIO survey (n = 344)
16%
25%
37%
22%
31%
41%
Now In 2 years In 5 yearsCIO survey (n = 609) CEO survey (n = 400)
Digitalization Is Intensifying; Stakes Are Rising
Private Sector Public SectorWhat % of your revenue is digital? What % of your processes is digital?
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37%
32%
28%
27%
24%
23%
22%
20%
20%
19%
19%
18%
18%
16%
15%
Customer experience…
Digital marketing
Business analytics
Cloud-based business
Data science/big data
Digital products and services
Smart/intelligent processes
Supply chain optimization…
Sustainability
Internet of Things/…
Product cost analytics
Social engagement…
Enterprise mobility
Enhanced business…
M-commerce
Less Than 15%"Thinking"/intelligent computers 14%Social collaboration (internally) 13%Design thinking 12%Pay as you go 10%Mass customization 10%Location intelligence 10%Robot staffing 9%Gamification 7%Additive manufacturing 7%Neurobusiness 6%E-discovery 6%
CEO Survey 2015 Top Technology Investments, Next 5 Years“Which five technology enabled capabilities will be the most important areasof investment to improve your business over the next 5 years?”
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Those Most Often Seen as Having the BestCustomer Experience
Disney
Legoland
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Why The CEO Cares: Customer Satisfaction Correlates With Stock Prices
Sources: Claes Fornell, www.theacsi.org, S&P
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Agenda
1. Big Trends• Demand-Side• Supply-Side
2. CEO Thinking3. Best Practices
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The dictionary defines experience as:"The sum total of conscious events." Gartner defines customer experience as:
"The customer's perceptions and related feelings caused by the one-off and cumulative effect of interactions with a supplier's employees, channels, systems, or products." Gartner defines customer experience management as:
"The practice of designing and reacting to customer interactions in order to meet or exceed customer expectations and so increase customer satisfaction, loyalty, and advocacy."
Definitions
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Seven Types of Customer Experience Projects
Design the ExperienceBenchmark usability and empathyDigital design cool
Recruit DifferentlyProfiling the personalitiesBalance teamsRecruit to brand
Stripped Down SimplificationOne size fits allStandardization and scale
Encourage ParticipationReview and comparisonCommunitiesSocial networks
Multichannel AvailabilityMultichannel integrationDevice-independent interaction
Adapt inReal TimeReal-time reroutingAnalytical-driven process decisions
Start a ConversationExpectations settingCapturing intentManage dialogue
Brand ExecutionValues and promise ReputationCommunication
Make Clear the Responsibility Governance and policingResponsibilityCompensation and contracts
Customize OffersBundling product/servicePersonal pricing
Demonstrate TrustHonor privacyShare dataUse only what you need
Share AnswersKnowledge managementSkills inventoryBetter search
Redesign ProcessesQuality controlsTrading efficiency and experience
Analyze OpinionValue analysisMarket researchSegmentationPropensity modeling
Have a StrategyExecutive enlighteningIdeal and real experiencesProgram and project plans
Empower EmployeesEducation and trainingCultural valuesOwnership of the experience
Personalize ProductsConfigure to orderMass customizationNew product development
More AccessibleSelf-serviceTrack for customerAdd channels
Achieve Consistent ExperiencesSingle view of customerRecognition
Find Moments of TruthProcess modelingIdentify the weakest linkAutomate and escalate
Collect FeedbackMultichannel collectionReal-time alerts and actions
DesignBetter
AlterAttitudesGet PersonalOpen UpAct as OneFrom Out
to InListen,
Think, Do
WarmWarm Hot Hot Warm WarmCool
61 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Seven Types of Customer Experience Projects
