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1、DATA SNAPSHOTDATA SNAPSHOTThe State of Customer Experience Management,2024James Scutt,XMPPrincipal XM CatalystTalia QuaadgrasResearch Program ManagerMay 2024Copyright 2024 Qualtrics.All rights KEY FINDINGS IN THIS REPORTTo understand the current state of customer experience(CX)management,Qualtrics X

2、M Institute surveyed 234 CX practitioners about their organizations CX efforts.As part of this study,we also asked them to complete our CX Competency and Maturity Assessment and XM-Centric Culture Assessment.From our analysis,we found that:+Over two-thirds of organizations remain in the first two st

3、ages of CX Maturity.Seventy-one of practitioners rated their CX Maturity as either Stage 1:Investigate(41%),or Stage 2:Initiate(30%).Eighteen percent say their organization is in the third stage of maturity(Mobilize),while 2%have achieved the fifth stage:Embed.Use the Customer Experience(CX)Maturity

4、 Assessment to evaluate your organizations CX skills and competencies.+Most organizations have cultures that can nurture XM adoption.Forty percent of CX practitioners say their XM-Centric Culture Level is nurturing or very nurturing,according to the XM-Centric Culture Assessment.Meanwhile,23%of orga

5、nizations have an inhibiting culture,which may prevent XM practices from taking hold.+CX Leaders enjoy better business outcomes.Compared to CX Laggards(Maturity Assessment scores below the median),CX leaders are more likely to report that their CX programs have significantly improved key business ou

6、tcomes for their organization,including customer retention,cross-selling,employee retention,and cost reduction.They are also more likely to describe their organizations financial results as somewhat or significantly better than competitors(63%vs 40%).+Other competing organizational priorities is the

7、 top obstacle to CX success.Both CX leaders and CX laggards cite this as a significant obstacle to CX success,with laggards citing it 16 points more frequently than leaders.The largest gap between obstacles selected by CX leaders and laggards was for unclear return on investment(34-point difference.

8、)Executive SummarySTUDY KEY FACTS 234 CX professionals from companies with 1,000+employees Sourced through the XM Institute network Conducted in Q1 2024Copyright 2024 Qualtrics.All rights STUDY OVERVIEW The data for this report comes from an CX practitioner study that Qualtrics XM Institute conducte

9、d in the first quarter of 2024.Using an online survey,XM Institute collected data from 234 CX practitioners from organizations with 1,000 or more employees.XM Institute surveyed CX management practitioners connected through our subscriber list for our monthly newsletter,through members of XM Pros(Ex

10、perience Management Professionals community),and other professional networking sites.The State of Customer Experience Management,2024FIGURES IN THE REPORT1.CX Maturity Assessment2.CX Maturity3.XM-Centric Culture Assessment4.XM-Centric Culture Level5.XM-Centric Culture Levels:Leaders vs.Laggards6.Pri

11、ority of Improving XM Areas7.Executives and Customer Experience8.Executive Support:leaders vs.Laggards9.CX Coordination10.Centralized CX Groups11.Channel Experience12.Interaction Quality:Leaders vs.Laggards13.CX Metrics and Customer Listening Posts14.Listening Effectiveness15.Core CX Metric:Leaders

12、vs.Laggards16.Listening Elements:Leaders vs.Laggards17.CX Technology,Competency,and Culture18.Obstacles to CX Success19.CX Obstacles:Leaders vs.Laggards20.Momentum of AI-Powered Analytics Tools21.Momentum of CX Technologies for Driving Action22.Business Outcomes:Leaders vs.Laggards23.Financial Resul

13、ts:Leaders vs.Laggards24.MethodologyCopyright 2024 Qualtrics.All rights CX Maturity AssessmentCopyright 2024 Qualtrics.All rights ABOUTKEY TAKEAWAYS+The CX Maturity Assessment creates a numerical rating for customer experience competencies based on the extent to which each of the 20 CX skills is dem

14、onstrated.+Respondents self-assess how well their organization has adopted each of the CX Skills.This data is used to calculate a score for each CX Competency.+The Six Competency scores determine an overall maturity score.To what extent does your organizations CX program demonstrate the following be

