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1、State of Digital Customer ExperienceHow Generative AI and Personalization Are Transforming the Digital Customer Experience LandscapeState of Digital Customer Experience2Executive summaryCustomer expectations and preferences are changing at unprecedented ratesa reality that presents executives with e

2、normous opportunities and challenges.The solution is clear in theory:“Think about what makes experiences just a little bit better for customers,”says Amelia Dunlop,chief experience officer at Deloitte Digital.“Focus on elevating the human experience.”Executing that vision is not easy in a world of c

3、onstant change.Personalization and relevance are top of mind for customers,who at the same time demand that brands respect their privacy,ensure their security,and maintain the human touch in an increasingly digitized world.Meanwhile,generative AI continues to raise the stakes for brands competing in

4、 an already tight market as companies and people around the world race to adopt the technology.But these challenges are not insurmountable.Customer experience fundamentals like having a unified vision for the business,a leader and team focused on the end-to-end customer experience,and an agile and m

5、odern tech stack can put companies ahead of their competitors.Oxford Economics and Adobe surveyed executives and customers around the world to better understand the current state of customer experience.We also interviewed executives from a range of B2B and B2C companies.Our research shows that execu

6、tives have big plans to position their businesses to thrive in this new world,but critical gaps in their strategies remain:Businesses are still building up their customer experience frameworks and tech stacks.Personalization is essential,but customer experiences must be relevant and secure as well.E

7、xecutives underestimate the experiences that really drive their customer away,and how much empathic problem-solving can turn negative interactions into positive ones.Executives and customers have high expectations for generative AI,as long as ethical and security concerns are sufficiently addressed.

8、Businesses that prioritize the customer experience are reaping the rewards.Compared to others,these CX leaders have experienced higher rates of growth over the past three years than their counterparts in key performance metrics like:+23%new customer acquisition +18%lead generation +17%referral rate

9、+12%repeat business +9%profit per customer or accountBusinesses can boost performance by building a modern tech stack that includes capabilities like unified customer data,personalized content that can be activated through connected or real-time channels,and agile content and digital asset managemen

10、t.State of Digital Customer Experience3Research methodologyOxford Economics,in partnership with Adobe,conducted surveys of 1,500 executives and 4,000 customers from 13 countries.Our customer survey included 1,000 respondents responsible for B2B purchasing decisions at their companies.The executive s

11、urvey was fielded via computer-assisted telephonic interviewing(CATI),and the customer survey was fielded online.Responses were collected from June to August of 2023.To augment our survey findings,we conducted in-depth interviews with executives across industries to understand how their companies ap

12、proach the entire customer experience journey,including any plans to integrate generative AI into their current customer experience tech stack.Executive and customer demographicsOther industries include energy,manufacturing,consumer goods and services,and more.Percentages might not add to 100%due to

13、 rounding.Financial services and insuranceHigh techMedia,entertainment,and communicationsProfessional servicesHealthcareRetailOther40%10%5%5%5%5%5%5%5%5%3%3%3%13%13%13%13%13%13%Executive industry breakdownUnited StatesCanadaUnited KingdomFranceJapanAustralia/New ZealandIndiaGermanyItalySpainSingapor

14、eThailandMalaysia20%State of Digital Customer Experience4The current customer experience landscape It would be hard to find an organization that does not focus on the customer85%of the executives we surveyed say improving the customer experience is a top or significant business priority.Unfortunatel

15、y,many are not operating around that imperative.For example,about two-thirds of executives say they have well-established customer experience goals and targets that are communicated to their employees,but fewer have followed through with concrete actions like establishing a dedicated customer experi

16、ence budget or unified company vision.This oversight shows.Nearly two-thirds of customers report a lack of consistency across experiences from initial product or service exploration via digital channels to customer service within the same organization.This shortfall is significant,as 70%also emphasi

17、ze the importance for an organization to deliver a unified,seamless experience at any point of interaction,whenever they interact with it.Figure 1.Organizations customer experience focus is emerging.Q.Which of the following components of a customer experience framework does your organization have in