Design the ExperienceBenchmark usability and empathyDigital design cool
Recruit DifferentlyProfiling the personalitiesBalance teamsRecruit to brand
Stripped Down SimplificationOne size fits allStandardization and scale
Encourage ParticipationReview and comparisonCommunitiesSocial networks
Multichannel AvailabilityMultichannel integrationDevice-independent interaction
Adapt inReal TimeReal-time reroutingAnalytical-driven process decisions
Start a ConversationExpectations settingCapturing intentManage dialogue
Brand ExecutionValues and promise ReputationCommunication
Make Clear the Responsibility Governance and policingResponsibilityCompensation and contracts
Customize OffersBundling product/servicePersonal pricing
Demonstrate TrustHonor privacyShare dataUse only what you need
Share AnswersKnowledge managementSkills inventoryBetter search
Redesign ProcessesQuality controlsTrading efficiency and experience
Analyze OpinionValue analysisMarket researchSegmentationPropensity modeling
Have a StrategyExecutive enlighteningIdeal and real experiencesProgram and project plans
Empower EmployeesEducation and trainingCultural valuesOwnership of the experience
Personalize ProductsConfigure to orderMass customizationNew product development
More AccessibleSelf-serviceTrack for customerAdd channels
Achieve Consistent ExperiencesSingle view of customerRecognition
Find Moments of TruthProcess modelingIdentify the weakest linkAutomate and escalate
Collect FeedbackMultichannel collectionReal-time alerts and actions
DesignBetter
AlterAttitudesGet PersonalOpen UpAct as OneFrom Out
to InListen,
Think, Do
WarmWarm Hot Hot Warm WarmCool
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Alter Your Approach Depending on Your Customer Experience Maturity Level
Fragmented Focus
Initial Developing Defined Managed Optimizing
Culture Change
Profit Parity
ExecutivesEngaged
VoC Validated45%
30%
20%
4%
1%
"Staying on Top""Getting Started" "Stealing Ideas"1 2 3
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The Measurable Benefits of Customer Experience
Brand Advocates/Net Promoters
Customer Satisfaction Scores
Customer and Employee Referrals
First-Call Resolution RatesProduct Review RatingsNumber of Support Requests
Customer Attrition/Churn RatesDeactivation/Reactivation Costs
Loyalty Program Enrolled/Participating
Price Sensitivity
Use of Multiple Channels
Social Network Participation, LikesTrust Rating
No. of Product or Service Upgrades
Repeat, Frequency and Order Size
Delivery TimelinessProduct Return Rates
Accuracy of Inventory and Pricing
Reduced Cost of Defect and Error RatesLower Cost of ReturnsLower Replacement Costs
Metrics/KPIs Benefits
Lower Cost of ServiceLower Complaint CostsLower Compensation Costs
Lower Cost of Sales AcquisitionReduced Upsell and Cross-Sell CostsLower Retention CostsLower New Product Development CostsReduced Lost Revenue
Reduced Marketing CostsLower Cost of Sales AcquisitionIncreased Wallet ShareNetwork Effect of RecommendationsHigher Margins
CustomerSatisfaction
LoyaltyRetention
AdvocacyBrand
Reputation
Quality
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How the Customer Measures You:Facets of Good Experience
32%
25%11%
18%13%
19%
13%
11%
15%
12%
10%
12%
4%
1%
34%
15%
24%
15%
19%
10%
14%
15%
6%
8%
8%
5%
13%
10%
0% 5% 10% 15% 20% 25% 30% 35% 40%
Quality (of product/service)Responsiveness (communication)Value (cost, price, added benefits)
Support team (after-sales, service desk)Timeliness of delivery
Relationship (proactiveness)Attitude of staff
Resolution of issuesListening to needs
Flexible/agileDocumentation/information/training
Met expectations/agreementsConsistency/ease of interaction
Online channel/email interaction
Percentage of Respondents
BusinessConsumer
Multiple responses allowedAll others below 5%
Q: What did this company do specifically to provide outstanding customer experience? Coded from open-end responses.