15、haviors(“1”to“5”)?1:Never2:Infrequently3:Sometimes4:Almost Always5:AlwaysRatings of CX competencies(average scores)Less than 2.60:Very Weak2.60 to 3.29:Weak3.30 to 3.89:Adequate3.90 to 4.49:Strong4.50 to 5.00:Very StrongStep 1:Provide a numerical rating for all 20 CX skills based on this criteriaSte

16、p 2:Calculate scores for each of the six competencies based on the average score of the related skillsMaturity stage(total score)6 to 14:Stage 1:Investigate15 to 18:Stage 2:Initiate19 to 22:Stage 3:Mobilize23 to 26:Stage 4:Scale27 to 30:Stage 5:EmbedStep 3:Calculate the overall CX maturity score by

17、adding together the scores from the individual competenciesBase:Base:234 CX practitioners from orgs with 1,000+employeesSource:Source:Qualtrics XM Institute Q1 2024 CX Practitioner SurveyCX Maturity+Forty-one percent of respondents rated their organization in the Investigate stage,the first stage of

18、 CX maturity,while 2%of organizations achieved the fifth stage,Embed.+Respondents most often rated their organization to be strong or very strong in the Lead competency,and least often for the Disrupt(10%)and Realize(11%)competencies.Copyright 2024 Qualtrics.All rights 41%30%18%9%2%Stage 1:Investiga

19、teStage 2:InitiateStage 3:MobilizeStage 4:ScaleStage 5:EmbedStages of CX MaturityABOUTKEY TAKEAWAYSCX Competency Ratings6%7%9%13%12%7%17%11%18%14%15%17%12%30%28%33%29%21%25%49%43%34%41%50%40%LeadRealizeActivateEnlightenRespondDisruptVery strong Strong AdequateWeakVery weakBase:Base:234 CX practition

20、ers from orgs with 1,000+employeesSource:Source:Qualtrics XM Institute Q1 2024 CX Practitioner SurveyXM-Centric Culture AssessmentCopyright 2024 Qualtrics.All rights ABOUTKEY TAKEAWAYS+The XM-Centric Culture Assessment creates a numerical rating for cultural attributes based on the extent to which 1

21、2 characteristics are demonstrated.+Respondents self-assess how well their organization has adopted each of the characteristics.This data is used to calculate a score for each category and an overall total score.To what degree does your organization demonstrate these characteristics(“1”to“5”)?1:Neve

22、r2:Infrequently3:Sometimes4:Almost Always5:AlwaysStep 1:Provide a numerical rating for 12 Culture characteristics based on this criteriaRatings of culture categories(total scores)Less than 5:Very Inhibiting5 to 7:Inhibiting8 to 10:Neither Inhibiting nor Nurturing11 to 13:Nurturing14 or 15:Very Nurtu

23、ringStep 2:Calculate scores for each of the four attributesbased on the total score of the related characteristicsCulture Level(overall score)Less than 24:Very Inhibiting24 to 32:Inhibiting33 to 41:Neither Inhibiting nor Nurturing42 to 50:Nurturing51 or higher:Very NurturingStep 3:Calculate the over

24、all XM-Centric Culture Level by adding together the scores from the individual attributesBase:Base:234 CX practitioners from orgs with 1,000+employeesSource:Source:Qualtrics XM Institute Q1 2024 CX Practitioner SurveyXM-Centric Culture Level+Forty percent of respondents rated their organizations XM-

25、Centric Culture level to be nurturing or very nurturing,while just 23%rated theirs to be inhibiting or very inhibiting.+Respondents most frequently identified a nurturing Purpose-Led culture,in which people make decisions consistent with a well-understood mission and set of values.Copyright 2024 Qua

26、ltrics.All rights 3%20%37%32%8%Very InhibitingInhibitingNeither Inhibiting nor NurturingNurturingVery NurturingXM-Centric Culture LevelABOUTKEY TAKEAWAYSXM-Centric Culture Attributes12%6%6%11%28%30%30%25%45%47%41%44%13%15%22%18%Evidence-BasedChange-MindedHuman-CentricPurpose-LedVery nurturingNurturi

27、ngNeither inhibiting nor nurturingInhibitingVery InhibitingBase:Base:234 CX practitioners from orgs with 1,000+employeesSource:Source:Qualtrics XM Institute Q1 2024 CX Practitioner SurveyXM Centric-Culture Levels:Leaders vs.LaggardsXM-Centric Culture Level5%41%41%13%1%1%3%34%48%14%Very InhibitingInh