18、 place today?Select all that apply responses from executives.Well-established customer experience goals and targets that are well communicated to employeesA designated end-to-end customer experience teamA dedicated customer experience budgetDistinct,team-specific customer experience goalsA designate

19、d customeror experience officer66%56%55%53%44%State of Digital Customer Experience5Customers are in luck,though,as executives say change is coming fast.Many businesses expect to improve their customer experience plans within the next 12 months49%plan to implement distinct approaches to different cus

20、tomer segments,and 47%plan to invest in breaking down organizational silos to enhance experiences across the customer journey.These changes will require the right tools and technologies.Fundamental tech stack elements that support customer experience strategies are well established today,but advance

21、d capabilities that could enable personalization at scale have yet to take root.For Eran Levy,director of customer success and CX operations at Cisco,making sure customers experience a unified vision across the organizations new and old technologies is crucialand the tech stack is where it all begin

22、s.“We have thousands of different products,and being almost 40 years in business,some are new,but others may be old,”he says.“Our ability to use the tech stack as the interaction between what we sell and how we respond or provide that experience depends a lot on standardizing itbringing the old stuf

23、f with the new stuff and making sure they have similar experiences everywhere.”“Our ability to use the tech stack as the interaction between what we sell and how we respond or provide that experience depends a lot on standardizing itbringing the old stuff with the new stuff and making sure they have

24、 similar experiences everywhere.”Eran Levy,Director of Customer Success and CX Operations at CiscoFigure 2.Businesses have opportunities to expand the tools they use to drive digital customer experiences.Q.Which of the following tech stack elements does your organization have in place to support the

25、 customer experience today?Select all that apply responses from executives.Customer data managementWork/project managementEmail/outbound marketingAudience/segmentationContent management(e.g.,CMS)Lead managementDigital asset managementCustomer/marketing analyticsDigital commercePersonalization engine

26、(s)Marketing automation78%78%70%64%58%56%55%54%47%46%43%State of Digital Customer Experience6Executives must drive several improvements over the next year to achieve their customer experience goals.Just under half plan to invest in applying better better data insights(48%)and driving better integrat

27、ion of their tech stack(44%)to improve customer experience delivery across the organization.In his efforts to transform his own companys CRM,Pranay Sinha,vice president of customer engagement solutions at Cencora(formerly AmerisourceBergen),is relying on these tech stack elements to simplify and per

28、sonalize his customers experiences.“You need to have the right dataset to parse your customers,and then intelligently use these technologies to take the best advantage of the managed and learned dataset.”Mr.Sinhas strategy is supported by our findings,as wellat least half of businesses that have dep

29、loyed tech-enabled capabilities like dynamic audience segmentation and marketing automation have already reported improvements in customer satisfaction,loyalty,and retention.Customer experiences are improving In 2020,customers around the world were forced to embrace digital experiences almost overni

30、ght as companies quickly built and scaled their digital capabilities in response to the pandemic.These rapid digital transformation efforts were not without their challenges,but customers report having better experiences now.For example,many say the past three years have brought improvements in the

31、following areas:The ability to adjust preferences quickly and easily(51%)The seamless usability of brands platforms and apps(50%)The consistency of personalization between online and in-store experiences(49%)The frequency of contact efforts(46%)The use of relevant or preferred channels in marketing

32、activities(44%)The relevance of ads to their needs and interests(42%)With the exception of price,for which 41%cite worsened experiences,less than one-fifth say any of these aspects of their customer experience has worsened over the past three years.Key takeawayBuilding a mature customer experience f

33、ramework and integrated tech stack is critical.Executives who have improved their customer experience delivery across the customer lifecycle have enhanced their capabilities with data,segmentation,and automation of digital touchpoints.State of Digital Customer Experience7Orienting business prioritie

34、s with customer expectations First impressions matter,especially digital ones at the beginning of the customer journey.Impersonal marketing content,complicated websites,and the use of irrelevant channels for marketing activities can quickly end the customer journey when it is just getting underway.B

35、usiness priorities are well-aligned with these realitiesmost executives are highly focused on the earliest stages of the customer experience journey,initial discovery and product or service exploration.Yet executives must also take into account the remaining stages of the experience lifecycle,like p

