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1、Jump tosectionForeword and about the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionFeaturing insights from CXPA Finland,John Holland Group,PetCo,Hastings Direct,YLE,Maven Clinic,The NTWK and Ta

2、lkdesk RESEARCHREPORT2024Brought to you in association withINSIDEWhy data and analytics are growing in importance for CX practitionersHow investment priorities change according to budget size Why practitioners are working to build recognition of CX as a key business driver THE GLOBAL STATE OF CXHow

3、generative AI,data and customer demands are shaping CX in 20242 Foreword and about the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionForeword and about the respondentsForewordAI is top of mind

4、and disruptor tech is driving early gainsSince late 2022,awareness of the power and potential of generative AI has been growing across the business world as revolutionary new tools entered the mainstream.Although no stranger to CX,as a result of this,artificial intelligence(AI)in all its forms is no

5、w playing an ever-bigger role in experience design and delivery.These trends,however,are not limited to the organization and in 2024,CX is about more than fielding inquiry volumes or closing feedback loops:practitioners have the tools and data to inform and support the wider business strategy.The Gl

6、obal State of CX 2024 is based on the findings of CX Networks Global State of CX survey,completed by 282 CX practitioners,service leaders,experience designers,analysts and consultants from around the world,between January and March 2024.As always,the report examines the customer behaviors,corporate

7、trends,budget allocations and strategic priorities that are driving the work of the CX practitioner at present,and explains how to identify and seize the opportunities that exist.With analysis and guidance from practitioners at CXPA Finland,John Holland Group,PetCo,Hastings Direct,YLE,Maven Clinic,D

8、hruva Express,The NTWK and Talkdesk,this edition is also the first to examine the reach and impact of generative AI on CX,including the loyalty and profit gains some organizations are already recording.The Global State of CX 2024Key findings said growing the customer base is a top strategic CX aim f

9、or this year55%55%of respondents strongly agreed that automation is critical for delivering CX at scale50%50%of respondents have noted customer loyalty benefits from generative AI28%28%strongly agreed that data privacy and security is becoming more important to customers55%55%said the pressure to pr

10、ove ROI is increasing,while 25 percent said it stayed the same66%66%said CX delivers benefits to their organizations that go unmeasured63%63%3 Foreword and about the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern org

11、anizationConclusionForeword and about the respondentsAbout the respondents CX Networks annual Global State of CX research covers the CX trends,tech developments,customer behaviors and budget values that influence our network of CX practitioners and their ability to deliver superior customer experien

12、ces.This years survey was completed by 282 CX practitioners,service leaders,experience designers,analysts and consultants from around the world.Their responses provide the wider global CX community with information on the development and maturity of CX,and a reference point for the trends and challe

13、nges defining the work of cx practitioners at present.To contextualize the findings in the 2024 report,this section details the locations,departments,seniority and job functions of the survey respondents.Please note that due to rounding throughout this report,some figures may not total 100 percent.F

14、igure 1I am Figure 2Which title best describes your current role?Source:CX Network Global State of CX Survey,January-March 2024C-suite levelSVP/VPDirectorHeadAnalystManager0%50%89%A customer experience professional9%13%20%16%11%11%An industry analyst 31%4 Foreword and about the respondentsA snapshot

15、 of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionForeword and about the respondentsFigure 4To which department/function do you belong?Contact center/Customer serviceCRMComplaint managementCustomer experienceDigital tr

16、ansformationInsights and analyticsExecutive team/C-suiteIT,techMarketing and market researchOperationsProduct managementI sit across multiple departmentsFigure 3Which regions are you responsible for?1%0%50%1%33%5%4%5%6%10%7%1%14%11%Europe/UK7%Asia14%Asia-Pacific 12%Global15%I am responsible for mult

17、iple regions/a different combination of geographies 7%North America23%Central and South America1%Middle East3%My responsibilities cover a single country/state/location,but not an entire region12%Africa7%Source:CX Network Global State of CX Survey,January-March 20245 Foreword and about the respondent

18、sA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionForeword and about the respondentsFigure 5In which industry do you operate?Source:CX Network Global State of CX Survey,January-March 2024Fintech7%Logistics3%