28、ibitingNeither Inhibiting norNurturingNurturingVery NurturingCopyright 2024 Qualtrics.All rights +Sixty-two percent of CX Leaders enjoy a nurturing or very nurturing XM-Centric Culture Level,compared to just 14%of CX Laggards.+Just 4%of CX Leaders have an inhibiting or very inhibiting Culture Level,

29、compared to 46%of CX laggards.ABOUTKEY TAKEAWAYSCX LeadersCX LaggardsBase:Base:234 CX practitioners from orgs with 1,000+employeesSource:Source:Qualtrics XM Institute Q1 2024 CX Practitioner Survey21%16%10%18%43%38%38%45%25%28%33%31%11%18%19%6%ProductexperienceBrandexperienceEmployeeexperienceCustom

30、erexperiencePriority of Improving XM AreasWhat priority does your organization put on improving the following:+Product experience is the most likely to receive critical or significant priority amongst respondents organizations(64%),followed by customer experience(62%).+Employee experience receives t

31、he least emphasis from organizations,with 48%placing more than moderate priority on this area.+Customer experience is least likely to receive just minor or entire lack of priority,at just 6%.Copyright 2024 Qualtrics.All rights Base:Base:234 CX practitioners from orgs with 1,000+employeesSource:Sourc

32、e:Qualtrics XM Institute Q1 2024 CX Practitioner SurveyCritical prioritySignificant priorityModerate priorityMinor/Not a priorityABOUTKEY TAKEAWAYSExecutives and Customer Experience4%9%22%46%19%Not at allVery weaklyWeaklyStronglyVery strongly+Thirty-eight percent of organizations surveyed do not hav

33、e a senior executive in charge of CX across all products and channels.+More than half of respondents perceive their company leader as a strong or very strong champion for CX.Copyright 2024 Qualtrics.All rights To what degree does your CEO(or the executive in charge of your organization)act as an act

34、ive champion for customer experience?38%5%4%4%15%34%We do not haveoneLess than sixmonthsSix to 11 months12 to 17 months18 to 36 monthsMore than 36monthsHow long,if at all,has your organization had a senior executive in charge of customer experience across products and channels?ABOUTKEY TAKEAWAYSBase

35、:Base:234 CX practitioners from orgs with 1,000+employeesSource:Source:Qualtrics XM Institute Q1 2024 CX Practitioner SurveyExecutive Support:Leaders vs.LaggardsTo what degree does your CEO(or the executive in charge of your organization)act as an active champion for customer experience?Copyright 20

36、24 Qualtrics.All rights +Eighty-six percent of CX leaders say their CEO strongly or very strongly acts as a champion for CX,while only 44%of CX laggards say the same.ABOUTKEY TAKEAWAYSCX LeadersCX Laggards4%2%8%55%31%Very stronglyStronglyWeaklyVery weaklyNot at all4%12%40%35%9%Base:Base:234 CX pract

37、itioners from orgs with 1,000+employeesSource:Source:Qualtrics XM Institute Q1 2024 CX Practitioner SurveyCX CoordinationCopyright 2024 Qualtrics.All rights 0%12%39%28%21%There are currently no customerexperience efforts underwayThere are limited efforts underway indifferent parts of the companyTher

38、e are significant efforts underwayacross the company with minimalcoordination across themThere are significant efforts underwayacross the company with significantcoordination across themThere are significant efforts acrossthe company that are being driven by acentralized customer experience groupWhi

39、ch of the following best describes the customer experience efforts within your company?ABOUTKEY TAKEAWAYS+Eighty-eight percent of respondents describe the CX efforts within their company as significant.Thirty-nine percent identify limited coordination across them,while 28%see significant coordinatio

40、n.Base:Base:234 CX practitioners from orgs with 1,000+employeesSource:Source:Qualtrics XM Institute Q1 2024 CX Practitioner SurveyCentralized CX Groups25%3%4%10%14%43%We do not haveoneLess than sixmonthsSix to 11 months12 to 17 months18 to 36 monthsMore than 36months+Over two-thirds of respondents o

41、rganizations have had a centralized CX group for a year or longer.+62%of organizations with a centralized CX group have 10 or fewer full-time employees on this team.Copyright 2024 Qualtrics.All rights How long,if at all,has your organization had a centralized customer experience group?10%29%23%5%7%5