36、roduct or service use and implementation(fig.3).While price and quality are top of mind for customers,other aspects such as customer support and data security contribute heavily to favorable experiences.Executives understand the importance of these features,though our research uncovered critical gap

37、s between executive perceptions and customer needs.Businesses often focus on competitors when they should care more about the quality of their own products and services.Our customer survey shows low tolerance for faulty products,delays in service,or inflexible subscriptions and services(fig.4).Figur

38、e 3.Executives and customers agreethe beginning of the experience journey is critical.Q.Which of the following stages is your organization most focused on today in its efforts to provide the best overall customer experience?Top ranked responses from executives.Q.Which of the following stages do you

39、feel is most impactful on your impression of the overall experience you have with an organization?Top ranked responses from customers.Initial searching or discovery29%29%Product or service exploration40%23%Product or service implementation or use15%10%Customer support10%13%Renewals or upgrades5%3%EX

40、ECUTIVE RESPONSESCUSTOMER RESPONSESReturns or cancellations1%2%State of Digital Customer Experience8Figure 4.Executives underestimate what drives their customers away.Q.Which of the following scenarios do you believe would most likely cause a customer to stop interacting with your organization or sw

41、itch to a competitor?Select top three.Responses from executives.Q.When considering your digital experiences only,how likely are you to stop interacting with an organization as a result of the following scenarios?“Very likely”and“Somewhat likely”responses from customers.Key takeawayBusinesses are rig

42、htfully focused on the early stages of product or service discovery and exploration,where relevant digital experiences are a must.But executives should take into account the entire customer experience and address even negative interactions with personalized,empathetic engagements.The total experienc

43、e is more valuable than the results of individual stages.Faulty productsDifficulty cancelling,pausing,or changing a subscription or serviceFrequent delivery or service delaysA negative customer service experienceA competing brand delivers a superior customer experienceA competing brand releases a su

44、perior feature,product,or serviceLack of transparency over how data is usedExperiences that are more personalized than a customer is comfortable withCustomersExecutives73%22%65%26%60%31%60%25%58%36%54%35%54%34%47%33%Negative interactions can transform into positive experiencesproblem-solving is a ch

45、ance to leave a good impression Executives should take note that while negative experiences are inevitable,they are not necessarily disqualifying.In fact,they can be seen as opportunities to rebuild customer loyalty.Roughly half of customers say a positive experience was memorable because an issue w

46、as resolved quickly and satisfactorily,and a similar amount say they have tried to stop interacting with an organization but changed their minds after a good customer experience.Equipping the whole organization with the right data and tools to provide customers relevant and personal interactions is

47、critical.State of Digital Customer Experience9A memorable experience is a personalized oneMost customers in our survey report at least one positive,memorable experience in the past six monthsand the more frequently they interact with an organization,the more likely they are to remember these experie

48、nces.Many of these positive experiences are a result of personalization.While scaling personalization is worth the investment,doing so is not an easy task.When it comes to delivering positive experiences,businesses especially struggle in personalizing marketing content and building usable apps and p

49、latforms.Figure 5.Customers remember personalized experiences.Q.What made your positive experiences memorable?Select all that apply.Responses from customers.Figure 6.Personalization is easier said than done.Q.How challenging is it for your organization to effectively deliver positive experiences to

50、your customers in each of the following areas?“Prohibitively,”“Significantly,”and“Moderately”challenging responses from executives.48%46%46%36%34%The customer service representative I was speaking with was kind,patient,and/or empathetic.My experience felt highly personalized.My in-person experience

51、was enjoyable.The channel the brand used to reach me was the one I preferred.The ad or marketing content was relevant to my needs and interests.Personalization of marketing content to customer needs and interestsSeamless usability of the brands platform or appThe ability to quickly and easily adjust

52、 customer preferencesQuality of the product or serviceFrequency of contacting efforts Use of relevant/preferred channels in marketing activities68%Key takeawayInvestments in data insights and content creation-to-activation technology will pay dividends for organizations struggling to deliver the per

