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1、3 steps to turn CX insights into business impactIntroductionStep 1/Investigate what the latest consumer trends mean for youStep 2/Collaborate for organization-wide alignment and impactStep 3/Validate evidence for executive buy-inWhats next?36111620CONTENTSIntroduction4In customer experience,taking t

2、hese steps will help you gain the support you need to drive meaningful business impact this year.Our 2024 Global Consumer Trends Report revealed four surprising,data-driven customer experience(CX)insights:+Human connection is the foundation of a winning AI strategy+Great service beats low prices in

3、the battle for customer loyalty+Digital support is the weakest link in your customer journey+Consumers dont give feedback like they used to.so companies must listen in new waysINVESTIGATE.COLLABORATE.VALIDATE.5But these are cues to act,not outright solutions.Translating those trends into positive ch

4、ange that drives business impact requires a focused,clear strategy.For leaders across the customer experience contact center,digital,and physical retail locations alike that means digging into the DNA of your business to complete three key steps:And,for each step,we will help you understand:To that

5、end,this guide is your CX playbook for the year ahead your toolkit to drive excellence.Three important steps;three key questions;one revenue-driving,business-critical action plan.Investigate Collaborate Validatewhat the latest consumer trends mean for youfor organization-wide alignment and impactevi

6、dence for executive buy-in+Why is this step important?+How can you do this effectively?+What does success look like?STEP 1STEP 2STEP 36Investigate what the latest consumer trends mean for youAdding context to consumer behaviorSTEP 17You dont need a PhD to play chess,but it helps to know how the piec

7、es move.Or,in other words:understanding consumer trends is mission-critical for identifying areas for improvement,but when deciding to act,you need to prioritize whats relevant for your organization.Without this due diligence,you set yourself up to waste time,energy,and staff resources in order to c

8、ourse correct.Accomplishing this means drilling down into specific metrics that matter to your business.Not all metrics are created equal,and some tell richer stories than others.Combining operational metrics with experiential ones can often reveal what individual data points cant.For example:Is the

9、re a correlation between customer effort score and average spend?Youll only know if you explore the right data.WHY IS THIS STEP IMPORTANT?HOW CAN YOU DO THIS EFFECTIVELY?8First,try to answer a few key questions of your organizations commonly tracked metrics:DO YOUR STAKEHOLDERS ACTUALLY VALUE THEM?I

10、f not,why not?Itll either be that the metric doesnt matter,or that you need to better communicate its importance.WHAT KEY MEASUREMENTS CAN EVERYONE GET BEHIND?Which KPIs can cross departmental boundaries and unite disparate teams?And is everyone tracking them with the same tools?HOW OFTEN DO YOU DIS

11、CUSS METRICS?Getting together to discuss influential metrics is a powerful way to surface whats really important across your business.Then,its time to assess the trends in the context of your organization:IDENTIFY WHICH METRICS REPRESENT EXPECTED CHANGES IN CUSTOMER BEHAVIORIf the trend is that digi

12、tal support is a weak link in the customer journey,how would that show up in customer behavior?RUN AN AUDIT OF THE METRICS YOUR ORGANIZATION ALREADY TRACKSAre you already tracking the customer behaviors you expect to be impacted by the trend?If so,ensure you have access to this data.If not,determine

13、 how you can estimate this behavior.If metrics currently being tracked dont actually correlate with operational or financial metrics,its time to revisit them.ASSESS THE TRENDS IN THE CONTEXT OF YOUR ORGANIZATIONAre you seeing a significant amount of customer churn due to broken experiences?Is a sign

14、ificant portion of your support volumes due to inadequate digital support?How much do you estimate this is costing your organization?This investigative thinking will help you identify the trends that matter most for your business and why consumer behavior is the way it is.9Great service beats low pr

15、ices in the battle for customer loyalty+Are satisfied customers less likely to churn than those who arent?By how much?+Are customers who participate in promotions more likely to churn?By how much?+Among customers who churn,what are their reasons for leaving?What is the percent breakdown of these rea

