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eGain Digital Day 2016 - Keynote 1: Digital Customer Experience—Big Trends and Best Practices for 2016

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Ed Thompson, VP and Distinguished Analyst, Gartner

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eGain Digital Day 2016 - Keynote 1: Digital Customer Experience—Big Trends and Best Practices for 2016

  1. 1. CONFIDENTIAL AND PROPRIETARY This 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 2016 Ed Thompson Gartner
  2. 2. 1 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.1 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Agenda 1. Big Trends • Demand-Side • Supply-Side 2. CEO Thinking 3. Best Practices
  3. 3. 2 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.2 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Agenda 1. Big Trends • Demand-Side • Supply-Side 2. CEO Thinking 3. Best Practices
  4. 4. 3 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Longer Lived Source: UN
  5. 5. 4 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Less Violent Source: Steven Pinker, The better angels of our nature: why violence has declined
  6. 6. 5 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Living Alone Source: Statistics Finland, 2012
  7. 7. 6 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Time Starved
  8. 8. 7 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Always On
  9. 9. 8 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Information Rich
  10. 10. 9 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Willing to Talk
  11. 11. 10 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 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
  12. 12. 11 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 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…
  13. 13. 12 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.12 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Agenda 1. Big Trends • Demand-Side • Supply-Side 2. CEO Thinking 3. Best Practices
  14. 14. 13 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. The Nexus Provided the Foundation 5 – 10 Years Ago
  15. 15. 14 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 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 2009 1.6 Billion Personal Devices 0.9 Billion Internet Connected Things
  16. 16. 15 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Digital Business Is the Creation of New Business Designs by Blurring the Digital and Physical Worlds. Digital Business Capitalizes on Smart Things
  17. 17. 16 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 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.
  18. 18. 17 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.17 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Anyone Has the Ability to Generate New and Innovative Business Models. They Are … … and they WILL COMPETE WITH YOU.
  19. 19. 18 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. And Not Just Start Ups…
  20. 20. 19 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 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 done B: Digital Core – renovating core platforms to scale and support the next generation C: Digital Experience – removing paper, Digital Marketing, Web customer self- service and more
  21. 21. 20 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.20 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. How Will Customer Engagement Accelerate in this New World of People, Business and Things?
  22. 22. 21 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Business Moment Scenario Saving a Business Trip from Weather Delays
  23. 23. 22 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Business Moment Scenario Consumer Part Business Part Thing Flight delayed Scott decides to continue with his business travel
  24. 24. 23 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Consumer Part Business Part Thing Meeting attendees notified New schedule and bookings confirmed Smartphone used as airline ticket Rental car agency notified Airline notified Hotel notified
  25. 25. 24 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 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
  26. 26. 25 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Consumer Part Business Part Thing Hotel notified of arrival Directions uploaded, optimized for traffic Smartphone used to unlock hotel room Waiter delivers dinner
  27. 27. 26 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 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
  28. 28. 27 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 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 Rental car 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
  29. 29. 28 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. More things = More data = More (and faster) business moments And more complexity
  30. 30. 29 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.29 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. We are just getting started Here are some signs
  31. 31. 30 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Run With the Big Boys
  32. 32. 31 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Grow More Food Picture of a farm with a digital overlay or pick up an image from their website Image Source: onfarm.com
  33. 33. 32 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Push a Button Image Source: amazon.com
  34. 34. 33 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Save Me From Embarrassment Image Source: dfree.biz
  35. 35. 34 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Gamify Your Sales Organization
  36. 36. 35 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Anticipate My Questions
  37. 37. 36 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Track Your Beer Image Source: steadyserv.com
  38. 38. 37 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Take Your Medicine Image Source: dosesystem.com
  39. 39. 38 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Make Your Own Thing Image Source: raspberrypi.org
  40. 40. 39 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.39 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. But there is Much More to Come…
  41. 41. 40 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 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
  42. 42. 41 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 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
  43. 43. 42 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. From Desktop to Mobile to Wearables Hands Medical and safety Clothing Quantified self Pets Feet Carryable or pocketable Jewelry/Accessories Audio and video
  44. 44. 43 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 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
  45. 45. 44 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 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
  46. 46. 45 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 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
  47. 47. 46 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 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
  48. 48. 47 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 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
  49. 49. 48 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 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
  50. 50. 49 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.49 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Agenda 1. Big Trends • Demand-Side • Supply-Side 2. CEO Thinking 3. Best Practices
  51. 51. 50 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 2016 Economic Landscape Economic Uncertainty Organizations need to focus on cost optimization Digital Disruption Organizations need to evolve to digital business
  52. 52. 51 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. When Will You Become a Digital Business? Source: Gartner, Digital Business Is Here Now 22% 50% 83%2015 2017 2020 Are You Ready?
  53. 53. 52 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 52 Ranked categorization of top three mentions Growth 54% Technology- Related 25% Workforce 24% Customer 21% Financial 13% Operations Improvement 13% Cost Management 12% Profit Improvement 11% Product Improvements 10% Innovation, R&D 9% Marketing 9% “Please tell us about your organization’s top 5 strategic business priorities for the next 2 years”
  54. 54. 53 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 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?”