53、sonal,digital customer engagements expected today.66%65%58%55%53%State of Digital Customer Experience10Leverage technology and data to build trustThere are many ways to improve personalization efforts,including predictive analytics and dynamic audience segmentation.Yet fewer than half of executives

54、have ongoing or completed deployments of these capabilitiesperhaps because the speed of technological change is considered a challenge by 70%of respondents.Personalization at scale requires data and insights,content,customer journey orchestration,real-time activation across channels,and seamless wor

55、kflows across teamsall of which take time to optimize.Currently,at least half of businesses find inaccurate data(56%)and restrictions around data collection(50%)to be most prohibitive to their personalization efforts.Companies also must balance personalization and over-familiaritywhile 62%of custome

56、rs want their in-person experiences to be as personalized as their digital ones,half say hyper-personalized experiences feel like a violation of their privacy.Trust is essential for positive experiences.But in most industries,less than half of respondents strongly or completely trust companies to en

57、force ethical practices around data privacy and data-sharing.For Sundeep Kumar,executive director of technology at Morgan Stanley,trust is a competitive differentiator.“Customers expect us to tell them how we secure their data to make them feel more confident about their interactions,”he says.“This

58、is our highest priority.”Businesses must adapt to a world in which customers are increasingly aware of the risks they face when sharing their data with companies.In fact,customer unwillingness to share data inhibits personalization efforts at over half of surveyed companies.Executives should do more

59、 to restructure data governance policies and hire employees with security and privacy expertise,but less than half have done so.Three out of five customers would likely stop interacting with a brand due to a lack of transparency around data use.“At the end of the day,you cant elevate anyones experie

60、nce if they dont trust you,”says Ms.Dunlop of Deloitte Digital.But personalization benefits are worth the effort.Of those that have started scaling their personalization efforts across their business,nearly half have improved their brand reputation,customer satisfaction,loyalty and retention,and pro

61、duct and service quality.Key takeawayThe benefits of getting personalization right range from improved brand reputation to increased customer satisfaction and loyalty.But brands that balance trust with personalization will win out over those that do not.48%Figure 7.Personalization at scale is hard t

62、o achieve without key tools and technologies.Q.To what extent has your organization integrated the following capabilities into your customer experience efforts?“Full deployment”and“Ongoing deployment”responses from executives.42%39%35%42%Machine learningIntelligent/dynamic audience segmentationMarke

63、ting automationPersonalization at scalePredictive analyticsState of Digital Customer Experience11Preparing for generative AISuddenly,generative AI is everywhere.Executives are excited about the potential business benefits.It is the same transformation that the internet brought when it came,or maybe

64、when Ford created the automobile,”says Mr.Sinha of Cencora.“If somebody is not taking it seriously,I think they will be left behind.”Meanwhile,customers are cautiously optimistic about the technologythey believe in its potential to improve their overall experiences but are not convinced organization

65、s will implement AI that meets their needs consistently,ethically,and at scale.Executives must move quickly to roll out generative AI without rushing through essential steps,like hiring the right talent,partnering with experts to guide their rollout,and creating policies around the use of the techno

66、logies.Otherwise,they risk losing their customers trust and support.Yet few have started on these efforts,despite big plans for the futureless than one-fifth of executives have started integrating generative AI in their customer experience efforts,however 52%expect to leverage it within the next 12

67、months.Figure 8.Customer excitement for generative AI comes with some concerns as well.Q.How likely do you think the use of generative AI and other advanced technologies will lead to the following scenarios when interacting with organizations?“Very likely”and“Somewhat likely”responses from customers

68、.Figure 9.Businesses must do more to prepare for generative AI.Q.Which of the following steps has your organization taken,or does it plan to take,to prepare for its adoption of generative AI?“Completed”and“Ongoing”responses from executives shown.33%24%21%20%19%16%15%13%11%10%Digital experiences will

69、 be more personalized.56%Customer support will be quicker.54%Decisions about my data will be made without my consent.57%Organizations will not take the steps needed to build ethical AI tools and systems.54%Research case studies in my industryHire new talentConduct consumer surveys on AI interestBrie