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Customer Life Cycle
Buy Own
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Even Those as Famous as Starbucks UseCustomer Journey Maps to Improve
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Business to Business Is DifferentCustomer Experience Activities Done For Free
• Executive sponsorship• Customer advocates/success managers
• Customer advisory boards• User groups• Peer to peer communities• Subject matter expert communications
• Early adopter programs• Product quality feedback programs• ROI assessments• Customer product training
68 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
CCOs, VPs, Directors and Headsof Customer Experience by Industry
Orange
Sprint Nextel
Time Warner Cable
Verizon Business
Yahoo
Bell Canada
AT&T
ComcastTelstra
T-Mobile USA
Vodafone
BT
KPN
Turk Telekom
Telus
SingTel Optus
XO CommunicationsO2
DIRECTV Thomson Reuters
Bell Aliant Rogers Communications
Cablevision Systems
Cox Communications
Celcom
Bharti Airtel
Globe
du
Etisalat
Reliance
Level 3 Communications
Primus Communications
Telenor
Telecom ItaliaCable & Wireless Jamaica
Deutsche TeleKom
Telenet
Virgin MediaVerizon Wireless
Saudi Telecom
Hutchison 3G
EE
PhotoBox
Virgin Atlantic
Alaska AirlinesAmerican Airlines
Air Canada
Expedia
United Airlines
AAA Northern California
thetrainline.com
Eurostar
Wyndham Hotels
Starwood Hotels
Marriott Rewards
Hertz
Orbitz Worldwide
Aeromexico
Avis Budget
eBookers
Jet.com
British Airways
JetBlue Airways
DeltaeasyJet
Emirates
Singapore Airlines
Malaysia Airlines
Qantas Airways
Etihad Airways
Latam AirlinesAirBnB
IHG
First Great Western
Software AG
Oracle
Symantec
Saba
Polycom
Orange Business Services
Vertex Business Services
SAP
BMC
IO
Juniper Networks
Misys
ClickDimensions
Xerox
HCL
Infor
Lenovo
Salesforce
Verint
HP
Appirio
Jive
Intuit
Dell
Netsuite
Microsoft
Sage
SearsSierra Trading Post
Marks & Spencer
Gap
Best Buy
Wendy's
Amazon
Walgreens
Macy's
eBay
Lacoste
PetSmart
Zale
Ralph Lauren
Kohl's
Toys "R" Us
Coach
QVC
Canadian Tire
JC PenneyKiehl's
Lowe's
Barney's
Staples
Radioshack
Sainsbury'sCarrefour
Fortnum & Mason
MoonpigAsos
TescoHomebase
Essilor
Schneider Electric
McKessonFischer Scientific
SARSPitney Bowes
Serco
Experian
Chubb
Sovereign Housing
RWE nPower
EDF Energy
SSESouthern Water
E.ON
Ovo Energy
United Utilities
Severn Trent
Direct Energy
PG&E
Florida Power & Light
Duke Energy
Xcel Energy
OGE EnergyNorthEast Utilities
Standard Chartered
Huntington National Bank
Bank of America
OCBC Bank
JPMorgan Chase
American Express
Royal Bank of Canada
Fidelity
HSBC
Citigroup
Barclays
Capital One
Wells Fargo
Union First
First National Bank of Omaha
Transamerica
Synchrony Financial
Riyad Bank
TIFF-CREF
OneWest Bank
MasterCard
BBVA Compass
SunTrust Bank
PNC
TD Bank Group
GE Capital
DBS Bank
Mashreq Bank
Morgan Stanley
Lloyds Banking Group
The Co-operative Bank
Volkswagen Financial Services
The Royal Bank of Scotland
MBNA
Nationwide Building Society
Mercedes-Benz Financial Services AutoTrader
Renault
Jaguar Land Rover
ChryslerGeneral Motors
AudiMercedes Benz
HyundaiVolkswagen
BMW Nissan
InsuranceBanking
Communicationsand Media
Travel and Hospitality
Retail
High TechnologyAllstate
Cigna
TravelersUSAA
CloroxCampbell's Soup
Johnson & Johnson Consumer
MillerCoors
SC Johnson
Mars
Interstate Brands
Wrigley
Pepsico
DiageoCoca Cola
Reynolds
Unilever
Sara Lee
Herschey's
Pfizer
GSK
NovartisMerck
MetLife
AIG
Zurich
Nationwide
Dyson
Aegon
Sony
Domestic & General
Aviva
Standard Life
Eli Lilly and CompanyAbbVie
ConsumerGoods
Pharmacology
Utilities
Others
Automotive
As of January 2015
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n=189
CX Leaders Have Access to Power: Half Now DirectlyReport to the CEO, Board or Operating Committee
Zero14%
One layer away38%
Two layers away31%
Three layers away 17%
Reporting Layers from Most Sr. Executive
6%
5%
10%
10%
10%
11%
49%
Other
Strategic Planning
The CMO or most seniormarketing executive
The most senior sales executive
The COO or most senioroperations executive
The most senior customer serviceexecutive
CEO, Board or OperatingCommittee
Primary Function Reporting To
Q. S09: To what primary function within your organization do you primarily report?Q. S03: How many reporting layers are you away from the most senior executive in your organization?
