消费者分析报告-PDF版

ForgeRock：2021消费者身份泄露报告- 用户名和密码如何成为攻击者的瞄准目标（英文版）（20页）.pdf

2020 年见证了大规模的数字迁移。人们几乎所有的事情都在网上进行购买商品和服务、咨询医疗保健专业人士，安排送餐、远程学习，当然还有在家工作。与此同时，恶意行为者并没有跳过。今年的报告特别显示，涉及用户名和密码的攻击比 2019 年增加了惊人的 450%，仅在美国就有超过 10 亿条被破坏的记录。用户花费的时间增加了一倍以上在线，”他们重复使用常用密码的趋势继续使这种攻击媒介极其对网络犯罪分子有吸引力。令人惊讶的是，即使进行了所有这些在线活动，2020 年的大型违规数量也有所减少，相应地，记录数量也有所减少泄密。但是，泄密总数增加了。涉及不到1亿的记录猛增 50%。对于小型企业希望被忽视或等待时间采用零信任安全，2020 向我们表明他们不能等待。网络犯罪分子正在努力进入各种规模的组织，意图没收有价值的资产。连续第三年，未经授权的访问是报告最多的违规类型 (43%)。 有问题但常见的安全做法，如共享或重复使用密码，为不良行为者提供了获取个人身份信息 (Pll) 的简单途径，如日期出生 (DOB) 和社会安全号码 (SSN) 信息，在所有违规行为中都有三分之一。

2021-08-12 20页 5星级

Hanover Research：2021年消费者行为转变趋势报告（英文版）（22页）.pdf

不断变化的消费者需求意味着品牌有机会适应新的用例，接触新的消费群体。网上销售的增加也显示了直接与消费者做生意的好处。直接面向消费者的销售方式让品牌有机会掌握和分析整个消费者购买体验的数据。

2021-08-04 22页 5星级

达睿思国际（DeVries Global）：2021年新加坡Z一代消费者调查报告（英文版）（22页）.pdf

Z一代(出生于1996年至2010年间)或许是迄今为止最具影响力但也最令人困惑的一代。在人生的重大转折点中完成学业、进入职场、找到第一份工作2020年给他们带来了一个惊人的转折点，打乱了计划、前景和期望。尽管是在本世纪最动荡的时期成长起来的，但我们已经看到Zs一代在文化时刻走在了前列，并推动了全世界的变革。面对一个模糊不清的未来，我们的Zs一代有何感想、想法和行动计划?这项研究的第二部分着重于了解COVID-19是如何影响Zs一代人的健康方式的。这项研究的目的是帮助品牌和营销人员为新加坡Zs一代如何在2021年及以后走向后COVID世界做好准备。全球大流行引发了Z一代生活重心的转变，从职业转向健康。当涉及到照顾他们的健康时，他们会选择自理行为而不是专业帮助。而在自我护理的重点上，护肤更是名列前茅。这一切都是关于功效而不是忠诚，如果专业专家或其他消费者推荐，他们可以被说服转向一个新的品牌或产品。从那时起，COVID-19改变了他们看待和对待生活的方式，身体健康在新加坡职业驱动的Zs一代人的优先事项中占据了主导地位。Z一代选择主要通过自我保健习惯和行为来影响他们的健康。当谈到个人和自我护理时，Zs一代人优先考虑的是照顾他们与生俱来的东西，而不是穿着和化妆。67%的女性受访者和57%的男性受访者认为健康的皮肤是一个重要的A。

2021-07-26 22页 5星级

Qualtrics：2021年全球消费者报告（英文版）（59页）.pdf

2020年，全球消费格局发生了巨大变化。长时间呆在家里，走廊变成了健身房，进餐变成了新的外出就餐，第二天送货成为一周的亮点，对一些人来说，这是他们已经做的活动的延续，但对另一些人来说，这是他们的第一次.

2021-07-22 59页 5星级

Socialbakers：2021年客户体验趋势报告（英文版）（23页）.pdf

我们生活在客户时代。你的客户比以往任何时候都有更多的选择和信息，他们想按自己的方式做事。他们希望公司能给他们想要的东西，他们想要的方式，以及他们想要的时间。他们现在在选择品牌时把体验放在首位。这对你这.

2021-07-22 23页 5星级

移动生态系统论坛（MEF）：2021年消费者信任调查报告（英文版）（33页）.pdf

我们生活在一个相互连接、日益数字化的世界。人是有联系的。他们使用多种连接设备，如智能手机、电脑和平板电脑，在网上生活。他们很担心。他们关心他们的隐私和安全以及他们的数据如何被使用。他们想要控制。他们想.

