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1、i1.口intentCustomerinteractionsarenolongersimple.Althoughthetraditionalcustomerbuyingjourneystillholdstrue,todayscustomerschannel-hopandoftenleaveatrailofirregularengagementpatternstoodifficultformostbusinessestotrackandkeepupwith.Asaresult,customerintentismisinterpreted,andthecustomerexperiencefalls
2、shortofexpectations.Imaginethefollowing:acustomerbuysaphonefromaparticularretailerandencountersdifficultiesduringtheactivationprocess.Momentsafterunsuccessfullytryingtoresolvetheissuewithcustomerservice,theyexperiencesomethingthatonlyexacerbatestheirfrustration:theyreceiveanadforanewphonefromthatsam
3、eretailer.Clearlytheresadisconnectwithintheorganization.Butisitpossibletopreventthistypeofinsensitivemarketing?Mostbrandstrytopredeterminethestepscustomerstakeontheirbuyingjourney:theydrawastraightlinefromwherecustomersexploreadesiredproducttowheretheypurchaseitandproceedtowardfulfilmentandbeyond.Bu
4、tinreality,thisjourneyisnteasytopredict.Thecustomercanstartthesamejourneyinmanywaysand,asnewchannelsgetintroduced(thinkmetaverse,thinksocial),theyreofferedmorealternativeroutes,whichaddsevenmorecomplexity.Additionally,theinfluenceofdigitaltechnologieshasempoweredcustomerswitheasieraccesstothingslike
5、reviewsandrecommendations.Thisabundanceofinformationsignificantlyimpactstheirengagementwithabrandastheyseekvalidationandsocialproofbeforepurchase.ComingtogripswiththeumessymiddlenItssafetosaythatthecustomerjourneyisnowanon-linear(attimesaimless)unpredictablesquigglylinethatcrisscrossesbetweenphysica
6、landdigitalworlds.Customersreasonsforengagingwithabrandcanchangeatanymoment,sothejourneythatgetsthemtowheretheywanttogoisoftenamulti-tripmulti-stopaffairfilledwithuncertaintyandevolvingmotivations.Thisspace,wherecustomersnavigatethroughvarioustouchpointswhileconsideringmultipleoptions,hasbeencoinedt
7、hemessymiddlebyGoogle.Itsaconvolutedandcomplexarea,whereonejourneysprematureendmarksanothersbeginning.ApathcustomersembarkonmayfollowaseriesOftwistsandturnsastheirintentistriggeredbymanyeventsandspur-of-the-momentbehaviors.Forexample,todayacustomermightsetouttodiscoverandpurchaseanewproductbutalongt
8、hewaymightgetdistractedandendupinvestigatingwhereapendingorderisorcontactingcustomerserviceaboutarecentnegativeexperience.Thiscustomercyclekeepsrepeating(thoughtheengagementpatternswillvaryindustrytoindustry)-theymightbuygroceriesdailytoweekly,fashionweeklytomonthly,andinsuranceannually.Whilenewtech
9、nologyhasgivenbrandsthemeanstoidentifywherethatmeanderinglineofcustomerambitionisatanymoment,brandsstillhavetroublerespondingwithrelevantactionstoalwayskeepcustomersona*,happypath.”Whyisthat?Whatisthehappypath?Thehappypathreferstothebestroutethatleadsacustomerdirectlytowheretheywanttogowhenengagingw
10、ithabrand.Basically,it,saseriesofstepsthathelpsthemcompleteadesiredgoal-quicklyandnveniently.Whencustomerssetoffonthejourneyofcompletingsomething,thereareusuallylotsofindividualmomentsalongtheway.Thesehaveahabitofknockingthem。仟course:theoriginallyplannedhappypathmaygettemporarilyreplacedwithadiffere
11、ntone.Thenitmayhappenagainandagain.Butthat,sokay.Aslongasthenewpathisclearedofallobstaclesanditsendisinsight,thehappypathwillremainhappyregardlessofwhichjourneyandchannelthecustomerison.Thehappypartmayseemmisleading.AccordingtoForrester,manycompaniesgetemotionwrong.Ratherthandesigningexperiencesbuil
12、tonabroadspectrumofemotions,theyequateemotionwithdelight.Moreover,contrarytoconventionalwisdom,makingcustomershappydoesntalwayscorrelatewithmakingthemloyal.Customerexperience(CX)prosneedtocombineknowledgeabouttheemotionofdifferentcustomersandjourneyswiththemomentsthattriggeredthem.Theyneedtodetermin