16、sons?+What factors result in a greater willingness to pay?By how much?TRENDEXAMPLE INVESTIGATIVE QUESTIONS10Winning at this stage means assessing what impact these trends are having on your organization,as evidenced by your customers behavior.Understanding why current metrics are in use by particula

17、r stakeholders is key.Even if they dont seem to correlate well with overall performance,its worth finding out and gaining agreement before radically changing scorecards.This will build up some goodwill before you try to drive change using your new insight-to-action framework.In practical terms,that

18、means honing in on insights that might upend previous ways of thinking.So for example,this might beCustomers who pay full price are x%less likely to churn than those who redeem pricing promotionsCustomers who have a bad customer support experience are x%more likely to churn than other customersx%of

19、support volumes are from customers who tried to address issues via digital support portal but failedAn online retailer that has historically spent more time delivering discount promotions than investing in contact center resources,for instance,might learn that the latter can be more powerful than th

20、e former at influencing customer retention.WHAT DOES SUCCESS LOOK LIKE?Collaborate for organization-wide alignment and impactBring teams together to build new solutionsSTEP 212You wont get very far if everyones heading in different directions.Separate strategies and scorecards dont lend themselves t

21、o lasting change.A lack of business-wide buy-in often results in overlooked insights,siloed impact,and unrealized potential.Collective buy-in,on the other hand,is worth much more than the sum of its parts.The bigger the team and scope of influence,the bigger the impact youll make.Whether you head up

22、 a contact center,a digital experience team,or physical locations,the onus is on you to pull everyone together and connect the dots.Look around the business and assemble a dream team.The aim is to identify collaborators who care about the relevant metrics you identified in step one those who are alr

23、eady working to improve the customer experience,and those youll need on your side to enable tangible improvements.These people might cover a whole range of departments and expertise,including pricing&promotions,marketing,customer service,digital,product teams,financial planning and analysis,sales,ac

24、count management,and more.Lets say,for example,youre digging into whether your customer experience really does trump aggressive pricing for your business.That would need insight and collaboration from people across pricing,marketing,and customer service.WHY IS THIS STEP IMPORTANT?HOW CAN YOU DO THIS

25、 EFFECTIVELY?13Heres whats key:Once you have everyone you need around the table,your goal is to agree on an approach to take action on the insight.To help you evaluate and prioritize these approaches,focus on solutions that are:FEASIBLE GIVEN THE AVAILABLE RESOURCESCan this be done at all?Within a r

26、easonable timescale?Does it meet with any outside pressures such as regulation?SUSTAINABLEAlmost anything can be done as a one-off,but positioning something as an ongoing improvement will often mean changing current processes,budgets,and effort.ALIGNED WITH YOUR BRAND VALUESIf youre a premium provid

27、er in your marketplace,then something like excessive discounting wont sit well with your brand values.Equally,if you focus on mass-market appeal,highly personalized and customized experiences may feel out of kilter with your overall brand approach.14PUTTING IT INTO PRACTICE:IMPROVING CUSTOMER SERVIC

28、EIf were diving deeper into the consumer trend that digital support is likely to be the weakest link in your customer journey,for example,your work with the team might result in a statement that helps make changes to the way you prioritize interactions.“Based on the fact that 35%of our support volum

29、es are from customers who originally tried to address the issue on their own,we recommend that the organization expands the approach to digital support with an AI-powered triage system for customer queries so customers can self-serve to get simple everyday tasks solved quickly,leaving agents free to

30、 help priority customers.This will keep down unnecessary service costs and boost customer satisfaction.”When youve done this well,youll arrive at a bulletproof statement that all of your key stakeholders from step two agree on:WHAT DOES SUCCESS LOOK LIKE?insightresource ask,action planprovide new ex

