客戶體驗轉(zhuǎn)型報告

1、EXECUTIVESUMMARYCompanies have high confidence in their CX transformations: is this a sign of positive progress or mistaken hubris?A seamless, customer-centered, advocacy-building customer experience (CX) is the pursuit of nearly every enterprise, and the organizational leaders championing it are ho

2、t on the trail to getting there. The past year has accelerated the need for CX transformation and the operational nimbleness it is founded on, as demand for more digital experiences has increased due to pandemic restrictions. At the same time, the maturing practices of identifying customers, managin

3、g data, and providing some level of personalized customer interactions has improved in digital channels, even as the data privacy and identity technology landscape changes year to year.Companies want to be good at CX, and many think they are. In fact, according to this new research, 86 percent of co

4、mpanies believe that their organizations already understand and meet their most valuable customers needs. But consumers arent so sure. According to Merkles recent HYPERLINK /thought-leadership/consumer-experience-sentiment-report Consumer Sentiment report in 2020, only 35 percent of consumers felt l

5、ike marketing and advertising met their needs. Most companies are proud of what theyve achieved, but according to customers, they still have a long way to go. Will CX leaders overconfidence hinder their ability to move forward properly?While the CX vision evolves, the ability to execute and operatio

6、nalize CX initiatives are an ongoing and often elusive pursuit. Companies ability to operationalize their efforts, whether that relates to resources, competencies, or a culture of shared vision and measurement, is their most significant hurdle. To measure how companies are progressing, Merkle conduc

7、ted a survey of more than 800 marketing and technology executives in the US and UK to understand their perceptions. Merkle examined three areas of transformation critical to successful customer experiences: data transformation, digital transformation, and organizational transformation.Many of the fi

8、ndings seemed overly optimistic and overconfident, given consumer research. This said, the gaps and differences in transformation maturity and progress provide an informative lens on setting priorities for the future.Merkle Report: The State of Customer Experience Transformation 2KEYFINDINGS90 perce

9、nt of respondents claim that consolidating consumer profiles is imperative to their organization, but only about half of them are currently investing to create more personalized and identity-based experiences.The biggest limitations to using data effectively are related to data quality, expertise, a

10、nd lack of agile partnerships.67 percent of organizations say they have implemented personalization in 3-6 channels and 73 percent use insights from one channel to inform targeting in others, but the level of maturity in that personalization remains in question.31 percent of marketing and technology

11、 leaders believe if they dont get CX transformation right, they wont be around in 10 years, and another 12 percent are unsure. A surprising 57 percent do not believe getting CX transformation right will endanger their business long-term.86 percent stated that their organizations already understand a

12、nd meet their most valuable customers needs, but consumers do not agree.Merkle Report: The State of Customer Experience Transformation 3INSIDEThis research examines three areas of transformation critical to successful customer experiences: HYPERLINK l _bookmark0 05 Data transformation HYPERLINK l _b

13、ookmark1 14Digital transformation HYPERLINK l _bookmark2 19Organizational transformation HYPERLINK l _bookmark3 25The Adaptive Organization Drives Value in HYPERLINK l _bookmark3 Customer Experience Transformation HYPERLINK l _bookmark4 ConclusionInsights from Customer Experience Transformation Expe

14、rts HYPERLINK l _bookmark6 Adobe: Data Transformation: The Hidden Opportunity for Businesses in 2021 HYPERLINK l _bookmark7 32AWS: Cloud-enabled Data Transformation Drives Personalized Experiences at Scale HYPERLINK l _bookmark8 35Salesforce: New Beginnings, New Challenges and Leading a Path Forward

15、 with Digital TransformationMerkle Report: The State of Customer Experience Transformation4KLEMERD TA RTA ANSFORMATIONTHESTATE OFDATATRANSFORMATIONThe delivery of great customer experiences is dependent upon the ability to collect, understand, and operationalize unified data across all touchpoints a

16、cross marketing, sales, commerce, and service. Data transformation is fundamentally at the heart of CX transformation.Survey respondents are actively investing in their data transformation efforts. Results showed that identity-based solutions were important to companies, with most respondents claimi

17、ng that roughly a fifth to a quarter of their marketing investments were in identity. Data hub adoption was high, with approximately half of companies having already adopted a cloud-based solution and the majority of the remainder planning to within the next twelve months. Executivesoverwhelmingly f

18、ound consolidated consumer profiles to be very important, although not nearly as many believed that they had achieved consolidated profiles broadly enough.When it came to finding meaningful and valuable insights from customer data, executives cited many challenges, with the most challenging barriers

19、 being difficulty in maintaining high data quality and limited access and visibility to data. Barriers to applying automation via artificial intelligence (AI) and machine learning (ML) were split between having an integrated platform, using AI/ML in real time, and having the right skills to execute

20、the automation.In terms of benefits from data transformation efforts, the most important was “making data-driven, real-time business decisions and providing a better customer experience,” although respondents cited most benefits of transformation to be of high value. IT practitioners were generally