13、ewhatsparkedandshapedotheremotionslikenfidenceanddisappointmenttomakecustomersfeelunderstoodandrespected.,J7heEmotionsAndMomentsInTheCustomerJourneyThatReallyDrive1.oyaltyForresterBroadenTheSpectivmOfEmotionsAndMomentsThatMatterInYourJourneys,January19th,2022,JoanadeQuintanilha,VP1PrincipalAnalyst:l
14、inkIntegrationinsteadoffragmentation【刁Multichannelmarketingstrategy:Strengthencustomerrelationshipsandalignmultichannelmarketingmixeffortstodrivebusinessgoals:linkManybrandshaventyetdeliveredonthepromiseofdynamicandadaptiveomnichannelexperience.Gartnersaysthat,despitehighambitions,over90%cannotseaml
15、esslyconnectmorethanthreechannelstogetheraroundabuyingjourney*】Theyinsteadresorttoasiloedmultichannelapproachthatdoesntfactorinvaluablecross-channeldatainnext-bestdecisions.Itmeansthat,althoughtheymayknowwhereacustomerisatanygiventime,theyhavetroublefiguringoutwherethatcustomerhasbeen.Thispreventsth
16、emfromputtingthatknowledgetogoodusetosupportthecustomer.Theylackthebiggerpictureand,consequently,respondinawaythatoftenleavescustomersbaffled.AccordingtoSalesforce,56%ofcustomerssaycompaniestheyinteractwithdontnsidertheirpersonalpreferencesandpriorinteractions.Thisisriskyassometimesoneill-timedmessa
17、georactionmaybeenoughtoflipacustomersperceptionofabrand,causinglong-termdissatisfactionanddisengagementtowardsthem.WHAT,SNEEDEDTODAYSREA1.ITYChannelsCustomerCustomerprofilingactivationChannelsKeyorchestratedmomentsCustomerprofilingCustomeractivationCustomerorchestrationCustomersaredemandingandincrea
18、singlyexpectingbrandstounderstandtheirneeds,preferences,andbehaviorsatalltimes.Butthisisdifficulttodoifdataissiloedacrossdifferentsystemsanddivisions.Mostbrandsoperateasmultipleseparatedepartments(marketing,e-commercelcustomerservice,etc.),eachwithdifferentresponsibilitiesandagendas.There,snodatasha
19、ringbetweenthem,andtheydontworkinunison.Onedepartmentdoesntknowwhatkindofcustomerinteractionstookplaceinanother.Andeachdepartmentsviewofacustomerislimitedtoonlywhattheirdomainstechnologyplatformshaveencountered.Thisispartlyduetotheirdepartmentalstructure,whichismoreconcernedwithcompletingtasksthanan
20、ticipatingtheoutcomesarisingfromthem.Asaresult,theresfragmenteddataandaninmpleteoverallviewofhowthecustomerisfeeling,whattheyintendtodonext,andhowtheyperceivethebrandasawhole.RevOps(revenueoperations)isonewaytomakethesebarrierscomedown.Itforcesorganizationstorethinktheirtechnologiesbyconsideringever
21、ytasksoutme.Afterall,ifthecustomerseestheorganizationasonebrand,shouldn,tthebrandstrivetoensuretheresaunifiedcross-departmentalapproachbehinditseverymove?Customerjourneymanagement:Whythemessymiddledoesn,thavetobemessyCustomerjourneymanagement(CJM)isaboutautomating,orchestrating,andntinuallyoptimizin
22、ghowbrandsandcustomersinteractacrossallchannels,inadynamic,real-timeexchange.Ateachtouchpointthegoalistoassesswhereacustomerhasbeenandtrytounderstandtheirmotivationandsentimentaboutwheretheynowintendtogo.Ifabrandknowswhatnext-bestmovewillkeepthecustomerontracktowardtheirgoal,theywillgainconfidencein
23、theirabilitytoprovidevalueandalwaysmeetcustomerexpectations.CJMcomprisesfourcorebuildingblocks,withthefocuslyingonthesystemsnecessarytoaddressthemessymiddleeffectively.Thesesystemshelpstitchindividualbitsofcross-channeldatatogethertoprovideahigh-leveljourneyviewofcustomers*historicaldatasothatpatter
24、nsandtrendsareeasilyidentifiable.Withtheseinsights,brandscanconsiderablyincreasetheirchancesofdeliveringexperiencesthatsurpasscustomersalreadyhighexpectations.Brandscanfinallybeherent,resonant,responsive,andperceptiveinalltheirinteractions.ThefourbuildingblocksofCJMJOURNEYDESIGNANDMAPPINGVisualizean