2021-07-22 33页 5星级

MOB研究院：2021年Z世代“潮力量”洞察报告（29页）.pdf

什么是国潮?国潮，是以潮流的方式将中国风格和中国品牌结合。其中国潮服饰、国潮味道、国风游戏和国货美妆等话题引起Z世代的强烈关注。国潮，是以潮流的方式将中国风格和中国品牌结合。其中国潮服饰、国潮味道、国.

2021-07-19 29页 5星级

婚礼纪&36氪研究院：2021中国结婚消费新常态用户行为洞察报告（28页）.pdf

“新”潮来袭,90/95后结婚抢“新”消费常态化90/95后一族，喜欢尝试一切新鲜事物。拍婚纱照爱当季“抢新”，婚纱礼服当季趋势、最新秀场搜索量高居不下，最新明星同款主题婚礼成热门，婚礼要跟爱豆一样美.

2021-07-16 28页 5星级

百度营销研究院：2021 快消人群洞察（10页）.pdf

她经济WHAT：饮食服装是女性最爱HOW：猪猪女孩都有讲究癖美好需求他经济WHAT：型男需求贯穿生活各方面HOW：从初阶到进阶不断学习&nb.

2021-07-15 10页 5星级

RollWorks：基于客户的营销计划：ABM发展势头的快照（英文版）（13页）.pdf

基于客户的营销策略可以帮助B2B组织通过向客户提供更具针对性和个性化的体验来推动需求，从而对他们的底线产生最大的影响。事实上，根据下面的研究，在B2B渠道运营的营销人员中，有一半考虑为销售创造新的机会.

2021-07-12 13页 5星级

RollWorks：刺激夏季需求的7种方法（英文版）（24页）.pdf

我们称之为2021年夏季经济衰退可能打破纪录。员工休假时双双下岗离开办公桌的时候。毕竟，员工已经连续几个月安全地坐在被压抑的PTO上。这不仅意味着你的买家可能要花掉所需的时间，而且营销人员将面临自己团.

2021-07-09 24页 5星级

可靠股份-国内老年护理第一品牌成人失禁&海外市场成长可期-210707（22页）.pdf

中国步入老龄化社会，成人失禁用品市场潜能大。成人失禁用品主要包括有成人纸尿裤、成人拉拉裤、成人纸尿片和成人护理垫，其使用者一般为老年失禁者和残疾失禁者，其中老年失禁者为主要的目标消费群体。根据美国疾控.

2021-07-08 22页 5星级

CEIC：2021年中国消费者网购数据分析报告（英文版）（12页）.pdf

过去几年，网上零售已成为中国国内消费的一个重要支柱，并不断超越整个零售行业。从2015年国家统计局开始公布在线零售销售数据到2019年底，即COVID-19爆发前，在线零售销售价值的年均增长率为28.

2021-07-05 12页 5星级

Mitto：2021年消费者体验报告（英文版）（43页）.pdf

当客户支持和营销策略创造快乐客户最终推动收入影响时，magie 发生了。数字渠道的激增和客户不断升级的需求为营销和客户支持团队创造了一场完美风暴。 客户在整个旅程中可以用来与品牌互动的接触点数量之多造成了孤岛，如果没有仔细协调，可能会对客户体验产生负面影响Mitto 和 Demand Motric 最近合作了解营销和客户支持团队如何培养忠诚的客户。 他们对即将到来的假日购物季的计划，以及他们将如何改善他们在 2022 年提供的客户体验。

2021-07-02 43页 5星级

猎聘：2021年度地产中高端人才报告（94页）.pdf

数据说明数据说明同道猎聘集团，是以科技和大数据驱动的人才服务智能平台。通过科技赋能，猎聘沿着人力资源价值链，持续升级产品和布局新业务，向企业和个人提供更加完善的人力资源服务。公司的核心业务是中高端人才.

2021-07-02 94页 5星级

Microsoft：2021年自我护理消费者趋势报告（英文版）（34页）.pdf

他们寻求环保、包容、道德和以小企业为导向的品牌。来源:Euromonitor 2020, https:/该消费者感兴趣的是把时间花在最重要的地方，无论是与家人在一起，心理健康，还是健身。他们寻找能增强.

2021-07-02 34页 5星级

校果研究院：2021大学生消费行为洞察报告（47页）.pdf

HOMECONSUMERREPORTINSIGHT2021大学生 消费行为洞察报告COLLEGE STUDENTS CONSUMER BEHAVIOR INSIGHT REPORT2021消费洞察CO.

2021-07-02 47页 5星级

前瞻：2021年全球人口趋势分析报告（54页）.pdf

前 瞻 产 业 研 究 院 出 品2021年全球人口趋势分析报告CONTENTS目录目录投资决策一定要有前瞻的眼光全球人口数量与驱动因素01全球人口红利和老龄化02人口迁徙与产业变迁03中国人口现状与.