70、f senior leadership on the implications for our organizationExamine our technology infrastructure to check feasibilityEstablish new relationships with technology partners or consulting firms to guide our journeyEarmark a dedicated budget for AI initiativesCreate an internal strategic working group t

71、o decide on internal use of generative AI applicationsEstablish upskilling initiatives to work with generative AICreated new internal policies on how generative AI applications are permitted to be usedState of Digital Customer Experience12Business plans for generative AI vary,but most are using or p

72、lan to use the technology to support the attraction of new customers(81%),campaign planning(79%),experience creation(75%),audience definition(73%),campaign performance measurement(69%),and experience delivery(66%).This aligns with the top focus areas uncovered by our research,including efforts to pe

73、rsonalize marketing content and improve digital experiences in the early stages of the buyers journey.A majority(79%)of executives are also currently using or plan to use generative AI for customer supportfar more than any other stage of the customer experience journey.This might help them improve s

74、upport response times,a top pain point for customers across industries,but businesses must incorporate the empathy that customers expect when interacting with customer support representatives.In fact,a top reason for a positive,memorable experience is speaking to a kind,patient,and empathetic custom

75、er service representativean experience that can certainly be supported,but not replaced,by generative AI.This does not mean customers lack enthusiasm for the technology.About one-third prefer AI-enabled interactions while exploring products or services,and 45%want to have the option for both human a

76、nd AI-enabled interactions at this stage.Ms.Dunlop of Deloitte Digital believes that the omnichannel and multi-modal approach to customer experience improvements requires AIbut only if empathy for customers is considered at a broad,human level.“How do we grow to be more human,to demonstrate more emp

77、athy?I think businesses have a role to play in leading the use of AI in ways that allow us to be more human at scale,allow us to deliver better human experiences,”she says.“Those are the things that a business leader should be thinking about when it comes to their adoption of generative AI.”Figure 1

78、0.Customers welcome most AI-enabled interactions,but customer support still needs the human touch.Q.Do you prefer to interact with a human or AI technology for the following experiences?Responses from customers.I prefer human interactionsI prefer AI-enabled interactionsI would like to have both opti

79、onsProduct/service explorationProduct/service implementation or useDecision-making or purchaseReturns or cancellationsCustomer support45%32%23%32%28%40%36%22%43%32%25%44%31%19%50%Percentages might not add to 100%due to rounding.Less than one-fifth of executives have started integrating generative AI

80、 in their customer experience effortshowever,52%expect to leverage it within the next 12 months.State of Digital Customer Experience1365%62%59%57%57%55%55%55%52%47%46%Overcoming generative AI roadblocksExecutives encounter a wide range of barriers to adopting generative AI based on the unique circum

81、stances of their business,but time to implementation is a top challengeand no company,including a large and well-established one,will be immune to this pressure.Figure 11.Various challenges emerge in the race to adopt generative AI.Q.To what extent have the following factors acted as barriers to the

82、 implementation of generative AI within your organization?“Large barrier”and“Medium barrier”responses from executives.“The level and speed of engagement is significantly faster today than it has ever been.”Geert Leeman,Chief Revenue Officer at SAP,Customer ExperienceTime to implementationLack of tec

83、hnological maturityLength of the expected ROIRegulatory requirementsCompatibility with existing systemsCustomer resistanceSecurity concernsInability to keep consistent with brand standardsLack of available skills in the workforceLack of support from leadershipThe cost of technology upgradesState of

84、Digital Customer Experience14“The level and speed of engagement is significantly faster today than it has ever been,”says Geert Leeman,chief revenue officer at SAP,Customer Experience.He adds that this is especially the case given recent breakthroughs in artificial intelligence,and that todays custo

85、mer experience challenges are compounded by overwhelming amounts of data that lack insight.“Theres no more time,and the time to consume data is costly.Serving data with insight and action is whats going to make a difference in the next couple of decades,and those who play strongly in these domains w

86、ill be the winners.”Despite the nascency of the technology,many businesses that have started deploying generative AI in their customer experience efforts are already noting improvements in their business performance and reputationand in the quality of their data insights.Figure 12.Generative AI is a