25、ddesignthepathacustomertakesthroughtheirjourney.COHERENTPERSONA1.IZEDJOURNEYORCHESTRATIONTailorthecustomerjourneyasitmovesfromonephasetoanother.RESONANTREA1.-TIMEINTERACTIONMANAGEMENT(RTIM)Providethenext-bestactionorofferateachdecisionpointtoensurecustomerdelightRESPONSIVEPersonalizedjourneyorchestr
26、ationGoal:Tailorcustomerexperiencesforhighercustomerengagement,retention,andoverallsatisfaction:,Usetechnologytogatherandorchestratecross-channeldatarelatedtoallcustomerexperiencesandjourneys. 1.isten,understand,andrespondbasedoneventsorchangesincustomerintent. UseAI/M1.forpersonalizationtosuccessiv
27、elyimproveeveryexperience.,Respondtothechangingneedandintentofcustomersbyprovidinghighlytargetedpersonalizedexperiencesattherighttimeandontherightchannel.UNIFIEDJOURNEYANA1.YTICSAnalyzethedatafrommultiplejourneysandtouchpointstoderivebehavioralinsights.PERCEPTIVECustomerplatformsJourneydesignandmapp
28、ingGoal:Identifykeyopportunitiestodeliverseamlessexperiencesacrosseverycustomerinteractionandremovechannelboundaries: Mapcurrentinteractionsacrossthebrandstouchpoints,aswellastheuniquejourneysforeachpersona,tounderstandhowcustomersareexperiencingthebrand. Knowtheusersandidentifywhereandhowtheyarestr
29、uggling;uncoverroadblocksbyanalyzingCXtouchpoints. Determinewhichapplicationishandlingwhichinteraction. Understandcustomeractions/inactionsandtheirbrandexpectationstopreemptanddeliversuperlativeexperiences.UnifiedjourneyanalyticsGoal:Identifycriticalpointsinthejourneywhereinterventionisrequiredandle
30、arnhowtogetcustomersbackontothehappypath. Integratedataandcreatejourneydashboards;testjourneyhypothesesandtrackandoptimizeexperiencesinrealtime. Measurechanneleffectivenessatvariousjourneystages. Analyzecustomerbehavior-atacollectiveandindividuallevel-acrosschannelsandtouchpointsusingSankeydiagrams.
31、 1.earnthewhat,how,andwhenofcustomerbehaviortounderstanditsimpactonaparticularjourney.Real-timeinteractionmanagement(RTIM)Goal:Placethemostrelevantcontentinfrontofcustomers. Reactandadapttoexplicitandimplicitchangesincustomersentiment,behavior,andintentinrealtime. Usetechnologytolinkwhatthebrandpres
32、entstothecustomerwiththein-the-momentunderstandingoftheirneeds. Providecustomerswithrelevantcontentandexperiencesthatsupporttheirgivenjourney.TheroleOfsustainabilityincustomerjourneymanagementSustainabilityhasbecomeanimportantfactorthat,sinfluencingcustomersproductandservicechoices.Sincecustomersare
33、nowconsciousoftheimpacttheirpurchasinghabitshaveontheenvironment,theyexpectbrandstoOffermoreeco-friendlyoptionsthroughoutthecustomerlifecycle.ThisgradualshiftinconsumerthinkinghasforcedorganizationstoIeamhowtorecognizeemotionsrelatedtosustainablepracticesandhowtomakeitmorenvenientforcustomerstoacton
34、theirindividualsustainabilitycommitments.Organizationscanadoptseveralstrategieshere:1. Collectandanalyzecustomerdatarelatedtosustainabilitypreferencesandidentifymomentsinthejourneywheretheymattermost.2. Productinformation,productcomparisons,andpackagingandshippingoptionsareusuallygoodtopicstostartth
35、inkingaboutastheyreneededtodrivethesustainability-relatedcustomerexperiencesinthepointabove.3. Designforabroadspectrumofemotionsthatdrivesustainablechoices.Byrecognizingwhichchoicestriggerwhichemotionalreactions,brandscanappealtoindividuals*senseofpride,identity,orjoytoencouragemoree-friendlybehavio
36、rs.4. Deliveronsustainabilityacrossmultiplejourneysandinteractions-someinparallelandsomeinsequence.Macroandmicrojourneysofferanopportunitytomakesustainabilityrealforcustomersateachstageofthecustomerlifecycle.Whetherit,sbrandmessage,productdiscovery,placinganorderorunboxing/returningaproduct,keepings