  55. 55. 54 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 42% 60% 77% Now In 2 years In 5 years CIO survey (n = 344) 16% 25% 37% 22% 31% 41% Now In 2 years In 5 years CIO survey (n = 609) CEO survey (n = 400) Digitalization Is Intensifying; Stakes Are Rising Private Sector Public Sector What % of your revenue is digital? What % of your processes is digital?
  56. 56. 55 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 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 areas of investment to improve your business over the next 5 years?”
  57. 57. 56 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Those Most Often Seen as Having the Best Customer Experience Disney Legoland
  58. 58. 57 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Why The CEO Cares: Customer Satisfaction Correlates With Stock Prices Sources: Claes Fornell, www.theacsi.org, S&P
  59. 59. 58 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.58 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Agenda 1. Big Trends • Demand-Side • Supply-Side 2. CEO Thinking 3. Best Practices
  60. 60. 59 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.  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
  61. 61. 60 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Seven Types of Customer Experience Projects Design the Experience Benchmark usability and empathy Digital design cool Recruit Differently Profiling the personalities Balance teams Recruit to brand Stripped Down Simplification One size fits all Standardization and scale Encourage Participation Review and comparison Communities Social networks Multichannel Availability Multichannel integration Device-independent interaction Adapt in Real Time Real-time rerouting Analytical-driven process decisions Start a Conversation Expectations setting Capturing intent Manage dialogue Brand Execution Values and promise Reputation Communication Make Clear the Responsibility Governance and policing Responsibility Compensation and contracts Customize Offers Bundling product/service Personal pricing Demonstrate Trust Honor privacy Share data Use only what you need Share Answers Knowledge management Skills inventory Better search Redesign Processes Quality controls Trading efficiency and experience Analyze Opinion Value analysis Market research Segmentation Propensity modeling Have a Strategy Executive enlightening Ideal and real experiences Program and project plans Empower Employees Education and training Cultural values Ownership of the experience Personalize Products Configure to order Mass customization New product development More Accessible Self-service Track for customer Add channels Achieve Consistent Experiences Single view of customer Recognition Find Moments of Truth Process modeling Identify the weakest link Automate and escalate Collect Feedback Multichannel collection Real-time alerts and actions Design Better Alter Attitudes Get PersonalOpen UpAct as One From Out to In Listen, Think, Do WarmWarm Hot Hot Warm WarmCool
  62. 62. 61 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Seven Types of Customer Experience Projects Design the Experience Benchmark usability and empathy Digital design cool Recruit Differently Profiling the personalities Balance teams Recruit to brand Stripped Down Simplification One size fits all Standardization and scale Encourage Participation Review and comparison Communities Social networks Multichannel Availability Multichannel integration Device-independent interaction Adapt in Real Time Real-time rerouting Analytical-driven process decisions Start a Conversation Expectations setting Capturing intent Manage dialogue Brand Execution Values and promise Reputation Communication Make Clear the Responsibility Governance and policing Responsibility Compensation and contracts Customize Offers Bundling product/service Personal pricing Demonstrate Trust Honor privacy Share data Use only what you need Share Answers Knowledge management Skills inventory Better search Redesign Processes Quality controls Trading efficiency and experience Analyze Opinion Value analysis Market research Segmentation Propensity modeling Have a Strategy Executive enlightening Ideal and real experiences Program and project plans Empower Employees Education and training Cultural values Ownership of the experience Personalize Products Configure to order Mass customization New product development More Accessible Self-service Track for customer Add channels Achieve Consistent Experiences Single view of customer Recognition Find Moments of Truth Process modeling Identify the weakest link Automate and escalate Collect Feedback Multichannel collection Real-time alerts and actions Design Better Alter Attitudes Get PersonalOpen UpAct as One From Out to In Listen, Think, Do WarmWarm Hot Hot Warm WarmCool
  63. 63. 62 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Alter Your Approach Depending on Your Customer Experience Maturity Level Fragmented Focus Initial Developing Defined Managed Optimizing Culture Change Profit Parity Executives Engaged VoC Validated 45% 30% 20% 4% 1% "Staying on Top""Getting Started" "Stealing Ideas" 1 2 3
  64. 64. 63 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. The Measurable Benefits of Customer Experience Brand Advocates/Net Promoters Customer Satisfaction Scores Customer and Employee Referrals First-Call Resolution Rates Product Review Ratings Number of Support Requests Customer Attrition/Churn Rates Deactivation/Reactivation Costs Loyalty Program Enrolled/Participating Price Sensitivity Use of Multiple Channels Social Network Participation, Likes Trust Rating No. of Product or Service Upgrades Repeat, Frequency and Order Size Delivery Timeliness Product Return Rates Accuracy of Inventory and Pricing Reduced Cost of Defect and Error Rates Lower Cost of Returns Lower Replacement Costs Metrics/KPIs Benefits Lower Cost of Service Lower Complaint Costs Lower Compensation Costs Lower Cost of Sales Acquisition Reduced Upsell and Cross-Sell Costs Lower Retention Costs Lower New Product Development Costs Reduced Lost Revenue Reduced Marketing Costs Lower Cost of Sales Acquisition Increased Wallet Share Network Effect of Recommendations Higher Margins Customer Satisfaction Loyalty Retention Advocacy Brand Reputation Quality
  65. 65. 64 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 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 issues Listening to needs Flexible/agile Documentation/information/training Met expectations/agreements Consistency/ease of interaction Online channel/email interaction Percentage of Respondents Business Consumer Multiple responses allowed All others below 5% Q: What did this company do specifically to provide outstanding customer experience? Coded from open-end responses.