87、lready delivering on its promises.Q.To what extent has your organization realized direct benefits from its generative AI capabilities?“Transformative benefit”and“Significant benefit”responses from executives that have deployed generative AI.Saving our teams time in their day-to-day responsibilitiesI

88、ncreased personalization of offeringsIncreased security around privacy and preferencesScaling content creation34%34%33%32%28%27%27%24%Increased innovation of existing products and servicesCreated new revenue streamsCreated new business modelsIncreased the quality of insights extracted from customer

89、dataState of Digital Customer Experience15Emphasis on the total customer experience is a game-changerOur analysis of the executive survey has identified a small group of organizations that place an increased emphasis on the customer experienceand outperform others as a result.In order to qualify,the

90、se companies must say improving the customer experience is a top priority for their business and that adaptable CX is a core business focus.They must also have established key components of their customer experience framework and tech stack.Figure 13.Businesses that prioritize the customer experienc

91、e outperform others on key metrics.Q.Over the past three years,how has your organizations performance across the following measurements changed?Relative difference in average percentage change between CX leaders and others.The payoff is clear.On average,these companies reported higher performance th

92、an others across a range of customer experience metrics.CX leaders report higher growth than others on key metrics+23%New customer acquisition+18%Customer lead generation+17%Referral rate+12%Rate of repeat business+9%Profit per customer or accountState of Digital Customer Experience16Final perspecti

93、ve:Start today Executives can take key steps to bridge the gap between their customers expectations and experiencesand position their businesses for success in the years to come:Strengthen your customer experience framework and tech stack.Create a unified customer experience vision for the entire bu

94、siness.Establish and clearly communicate customer experience goals and targets to employees.Invest in a modern tech stack that can deliver unified customer data;real-time activation across channels;streamlined content development and deployment capabilities;agile content management across websites,m

95、obile,and apps;and marketing automation to personalize digital experiences throughout the entire customer journey.Businesses must be structured in a way that supports the customer experience both within and across functions to meet customer demands for unified experiences at all stages of their jour

96、ney.Invest in technologies and data practices that enable personalization at scale,unify the experience journey,and provide the human touch to customer experiences.Implement unified customer profiles,dynamic audience segmentation,and marketing automation.These are no longer considered nice to haveth

97、ey are essentials for companies that want to create human-centered experiences.Maintain data quality and connectivity to make the most out of your technology investments.Analyze and unify data with an eye toward driving a seamless end-to-end customer experience.Businesses that have invested in these

98、 capabilities are already reaping benefits ranging from improved customer satisfaction and loyalty to increased internal efficiency and security.Create a responsible plan to include generative AI in your customer experience roadmap.Establish internal working groups and company-wide policies to unify

99、 your companys generative AI strategy.Prioritize transparency,data security and privacy,safety protocols,and bias minimization.Partner with experts focused on the ethical and commercially safe use of generative AI to help optimize use of the technology while minimizing resistance from customers.Keep

100、ing up with the pace of technological change remains a challenge for all types of businessesand the costs of falling behind,or haphazardly rolling out new technologies,are too big to ignore.Learn more about how you can implement the personalization and generative AI strategies found throughout this

101、report.State of Digital Customer Experience17About Adobe and Oxford EconomicsAbout AdobeWe empower everyone to create impactful digital experiences.For decades,our products have helped our customers build the worlds best brands.But theres more to customer experience than a well-designed app,ad,or we

102、bpage.Our comprehensive portfolio of customer experience products and services helps businesses put every customer interaction in context,understand what each customer needs right now,and then quickly design and deliver digital experiences that build customer loyalty and drive business success.About

103、 Oxford Economics Oxford Economics is a leader in global forecasting and quantitative analysis.Our worldwide client base comprises more than 2,000 international corporations,financial institutions,government organizations,and universities.Headquartered in Oxford,with offices around the world,we empl

104、oy 550 staff,including 350 economists and analysts.Our best-in-class global economic and industry models and analytical tools give us an unmatched ability to forecast external market trends and assess their economic,social,and business impact.Adobe and the Adobe logo are either registered trademarks or trademarks of Adobe in the United States and/or other countries.