37、ustainabilitytopofmindandtangibleconsistentlywillhelpbuildtrust.5. Collaboratewithsuppliersandpartnerswhosharethebrandssustainabilitymmitment.Byensuringtheentirevaluechainisalignedwithsustainablepractices,fromsourcingrawmaterialstomanufacturinganddistribution,organizationscanattractmoreenvironmental
38、lyconsciouscustomers.Totracktheactualimpactoftheseactivities,organizationsmustworkwiththeirsustainabilitycounterpartstofindouthowmuchtheyhavereducedcarbonemissions,minimizedwaterandwasteintheiroperations,andimprovedbiodiversityandproductdurability.Byreportingthesemeasurestoconsumersandsharingthedata
39、transparently,brandscangeneratepositiveemotion,trust,andloyaltythroughoutthecustomerlifecycle.Reimagingthecustomerjourneyforpicture-perfectmobileandwebexperiencesAglobalinnovatorandproviderofdigitalimagingproductstobusinessesandconsumerswantedtocloselyexaminethevariouscustomerdecisionpointsalongtheb
40、uyingjourney.Theobjectivewastobetterunderstandcustomerpersonasandactionsacrossbothe-commerceandmobilechannels.Atthesametime,thebrandalsowantedtocreateconsistent,scalableuserinterfacesthatwouldgivecustomersmultiplepathwaysintotheshoppingjourney,dependingonindividualgoals.UsingourDCXFoundry,whichinclu
41、desasetofuniquemethodologiesandenablersgearedtowardmeetingmodemCXchallenges,Capgeminiconductedadiscoveryandexperiencemappingworkshop.Ourexperienceddesigners,CXarchitects,andbusinessanalystshelpedthebrandlaythefoundationforacustomer-centricapproachthatfocusedondeliveringtheintendeduserexperiencetoeve
42、rytouchpoint.DesignauditsthenledtoheuristicevaluationsforA/Btesting.Basedoninsightscapturedduringtheworkshop,thebrandwasabletoconsidermanypossiblecustomerjourneyscenariosandfindtherightangletorefinenext-bestactions-acrosstheawareness,consideration,buy,andusephases.Withasharpercustomerexperience,ourc
43、lienthasalreadyseena9%salesincrease,an11%riseinnewusers,anda10%revenueboost.Aspartofongoingsupport,userresearch/usabilitystudiesondesktopandmobileclick-throughrateshelpinfluencetheroadmapforfutureenhancements.ThebenefitsofunderstandingcontextatthemomentofengagementByactivatingandorchestratingthefour
44、CJMbuildingblocksasoneintegratedproposition,brandscandeliverimpactfulcustomerexperiences.Improvecustomerdelight.Byengagingwithcustomersattherightmomentsandprovidingthemwithrelevantcontent,businessescanguidethemtotherightproductorservicethatsatisfiestheirneeds.Reinforceexperience.Byidentifyingpainpoi
45、ntsandareasoffriction,aswellasopportunitiestocreatepositiveexperiences,businessescanoptimizetheCustomerjoumeyforhigherlevelsofenjoymentandpossiblyloyalty.Drivebusinessgrowth.1.oyalcustomersaremorelikelytomakerepeatpurchasesandrecommendthebrandtoothers,therebyexpandingthecustomerbase.Keepmorecustomer
46、shappy.Spottingmomentswhencustomersareatriskofchurniscrucialforretainingthem.Bytakingtimelyandtargetedactions,businessescanaddresscustomerconcernsandprovideappropriatesolutions,whichwillhelpbuildlong-termrelationships.Deliverchannel-lessexperiences.Puttingthecustomerattheheartofoperationscanchangeho
47、wbrandsthinkandorganizetosolvefrictionpointscustomersencounterontheirjourneys.Alignbusinessobjectives.Byensuringconsistencyacrossdifferentteamsandtouchpointswithintheorganization,abusinesscanoperateasonehesivebrand,strengtheningitsreputationwitheveryinteraction.Embracingthejourneyofcontinuousrefinem
48、entBemingabrandthatslaser-focusedonimprovingcustomerexperiencetobuildloyalty,revenue,andtrustcantbeachievedovernight.Ifsanongoingjourneythatputscontinuousproductandexperienceimprovementatitscore.Thatjourneybeginswithdata,mergingwhatsavailable(online,offline,andacrosszero-tothird-partydata)andidentifyinggapsthatmightneedtobeclosed.Thetried-and-testedwayforwardistostartsmallandonspecificpainpointsratherthantryingtoresolveeverythingatonce.Afterthis