2021-07-02 54页 5星级

Pointillist：2021年客户旅程管理和顾客体验测量现状（英文版）（36页）.pdf

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 effective at managing customer journeys, measuring outcomes and improving experiences than others? Pointillist surveyed over 1,150 CX, marketing, analytics and customer care professionals from various industries across the world to discover what separates leaders from laggards. In this report, well explore 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 performers 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 Leaders 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 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. 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 rely 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 analyzing 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 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 State-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 experiences 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 marketing 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 and 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 limitations 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.IntroductionBreakdown 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 CX investmentsNot at all or not so satisfied with their organizations overall CX performance and the outcomes of their CX investments18F6%To identify key factors that seperate top performing teams from their peers, this report groups respondents into three segments based upon overall satisfaction with their organizations CX performance.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 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 Group7State 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 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 performers (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 Organization 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 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 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.”Kerry 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 are 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 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 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 Customer (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 more 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 from 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 channel 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 measuring 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 impact of customer behavior on business outcomes, as well as optimize CX by ensuring that every interaction reflects each individual customers overall experience. Powered by these approaches, top performing teams are more likely to be satisfied with their CX capabilities and effective at measuring the impact of CX on outcomes like revenue, churn, lifetime value and more.Conversely, underperforming teams predominantly rely on qualitative approaches like customer journey mapping.High Performers Take a More Mature Approach to Measure and Improve CXPercentage of Respondents Using the Following Journey-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 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 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 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 performers are effective at rapidly generating actionable insights, as well as taking action on those insights, along with customer feedback data, to make a tangible impact. These capabilities enable high performers to significantly improve customer experiences and business outcomes.On the other hand, underperformers struggle to master each capability. Data integration is their greatest challenge, with only 6.2% reporting that they are very or extremely effective at connecting sources into a single customer view. This heavily impacts their capacity to analyze omnichannel journeys and engage with customers in a relevant way, limiting their ability to effectively measure and optimize CX.High Performers are More Likely to Master Critical CX CapabilitiesPercentage of Respondents Whose Organization is Very or Extremely Effective at Doing the Following:High Performers vs Underperformers 11.3X more 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 channels 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 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-channel 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 business 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 delivering 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 impact 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, 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 with 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 satisfaction, 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 scale 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 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 consistent 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 stagnant 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 only 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 obtaining 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 like 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 technologyThe 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 Customer 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 metricsHigh 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 moderately 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 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.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 transformation 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 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 customers 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 Transformation 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 digital 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 digital 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 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 recognize & 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 retention 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 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 ranks 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, 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 CustomerTop 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 12345678910Digital 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 Artificial 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 customer 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 Management & 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.Overall, 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 cannot 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 Difficult 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 and/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 priority 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“Remarkable 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 Maker20State 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 tightly 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 behavior, 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 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 improve 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. All 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, 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 times 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 with 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 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 customer 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 Still 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 and 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 orchestration 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 Strategies23State 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-centric 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 journeys 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 one 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 data 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 driver 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 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 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. Delivering 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 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 Orchestration 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 Providing 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 technology 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 across 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 Pointillist. 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 organizations 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-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 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 team 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 OverallHowwouldyourankthematuritylevelofyourorganizationsCXmeasurementprogram?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 Journey Management & CX Measurement2021 Pointillist. All rights reserved.AppendixTop Journey-based Methods and Approaches OverallWhichofthefollowingmethods/approachesisyourorganizationusingforunderstandingandoptimizingcustomerjourneys?(Pleaseselectallthatapply)Customer journey mapping Defining journey 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 indicate which customers will reach their goal Customer journey testing/optimization Im not sure Customer journey orchestration None of the above 55% 48% 47B9)7%$%6%4%Scoring journey performance 24(State of Customer Journey Management & CX Measurement29State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved.AppendixTop Types of Journeys Organizations Measure and OptimizeCustomer acquisition Customer onboarding Resolving product or service issues Customer lifecycle Billing or payments Subscription or service renewals Account closures or cancellations Account or service upgrades Changing a product or service Other Account updates 49.9% 49.3% 47.06.70.9.4.5&.6$.4%8.0#.0%Whichofthefollowingdoesyourorganizationmeasureandoptimizeusingajourney-basedapproach?(Pleaseselectallthatapply)29State of Customer Journey Management & CX Measurement30State 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 OverallHoweffectiveisyourorganizationateachofthefollowing?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 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 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 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% 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 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 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(%&$#%8%Whichofthefollowingwaysisyourorganizationcurrentlyusingartificialintelligence(AI)orplanningtouseAIinthenexttwoyears?(Pleaseselectallthatapply)32State of Customer Journey Management & CX MeasurementSurvey Demographics & Firmographics33State of Customer Journey Management & CX Measurement2021 Pointillist. All rights reserved. 34State 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. 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% Hospitality. 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 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. 1.3% 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 Data 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 touchpoint 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.

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