42、%8%1%12%1 or 23 to 56 to 1011 to 1516 to 2021 to 3031 to 4041 to 50More than 50How many full-time employees are there in your centralized customer experience group?ABOUTKEY TAKEAWAYSBase:Base:234 CX practitioners from orgs with 1,000+employeesSource:Source:Qualtrics XM Institute Q1 2024 CX Practitio

43、ner Survey7%6%10%7%8%8%19%22%8%17%19%22%19%23%22%26%20%33%25%22%34%32%23%38%26%37%11%26%13%20%25%21%10%14%17%19%7%51%34%16%21%39%19%27%11%47%11%Channel ExperienceHow would you rate the experience that your organization typically delivers through the following interaction channels?+Respondents most f

44、requently rated their customer experience delivered on the phone with an agent as good or better,at 55%.In a store or branch is the next-best rated CX channel,despite it being not applicable to 47%of responding organizations.+CX delivered via chat bots is least commonly used(51%N/A)and also least of

45、ten good or better(11%).Copyright 2024 Qualtrics.All rights On the phone with an agentIn a store or branchOn a computer,self-serviceOn the phone with self-service(e.g.,IVR)On a mobile browserOnline chat with an agentOn social mediaAcross multiple channelsOn a mobile appVia chat botsABOUTKEY TAKEAWAY

46、SVery goodGoodOkayPoor/Very poorN/ABase:Base:234 CX practitioners from orgs with 1,000+employeesSource:Source:Qualtrics XM Institute Q1 2024 CX Practitioner SurveyInteraction Quality:Leaders vs.LaggardsHow would you rate the experience that your organization typically delivers through the following

47、interaction channels?(good or very good)6%18%20%20%21%18%30%22%48%56%29%35%41%44%49%50%53%54%69%76%Via chat botsAcross multiple channelsOn social mediaOn a mobile appOn a computer,self-serviceOn a mobile browserOnline chat with an agentOn the phone with self-service(e.g.,IVR)On the phone with an age

48、ntIn a store or branchCopyright 2024 Qualtrics.All rights +CX leaders are more likely to rate the experience their organization delivers through all channels as good or very good than CX laggards.+The greatest gap in channel quality between CX leaders and laggards is for the experience delivered on

49、a mobile browser,at 32 points.ABOUTKEY TAKEAWAYSCX LeadersCX LaggardsBase:Base:234 CX practitioners from orgs with 1,000+employeesSource:Source:Qualtrics XM Institute Q1 2024 CX Practitioner SurveyCX Metrics and Customer Listening Posts+NPS is the most common core CX metric,with 76%using this.Just 4

50、%of organizations do not have a CX metric.+Relationship tracking is the most common listening element in respondents CX programs(81%),followed by interaction feedback(67%)and journey feedback(59%).Copyright 2024 Qualtrics.All rights 1%42%46%46%59%67%81%None of theseAlways-on digitallisteningPassive

51、listeningFrontline feedbackJourney feedbackInteractionfeedbackRelationshiptrackingWhich of the following listening elements are a part of your customer experience program?(Select all that apply)ABOUTKEY TAKEAWAYS4%7%17%24%50%76%We dont have acore CX metricLikelihood torecommend,butnot NPSA different

52、metricCustomer effortSatisfactionNet PromoterScore(NPS)Which of the following is your core CX metric?(Pick more than one if they are equally important)Base:Base:234 CX practitioners from orgs with 1,000+employeesSource:Source:Qualtrics XM Institute Q1 2024 CX Practitioner Survey8%20%14%20%11%21%34%3

53、7%45%43%54%45%41%24%24%17%21%20%17%19%17%20%14%14%Listening Effectiveness How effectively does your organization make changes based on insights from the following sources?+Of the organizations that use each of these listening sources,respondents most frequently identified relationship tracking as th

54、e listening post that yields the most effective changes based on insights.+Organizations are least effective at making changes based on passive listening.Copyright 2024 Qualtrics.All rights Very effectively Somewhat effectivelyNeither effectively nor ineffectivelySomewhat/Very ineffectivelyABOUTKEY

55、TAKEAWAYSRelationship trackingJourney feedbackInteraction feedbackFront line feedbackAlways-on digital listeningPassive listeningBase:Base:234 CX practitioners from orgs with 1,000+employeesSource:Source:Qualtrics XM Institute Q1 2024 CX Practitioner SurveyCore CX Metric:Leaders vs.Laggards8%5%18%22

