21 世紀 CX（客戶體驗）

在 DMG 對企業和聯絡中心服務目標的年度調查中，81.1% 的受訪者選擇改善客戶體驗作為 2023 年的首要任務，高於 2022 年的 76.7%。底部。

本報告調查了 CX（客戶體驗）在 21 世紀的重要性，分析了改變和增強 CX 的技術、應用程序和系統，以及公司滿足 CX 要求所需的戰略要務。它總結了要求、方向, 和建議。

內容

第 1 章執行摘要

第二章介紹

• 制定 21 世紀的客戶體驗戰略
• 願景：未來客戶體驗戰略
• 什麼是客戶體驗所有者？
• 高級管理支持

第 3 章：重要的是旅程，而不是目的地

• 從客戶的角度看待客戶體驗
• 了解客戶旅程
• 什麼是客戶旅程分析？

第 4 章集成前台和後台功能

• 變更原因
• 我需要改變什麼
• 如何開始

第 5 章未來 CX 勞動力

• 現場代理和自動化勞動力
• 如何讓您的聯絡中心成為最佳雇主

第 6 章改變和加強 CX 的技術、應用程序和系統

• 改善客戶體驗的系統和應用程序
  • 錄音
  • 互動分析
  • 質量管理 (QM)/支持分析的質量管理 (AQM)
  • IVR/IVA 分析
  • 問卷調查/客戶之聲 (VoC)
  • .桌面分析
• 改善員工體驗的系統
  • 勞動力管理 (WFM)
  • 實時指導 (RTG)
  • 知識管理
  • 遊戲化
• 將聯絡中心解決方案的使用擴展到其他企業部門

第7章總論

附錄 A：戰略要務/方向/建議：摘要

附錄 B：計劃開始您的聯絡中心數字化轉型

關於 DMG 諮詢

Providing an outstanding customer experience (CX) is not just important - it is imperative. Good service is directly correlated with keeping customers engaged, cultivating brand loyalty, and generating repeat business. The value proposition behind the need to deliver a great CX is clear, but how to achieve it is not.

The world has changed, and it's essential that businesses transform and adapt to the expectations and needs of 21^st-century consumers and employees. It's time for companies to adopt an emboldened and coordinated approach by taking major (and different) steps to realize sustained progress in improving their CX. To succeed, organizations need to overhaul their approach to service and adopt a customer-first mindset.

This special report identifies the steps and actions needed to build and execute a CX strategy for the 21^st century. Organizations will learn how to:

• Revamp and broaden their understanding of what it means to deliver a great CX

• Draft an enterprise-wide CX strategy

• Apply the new CX strategy that positions them to continuously adapt and transform

• Engage and empower their employees to be customer advocates who have the support, training, and tools to deliver the CX today's customers demand

• Establish an enterprise-wide method to capture, analyze, understand, and improve the CX

KEY TAKEAWAYS

• Customer experience is the top concern for contact centers: In DMG's annual survey of enterprise and contact center servicing goals, 81.1% of respondents selected improving the customer experience as a top priority in 2023, up from 76.7% in 2022.

• Intelligent self-service is where customers are turning: Consumer demands are changing, and customers are demonstrating a growing preference to help themselves using an intelligent self-service solution.

• Everyone owns the customer experience: The debates about who owns the customer experience are immaterial, because everyone within a company is responsible for the CX.

• A unified strategy is a requirement for success: Getting all customer-facing departments to agree on a single unified CX strategy will be a coup in most companies, giving the enterprise a much better chance of achieving the goal of delivering a cost-effective and consistently outstanding experience throughout the customer journey.

It's all about the customer journey, but what does this actually mean?

There is confusion in the market about what the customer journey involves and how to gather crucial data from all customer interactions and touchpoints. The objective is to obtain full visibility into everything related to what customers do before, during, and after their relationship with an enterprise. This is a daunting task, but it can be addressed one department or activity at a time. It is also a multidimensional challenge, because companies need to reconcile their perspective with the customer's view of the relationship.

The primary challenge in implementing customer journey analytics is that there is no single system or application that captures the voice of the customer at all touchpoints.

This special report provides more than 20 strategic imperatives, directions, and recommendations to help organizations exceed 21^st-century customer experience demands.

Table of Contents

I. Executive Summary

II. Introduction

• II.i. Creating a 21st-Century CX Strategy
• II.ii. The Vision: The CX Strategy for the Future
• II.iii. Who Owns the Customer Experience?
• II.iv. Get Senior Executive Support

III. It's not the Destination; it's the Journey

• III.i. Viewing the CX Through the Customer's Lens
• III.ii. Understanding the Customer Journey
• III.iii. What is Customer Journey Analytics?
  • III.iii.i. Technical Challenges of Customer Journey Analytics
  • III.iii.ii. How to Capture and Measure the Customer Journey
  • III.iii.iii. The Benefits of CJA
  • III.iii.iv. Organizational and Cultural Challenges of Customer Journey Analytics

IV. Consolidating Front- and Back-Office Functions

• IV.i. Why Change?
• IV.ii. What Needs to Change?
• IV.iii. How to Get Started

V. CX Workforce of the Future

• V.i. Live Agents vs. an Automated Workforce
  • V.i.i. Making the Role of CX Advocate a Reality
• V.ii. How to Make Contact Centers Employers of Choice
  • V.ii.i. Improving Employee Engagement
  • V.ii.ii. Compensate Agents Fairly

VI. Technology, Applications, and Systems to Transform and Enhance the CX

• VI.i. Systems and Applications to Improve the CX
  • VI.i.i. Recording
  • VI.i.ii. Interaction Analytics
  • VI.i.iii. Quality Management (QM)/Analytics-Enabled Quality Management (AQM)
  • VI.i.iv. IVR/IVA Analytics
  • VI.i.v. Surveying/Voice of the Customer (VoC)
  • VI.i.vi. Desktop Analytics
• VI.ii. Systems to Enhance the Employee Experience
  • VI.ii.i. Workforce Management (WFM)
  • VI.ii.ii. Real-Time Guidance (RTG)
  • VI.ii.iii. Knowledge Management
  • VI.ii.iv. Gamification
• VI.iii. Expanding the Use of Contact Center Solutions to other Enterprise Departments

VII. Final Thoughts

Appendix A: Summary of Strategic Imperatives, Direction, and Recommendations

Appendix B: Plans to Get Started with a Contact Center Digital Transformation

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