21、more engaged and concerned with achieving data transformation benefits over their colleagues in marketing and marketing technology.When it came to successfully implementing a data analytics solution, having access to the right people and resources was cited as a bigger roadblock than financial obsta

22、cles. For example, lack of data and analytics expertise, partner support, and gaining consensus among stakeholders were bigger barriers than budget or business case.Companies are currently investing about 20% of marketing technology budgets in identity-based solutions; respondents in the UK allocate

23、 slightly less spend.What percentage of your marketing technology spend is allocatedto identity-based solutions?Overall, more than half have16%-25% of their marketing techUK US26%30%27%26%38%spend allocated to identity-based solutions. Those in marketing tend to allocate less to identity- based solu

24、tions, especially those in the UK, while those in IT tend to allocate more.Weighted Average % Allocated:17%UK20%17%US10%11%7%6%16% to 20%21% to 25%1%0%0 to 5%6% to 10%11% to 15%More than 25%55%Organizations in the US are ahead of those in the UK when it comes to acquiring data hub solutions, predomi

25、nately as a result of privacy regulation hurdles.Have you acquired any of the following data hub solutions?UK US2%of respondents have already moved to cloud-based solutions and 40 percent plan to within the79%81%11%66%67%10%77%next twelve months.84%57%already have their existing CRM/ marketing data

26、on the cloud or plan to in the next 6 months.Customer Relationship Management (CRM)Customer Data Platform (CDP)Data Management Platform (DMP)Consolidated consumer profiles are viewed as universally important, but only some organizations have taken steps to consolidate their data.How important is cre

27、ating a consolidated customer profile to your organization?8%2%Very/extremely importantModerately importantNot at all/slightly importantWhich of the following statements best describes how sophisticated your CRM/marketing customer profiles are today? We are able to consolidate59%33%7%In general, IT

28、puts more emphasis on consolidating consumer profiles.89%94% of those with IT responsibilities in the US think it is very/extremely important to consolidate customer profiles, which is 6% higher than marketing and 7% higher than martech.64% of those in IT stated that all CRM/marketing data is consol

29、idated into a singlecustomer profile, which is 9%higher than marketing and 4% higher than martech.All CRM/marketing data across our organization into a single, centralized customer profileSome of our CRM/marketing data into an incomplete customer profileOur offline CRM/marketing data into an incompl

30、ete profile but are not able to consolidate digital data to create a unified customer profileData quality is the biggest technical barrier, but challenges specifically with AI/ML differ by country.Which of the following technical barriers does your organization encounter when trying to gain meaningf

31、ul insights from your data?Data is not organized for easier consumption10%Limited storage29%50%What is your single biggest challenge for automating or enhancing marketing capabilities via artificial intelligence/machine learning?10%Unsure how to apply AIavailabilityCurrent data analytics processes a

32、re too slowUnderstanding what data is most important to decision makersData integration is difficult and time consumingData is stored in disparate systemsLimited access/ availability39%38%38%38%35%32%34%40%31%23%UKUSIntegrated platforms to run AI modelsAbility to drive real-time analytics/ML23%Staff

33、 skill sets and bandwidthA majority of respondents cited all of these benefits of data and analytics as moderately to extremelyimportant, but IT respondents felt more strongly than their marketing counterparts as to the degree of importance.Benefits realized differ by area of responsibility.How impo

34、rtant are the following benefits when it comes to data and analytics? (Ranked extremely/very important)ITMartechMarketingProviding a better customer experienceMaking data-driven, real-time business decisionsIncreasing ROI from marketing tacticsGenerating a 360-degree view ofthe customerImproving per

35、sonalization in marketing outreachIT tends to have higher engagement in data transformation.ITMartechMarketing56%50%34%89%82%81%64%58%55%86%81%78%Allocating over 20% on marketing technology spend to identity-based solutionsExisting CRM/marketing data in the cloud or plan to in the next 6 monthsCRM/m

36、arketing data in a single centralized customer profileAverage % viewed benefits of data and analytics as extremely/very importantLack of analytics expertise is the top business limitation when it comes to implementation.Which of the following business limitations does your organization encounter whe

37、n attempting to implement a data and analytics solution?47%Lack of data and analyticsCompared to IT respondents (38%), martech respondents (53%) placed a greater emphasis on their lack of anexpertise internallyLack an agile implementation partner to support changing business and time to market requi

38、rementsGaining consensus among stakeholdersDifficulty developing a compelling business caseLack of budget30%46%47%44%43%46%39%40%38%agile implementation partner to support changing business and time-to-market requirements.No clear internal business owner23%19%UKUS14D TI RKLEMERGIT ANALSFORMATIONTHES

39、TATE OFDIGITALTRANSFORMATIONWhile data is the foundation for delivering a customer-centric experience, it is how you take action upon it that will inform customers opinions of your brand and meet your business goals. With continual changes in consumer behavior and a greater focus on digital channels