56、%44%73%0%8%16%24%54%77%We dont have a core CXmetricLikelihood to recommend,butnot NPSA different metricCustomer effortSatisfactionNet Promoter Score(NPS)Copyright 2024 Qualtrics.All rights +Both CX leaders and laggards are most likely to use Net Promoter Score as their core CX metric.+CX laggards ar

57、e slightly more likely than leaders(2 pp)to use a different metric than those listed as their core CX metric.+Eight percent of CX laggards do not have a core CX metric.ABOUTKEY TAKEAWAYSCX LeadersCX LaggardsWhich of the following is your core CX metric?(Pick more than one if they are equally importa

58、nt)Base:Base:234 CX practitioners from orgs with 1,000+employeesSource:Source:Qualtrics XM Institute Q1 2024 CX Practitioner SurveyListening Elements:Leaders vs.Laggards1%49%42%32%48%58%76%0%42%49%50%67%73%82%None of theseFrontline feedbackPassive listeningAlways-on digital listeningJourney feedback

59、Interaction feedbackRelationship trackingCopyright 2024 Qualtrics.All rights +CX leaders are more likely than CX laggards to use all of these listening elements in their CX program except for frontline feedback.+Both CX leaders and laggards are most likely to include relationship tracking in their l

60、istening toolbox.ABOUTKEY TAKEAWAYSCX LeadersCX LaggardsWhich of the following listening elements are a part of your customer experience program?(Select all that apply)Base:Base:234 CX practitioners from orgs with 1,000+employeesSource:Source:Qualtrics XM Institute Q1 2024 CX Practitioner Survey7%9%

61、12%41%41%45%23%27%22%30%23%20%CX Technology,Competency,and CultureHow would you rate your organization in the following areas?+Respondents are most apt to rate their organizations CX culture as somewhat or very strong(57%).+Thirty percent of respondents rate their CX technology as somewhat or very w

62、eak.Copyright 2024 Qualtrics.All rights Very strongSomewhat strongNeither weak nor strongSomewhat/very weakABOUTKEY TAKEAWAYSYour organizations customer-centric cultureYour organizations customer experience skills and capabilitiesTechnology that supports your organizations customer experience effort

63、sBase:Base:234 CX practitioners from orgs with 1,000+employeesSource:Source:Qualtrics XM Institute Q1 2024 CX Practitioner SurveyObstacles to CX Success+Other competing organizational priorities is the most frequently cited obstacle to CX success,at 68%,followed by poor integration across systems(57

64、%).+Just 16%of respondents believe that non-supporting organizational culture is a significant obstacle to their CX success.+Five percent of respondents identified none of these 11 situations as an obstacle to their CX success.Copyright 2024 Qualtrics.All rights 5%16%26%30%31%31%33%33%40%43%57%68%No

65、ne of the aboveNon supportive organizationalcultureLack of critical customer experienceskillsLack of leadership for these effortsConflict across internalorganizationsInconsistent middle-management buyinInconsistent executive buy-inInsufficient fundingUnclear return on investmentTechnology limitation

66、sPoor integration across systemsOther competing organizationalprioritiesWhich of the following do you consider to be significant obstacles to your organizations customer experience management efforts?(Select all that apply)ABOUTKEY TAKEAWAYSBase:Base:234 CX practitioners from orgs with 1,000+employe

67、esSource:Source:Qualtrics XM Institute Q1 2024 CX Practitioner SurveyCX Obstacles:Leaders vs.LaggardsWhich of the following do you consider to be significant obstacles to your organizations customer experience management efforts?(Select all that apply)1%27%41%47%38%57%37%39%33%49%68%75%9%7%13%20%22%

68、23%24%26%27%35%46%59%None of the aboveNon supportiveorganizational cultureLack of critical customerexperience skillsInconsistent executive buy-inLack of leadership for theseeffortsUnclear return on investmentConflict across internalorganizationsInsufficient fundingInconsistent middle-management buy

69、inTechnology limitationsPoor integration acrosssystemsOther competingorganizational prioritiesCopyright 2024 Qualtrics.All rights +CX laggards are more likely to cite all 11 items as significant obstacles to CX success than CX leaders.+The greatest gap between CX leaders versus laggards citing an ob