70 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
n=189
Few CX Leaders have Sole Responsibility for Decisions83% of CX Decisions are Made by Committee
Solely responsible
for decisions
17%
Leader of a group or
committee responsible
for decisions
83%
Q. S06: Which statement best describes your highest level of involvement in decisions pertaining to your organization’s budgeting, design, development, and/or analysisor delivery of the customer experience?Solely responsible for decisions Leader of a group or committee responsible for decisions Advisor to the group responsible for decisionsMember of group responsible for decisionsProvide recommendations or advice to a group responsible for the decisionsDo not participate in decisions
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1%
4%
13%
13%
22%
23%
23%
25%
38%
44%
47%
49%
53%
None
Other
Customer Intelligence department
Human Resources or Human Capital
A centralized Customer Experience dept.
New product development/ R&D
IT
Supply Chain Management
Strategy and Planning
Operations
Customer Service
Sales
Marketing
Q05a. Please tell us what department or function within your overall organization has primary responsibility for the customer experience?Q05b. What other department or functions within your overall organization have secondary responsibility for the customer experience? n=189
But Primary and Secondary Responsibility for the CX is Spread Right Across the Organization In Many Departments
Multiple responses allowed
0%
8%
8%
15%
17%
35%
46%
31%
63%
58%
63%
58%
35%
None
Other
Customer Intelligence department
Human Resources or Human Capital
A centralized Customer Experience dept.
New product development/ R&D
IT
Supply Chain Management
Strategy and Planning
Operations
Customer Service
Sales
Marketing
Primary Responsibility for CX (n=141) 75%
Those with Secondary Responsibility for CX (n=48) 25%
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Q10. What % of your organization's customer experience programs involve the use of information technology?n=189
Half of CX Programs Involve the use of ITVery Few Organizations Use Technology on all CX Programs
Multiple responses allowed
2%
26%
18%
22%
26%
5%
Mean=48.7%
100%
75-99%
50-74%
25-49%
1-24%
0
Percentage of CX Programs that use Information Technology
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1%1%
31%39%39%
40%40%40%41%41%
42%44%
45%46%46%46%47%
48%49%49%49%
50%50%51%
56%61%
NoneOther
Peer to peer communitiesDigital personalization
Multi channel engagement and optimizationCampaign management
Contact center infrastructureMaster customer data consolidation and management
HR and Talent managementSocial listening and engagement
PortalsNew product or service ideation
User experience designCustomer journey mapping technologies
Web and Mobile analyticsCustomer self-service
Digital or E-CommerceSecurity and Privacy management
Customer analytics, modeling and insightCustomer data enrichment
Content managementLoyalty management
Business process managementSales force automation
Voice of customer, feedback and surveyCustomer service and support
Q11a. Which of the following technologies do you see as part of enhancing the customer experience for your organization?
n=189
A Wide Array of Technologies Are Being Used For CX
Multiple responses allowed
Technologies viewed as part of enhancing the customer experience
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Recommendations
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Don't ask …observe.
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Take Your Own Road
Go Offroad• External Incubator • Technology Partnerships• Digital Business Consulting
Use the SatNav• Best Practices Review
Go in a Convoy• Innovation Day
Take the Road Less Followed• Internal Incubator• Niche Consulting Firms• Agile Projects
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Be Open to Changes on the Way
Business Models Will Change
Products to Services
Services to Products
Services to Services
Industrial Internet
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Functions Will Change
!Think Destination Implications
R&D
Let's add asensor to our
product!
Marketing
Cool! We canwrap a service
around it.
Sales
Wait, how dowe sell and pricea new service?
Finance
Wait, we'll needto bill differently.
Supply Chain
Wait, whatabout productmaintenance?
Customer Service
Wait, we'll needto notify customersof sensor issues.
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CONFIDENTIAL AND PROPRIETARYThis presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other intended recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Digital Customer Experience Big Trends and Best Practices for 2016Ed ThompsonGartner