40、, a deep understanding of your customer is critical to delivering great customer experiences and achieving a successful transformation.Surveyed executives overwhelmingly found personalization to be very important in transforming digital channels,with respondents believing that consumers found it som

41、ething they very much preferred. Past research also indicates consumers appreciate the ease that personalization delivers but there is a line beyond which it feels invasive, particularly among different age brackets. Understanding and strategizing a customer-centered approach when undergoing these i

42、nitiatives is critical to its success.Most companies have implemented personalization across multiple channels, with no companies claiming to be without any personalization at all, although what constitutes “personal” is up for debate and deserves further discussion. For example, personalizing the f

43、irst name of an email is no longer considered “personalization” in the eyes of most advanced marketers. Most companies claim that they nearly always use insights from one channel to influence another channel, although the degree and efficacy of these efforts was not surveyed.In embarking on their di

44、gital transformations, respondents tend to start with marketing automation or with real-time interaction management/personalization. Advertising, adtech, and mobile were the least likely places to get started. Within their transformation journeys, legacy technology and skill set gaps presented the h

45、ardest challenges impeding digital transformation. Legacy technology was a particular sticking point for IT professionals, more so than among marketers or marketing tech practitioners.Organizations believe that customers care about personalization and have implemented it in their targeting and chann

46、els.The UK tends to be behind the US in both implementing personalization in channels and utilizing it across channels, as they tend to see personalization as less important and are hindered by tighter privacy regulation.17%2%80%How much do you think your customers care about personalization?In how

47、many channels have you implemented personalization in to date?34%33%Not at all/ a littleA moderate amountA lot/a great dealHow often do insights from one channel inform targeting in other channels?73%17%8%7%17%10%Never/ sometimesAbout half the timeMost of the time/always1%None1 to 23 to 45 to 67 to

48、8More than 8Respondents tend to start with marketing automation or real- time integration management/personalization, but this varies by area of responsibility.Where did/do you plan to start your digital transformation efforts?Marketing automation18%Real-time interaction management/personalizationTh

49、ose in martech and marketing tend to start their digital transformation with marketing automation, while IT professionals tend to focus more on real-22%time interaction management/ personalization.AnalyticsWebsite13%12%Unifying customer data8%E-commerce storefront7%Custom applications7%Mobile apps7%

50、Advertising/adtech6%Legacy technology and skill set gaps are the #1 challenges impeding digital transformation, but for those in IT, legacy technology is a more significant hurdle.Please rank the following challenges in the order in which they are impeding your organizations digital transformation e

51、fforts. (% ranked #1)Legacy Technology by Area of Responsibility30%Legacy technology26%23%24%22%Skill set gapsRapid pace of changeCompany culture19%17%Siloed data16%ITMartechMarketing19O AP GKLEMERER ILIATIONAL TYTHESTATEOFORGANIZATIONAL TRANSFORMATIONOur research in the area of organizational trans

52、formation shows progress toward this goal and also opportunities for improvement.It may be that a lack of clear ownership and a single unified vision of CX transformation success is contributing to the mixed results. While all leadership and teams must execute on that vision, they need to align arou

53、nd one organizational owner who advocates for the customer to the enterprise, oversees progress, and takes responsibility (good or bad) for CX outcomes.Respondents in our research were split on who owns CX within their organization, with the CMO or VP of marketing contesting for the lead, and the CI

54、O a close second. Answers correlate somewhat with who was asked: marketing and martech professionals more often cited the CMO, while IT practitioners tended to assign the CIO with ownership.On a more positive note, respondents demonstrated a generally strong understanding of, and collaboration aroun

55、d, CX KPIs. Still, a not insignificant percentage of respondents highlighted potential trouble spots, such as multiple definitions of the same metric (36 percent), different teams with different KPIs (35 percent), and lack of a clear view of success across initiatives (27 percent).Lastly, while resu

56、lts throughout this report demonstrate a strong commitment to improving key data and digital capabilities that drive CX transformation, respondents also appear to show an overconfidence in the results of those efforts.Respondents rated highly their ability to meet customer needs (86 percent), and th

57、eir entire organizations understanding of the profile of their most valuable customers (85 percent). However, only 35 percent of consumers confirm this sentiment.This overconfidence may be behind another surprising statistic: only 43 percent of our respondents correlate their success at CX transform

58、ation with the ultimate survival of their business over the next ten years. Over half of respondents dont see getting CX right as affecting their future survival. Perhaps these companies believe that they have already solved their CX transformation challenges or that their core product or service, s

59、ans experience, is enough to cut it.Perceived ownership of CX transformation differs depending upon the respondents role.Who are the primary departments or leaders at your company who own (i.e., are responsible and accountable for the results of) customer-facing digital transformation?ITMartechMarke

60、tingChief Marketing Officer or VP MarketingChief Information OfficerChief Digital Officer56%51%63%54%63%73%68%49% 50%54%49%51%27% 26%31%E-commerce28%Chief Marketing Officer or VP MarketingChief Information OfficerChief Digital OfficerE-commerceOnly half of teams are aligned on core KPIs and metrics