70、stacle is for unclear return on investment laggards cite this 34 points more frequently.+CX leaders are 8 points more likely to find none of these items to be obstacles to CX success than CX laggards.ABOUTKEY TAKEAWAYSCX LeadersCX LaggardsBase:Base:234 CX practitioners from orgs with 1,000+employees

71、Source:Source:Qualtrics XM Institute Q1 2024 CX Practitioner Survey19%18%21%20%25%25%32%34%32%33%36%37%22%28%33%28%7%20%27%21%13%17%32%19%Momentum of AI-Powered Analytics ToolsCompared to what you were doing last year,to what degree is your organization planning to use these types of tools to analyz

72、e your experience data?+Compared to last year,CX practitioners most frequently expect their organization to increase their use of text/speech analytics to analyze experience data(62%),followed by generative AI(61%).+Nearly one-third of respondents say their organization does not use AI and reported

73、no expected increase in the use of AI to analyze experience data.Copyright 2024 Qualtrics.All rights Text/speech analyticsGenerative AIDigital experience analyticsSentiment analyticsJourney analyticsPredictive analyticsABOUTKEY TAKEAWAYSSignificantly moreSomewhat moreAbout the sameSomewhat/Significa

74、ntly lessWe dont use thisBase:Base:234 CX practitioners from orgs with 1,000+employeesSource:Source:Qualtrics XM Institute Q1 2024 CX Practitioner Survey11%16%16%13%26%26%30%33%39%39%42%41%33%33%31%18%11%16%11%Momentum of CX Technologies for Driving ActionCompared to what you were doing last year,to

75、 what degree is your organization planning to use these types of technologies to drive action from your experience data?+Compared to last year,66%of respondents organizations plan to increase their use of customized reporting and dashboards to drive action from experience data.+Forty-six percent pla

76、n to drive action from experience data by personalizing experiences more.Copyright 2024 Qualtrics.All rights Building customized reporting and dashboardsTriggering automated workflowsRecommending next best actionsPersonalizing experiencesAutomatically monitoring quality and complianceABOUTKEY TAKEAW

77、AYSSignificantly moreSomewhat moreAbout the sameSomewhat/Significantly lessWe dont use thisBase:Base:234 CX practitioners from orgs with 1,000+employeesSource:Source:Qualtrics XM Institute Q1 2024 CX Practitioner SurveyBusiness Outcomes:Leaders vs.LaggardsWhich of the following business outcomes has

78、 your customer experience program significantly improved over the last year?(Select all that apply)41%32%35%32%63%50%36%41%Customer retentionCross-selling to existingcustomersCost reductionEmployee engagement andretentionCopyright 2024 Qualtrics.All rights +Over the past year,CX leaders are 9 points

79、 more likely to see improvements to employee engagement and retention,18 points more likely to see improvements to cross-selling,and 22 points more likely to see improvements to customer retention due to their CX program than CX laggards.ABOUTKEY TAKEAWAYSCX LeadersCX LaggardsBase:Base:234 CX practi

80、tioners from orgs with 1,000+employeesSource:Source:Qualtrics XM Institute Q1 2024 CX Practitioner SurveyFinancial Results:Leaders vs.LaggardsLooking back over the previous year,how did your companys financial results compare with its competitors?Copyright 2024 Qualtrics.All rights +Sixty-three perc

81、ent of CX leaders say their financial results are somewhat or significantly better than competitors,while just 40%of CX laggards say the same.ABOUTKEY TAKEAWAYSCX LeadersCX Laggards0%4%33%46%17%Significantly betterSomewhat betterAbout the sameSomewhat worseSignificantly worse4%19%36%29%12%Base:Base:

82、234 CX practitioners from orgs with 1,000+employeesSource:Source:Qualtrics XM Institute Q1 2024 CX Practitioner SurveyAUTHORSJames Scutt,XMP Principal XM CatalystTalia Quaadgras Research Program ManagerPUBLICATION DATEApril 2024MethodologyDATA CALCULATIONIn Figure 5,8,12,15,16,19,22,and 23,we break responses into two groups based on their CX Competency and Maturity Assessment scores.Companies with scores above or equal to 16.17(the median score)are CX Leaders while those with scores below 16.17 are CX Laggards.Copyright 2024 Qualtrics.All rights