31、perienceprojected positive changeBased onenabled bywe recommend the organization resulting in15For department leaders,improving CX is far from a zero-sum game but you get out what you put in.In other words?Business-wide buy-in and collaboration are mutually beneficial:IF YOU MANAGE RETAIL LOCATIONSW

32、orking more closely with contact center and digital team managers can help you reduce strain on your in-store staff,and fill in knowledge gaps.IF YOURE A CONTACT CENTER LEADERYou can share common customer concerns and trends with location and digital team managers to help provide more consistent sup

33、port across customer touchpoints.IF YOURE A DIGITAL LEADERYoull have insights on customer behavior that can help location and contact center managers plan their staffing and training.WORKING AS A TEAMValidate evidence for executive buy-inHow to build a case for CX-improving actionSTEP 317Without buy

34、-in from the top,youll have an uphill struggle on your hands.Making changes that push the customer experience forward typically requires new or rearranged resources,budget,software,and people so it cant be done solo,or from a single department.Senior stakeholders typically appreciate an approach tha

35、t includes:+Action plans with recommended resource support+Accountability via Objectives and Key Results(OKRs)+Business-wide awareness and reporting+Clearly defined departmental and organizational impact+Evidence for why they should believe your initiative will deliver resultsWhats crucial here is t

36、hat you can take what youve learned so far and use it to build an ironclad case one that shows that the proposed solution will actually deliver the intended results and builds confidence that you can deliver.WHY IS THIS STEP IMPORTANT?18Ok,lets gather ourselves some indisputable evidence.A great way

37、 to do this is to test a hypothesis using a control group and a treatment group.The former receives the status quo,while the latter experiences new world CX based on the change you agreed on with your collaborators in step two.What you learn from this is exactly what youll build your case with for e

38、xecutive buy-in.Get it right,and youll have validated that changes are needed and that outcomes are impactful.HOW CAN YOU DO THIS EFFECTIVELY?PUTTING IT INTO PRACTICE:IMPROVING CUSTOMER SUPPORTHere,your treatment group may be a small team of customer support agents trialing new,AI-powered software t

39、hat delivers personalized,in-the-moment prompts.Youll want to compare the customer behavior and experience metrics that you prioritized in step one of the treatment group against the control group.Do customers dealing with this subgroup go on to spend more?Do they churn less frequently?Do they have

40、better CSAT scores?19If your hunches were right,youll end up with some solid evidence for the statement we drew up in the previous step:It sounds simple,but theres power in that simplicity.If youve put the work in and turned insight into business impact,then your CX strategy will be seriously hard t

41、o ignore.And remember:Evidence is a dish best served hot.Build a case with fresh,up-to-date data,and present it alongside your fellow collaborators before it becomes yesterdays news.WHAT DOES SUCCESS LOOK LIKE?description of outcomes from hypothesis experimentour evidence for this isinsightresource

42、ask,action planprovide new experienceprojected positive changeBased onenabled bywe recommend the organization resulting inWhats next?21MORE RESOURCESYouve got four consumer trends,three steps to run them through,and three key questions to answer for each.The goal is to figure out which trends become

43、 actions that make the greatest impact for your business and your customers.Thing is,the customer experience is never a solved problem its an ongoing,iterative process that relies on adaptable strategies and the ability to keep an ear to the ground at all times.IN SHORT:EXECUTE,TEST,LEARN,ITERATE,VA

44、LIDATE,REPEAT.How to turn consumer trends into business impactWEBINARWATCH NOW Customer Experience Value at RiskCALCULATORCALCULATE YOUR RISK 2024 Global Consumer TrendsREPORTLEARN MORE 22The future of CX is being built on the back of smart software that can help teams pair AI abilities with deeply human sensibilities and empower your people across digital,physical locations,and the contact center all at once.Qualtrics offers a range of tools built for continuous improvement,innovation,and positive results.LEARN MORE THE RIGHT TOOLS CAN HELP,OF COURSE.