  66. 66. 65 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Customer Life Cycle Buy Own
  67. 67. 66 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Even Those as Famous as Starbucks Use Customer Journey Maps to Improve
  68. 68. 67 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Business to Business Is Different Customer 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
  69. 69. 68 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. CCOs, VPs, Directors and Heads of Customer Experience by Industry Orange Sprint Nextel Time Warner Cable Verizon Business Yahoo Bell Canada AT&T Comcast Telstra 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 Italia Cable & Wireless Jamaica Deutsche TeleKom Telenet Virgin Media Verizon Wireless Saudi Telecom Hutchison 3G EE PhotoBox Virgin Atlantic Alaska Airlines American 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 Delta easyJet Emirates Singapore Airlines Malaysia Airlines Qantas Airways Etihad Airways Latam Airlines AirBnB 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 Sears Sierra 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 Penney Kiehl's Lowe's Barney's Staples Radioshack Sainsbury's Carrefour Fortnum & Mason Moonpig Asos TescoHomebase Essilor Schneider Electric McKesson Fischer Scientific SARS Pitney Bowes Serco Experian Chubb Sovereign Housing RWE nPower EDF Energy SSE Southern Water E.ON Ovo Energy United Utilities Severn Trent Direct Energy PG&E Florida Power & Light Duke Energy Xcel Energy OGE Energy NorthEast 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 Chrysler General Motors Audi Mercedes Benz Hyundai Volkswagen BMW Nissan InsuranceBanking Communications and Media Travel and Hospitality Retail High Technology Allstate Cigna Travelers USAA Clorox Campbell's Soup Johnson & Johnson Consumer MillerCoors SC Johnson Mars Interstate Brands Wrigley Pepsico Diageo Coca Cola Reynolds Unilever Sara Lee Herschey's Pfizer GSK Novartis Merck MetLife AIG Zurich Nationwide Dyson Aegon Sony Domestic & General Aviva Standard Life Eli Lilly and Company AbbVie Consumer Goods Pharmacology Utilities Others Automotive As of January 2015
  70. 70. 69 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. n=189 CX Leaders Have Access to Power: Half Now Directly Report to the CEO, Board or Operating Committee Zero 14% One layer away 38% Two layers away 31% Three layers away 17% Reporting Layers from Most Sr. Executive 6% 5% 10% 10% 10% 11% 49% Other Strategic Planning The CMO or most senior marketing executive The most senior sales executive The COO or most senior operations executive The most senior customer service executive CEO, Board or Operating Committee 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?
  71. 71. 70 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. n=189 Few CX Leaders have Sole Responsibility for Decisions 83% 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 analysis or delivery of the customer experience? Solely responsible for decisions Leader of a group or committee responsible for decisions Advisor to the group responsible for decisions Member of group responsible for decisions Provide recommendations or advice to a group responsible for the decisions Do not participate in decisions
  72. 72. 71 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 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%
  73. 73. 72 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 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 IT Very 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
  74. 74. 73 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 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% None Other Peer to peer communities Digital personalization Multi channel engagement and optimization Campaign management Contact center infrastructure Master customer data consolidation and management HR and Talent management Social listening and engagement Portals New product or service ideation User experience design Customer journey mapping technologies Web and Mobile analytics Customer self-service Digital or E-Commerce Security and Privacy management Customer analytics, modeling and insight Customer data enrichment Content management Loyalty management Business process management Sales force automation Voice of customer, feedback and survey Customer 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
  75. 75. 74 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.74 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Recommendations
  76. 76. 75 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Don't ask … observe.
  77. 77. 76 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. 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
  78. 78. 77 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Be Open to Changes on the Way Business Models Will Change Products to Services Services to Products Services to Services Industrial Internet
  79. 79. 78 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Functions Will Change ! Think Destination Implications R&D Let's add a sensor to our product! Marketing Cool! We can wrap a service around it. Sales Wait, how do we sell and price a new service? Finance Wait, we'll need to bill differently. Supply Chain Wait, what about product maintenance? Customer Service Wait, we'll need to notify customers of sensor issues.
  80. 80. 79 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Recommended Reading 1999 2006 1989 20052002 2008 2004 2006 20132012 For more information, stop by Gartner Research Zone.
  81. 81. CONFIDENTIAL AND PROPRIETARY This 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 2016 Ed Thompson Gartner

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