19、Retail/ecommerce7%Real Estate/property3%Manufacturing6%Fast Moving Consumer Goods(FMCG)2%Travel/hospitality4%Electronic goods2%Government/public sector4%Transport2%Media/publishing/entertainment4%Gaming1%Industrial3%Luxury goods1%Utilities3%Banking,financial services,insurance25%Healthcare15%IT and

20、tech15%Technology13%Outsourcing/professional services10%Telecoms/Wifi/mobile/broadband9%Education7%Automotive7%6 Foreword and about the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionForeword an

21、d about the respondentsAbout the 2024 analystsTo support our analysis of the Global State of CX 2024 survey,CX Network interviewed Our interviewees are CX professionals in major organizations.Their analysis in this report draws on their experience at these organizations and others.Sirte PihlajaHead

22、of team for CXPA Finland and CEO of ShiruteColin CrowleyVP of customer support for Maven ClinicPedro AndradeVP of AI at TalkdeskVinay ParmarCEO of Dhruva Star,former chief CX officer forNational Express and CX Network Advisory Board member Yvette MihelicDirector of CX at John Holland Group and CX Ne

23、twork Advisory Board memberAnna Noakes SchulzeHead of community experience at TheNTWK Sam Phillips-LordSenior customer insight manager for HastingsDirectTravis GelbrichVP customer care and contact center for PetCoJaakko LempinenHead of CX for YLE FinlandCX Network Advisory Board member7 Foreword and

24、 about the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionCX in 2024CX IN2024INSIDE THIS SECTIONAI dominates the top-10 trends identified by practitionersCompeting priorities remains a top chall

25、enge for the second consecutive yearPractitioners must get to grips with dataTrends,challenges and the modern practitioner8 Foreword and about the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusion

26、CX in 2024CX in 2024:Trends,challenges and the modern practitionerOver the last 12 months,the major trends defining CX have been shaped by changing technological developments,changing customer demands and the continued digitalization of the modern enterprise.When practitioners were asked to select w

27、hich three trends they expect to have the greatest impact on their role in 2024,the most selected responses were data and analytics(42 percent),artificial intelligence(AI)technologies for operations(39 percent)and automation(37 percent,see Figure 6).While AI features several times in the top-10 list

28、,it is also an enabler of other trends,such as automation and self-service.Only two of the top-10 trends,EX and loyalty,are not directly related to technology.When compared with 2023,the top trends indicate a strategic shift in the practitioners focus.Digital CX has dropped from the most important t

29、o the seventh most important trend,while the components of digital CX,such as self-service and automation,have moved up the list of priorities,signaling that practitioners are now more focused on the details of digital.10 trends that are changing the role of the CX practitioner in 2023 Customerchurn

30、 reductionData andanalyticsConversationalAICustomer loyalty programsAutomationDipping patience levels from customersDigital CXEmployeeexperienceOther AI-powered technologies Business continuity strategiesFigure 610 trends that are changing the role of the CX practitioner in 2024*Source:CX Network Gl

31、obal State of CX Survey,January-March 2024/*Respondents were asked to select three choices.Generative AI for marketing/hyper-personalizationAI-powered technologies for operationsAutomationCustomer loyalty and retentionGenerative AI chatbots and virtual assistantsDigital CXData and analyticsEmployeee

32、xperienceConversational AI chatbots and virtual assistantsSelf-service“Linking CX improvements and investments to new and returning customers is still a challenge.”Travis GelbrichVP customer care and contact center for PetCo9 Foreword and about the respondentsA snapshot of CX spendingGetting to know

33、 the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionCX in 2024Commenting on the results,Sam Phillips-Lord,senior customer insight manager for HastingsDirect,says practitioners are gaining a deeper understanding of what it takes to enhance CX.“I belie

34、ve many people used to see digital as a golden bullet to solving customer problems and enhancing CX,”he says.“While digital can absolutely help,it requires much more than just what was once simply seen as digital servicing.”Phillips-Lord adds:“Customers are becoming much savvier to being palmed off

35、with do it online portals and generic help pages;neither empathy,nor a human connection can be found from digital.I have a sneaking suspicion that the rise of AI is likely to go in a similar direction.Yes,it absolutely has its uses from the experiential and efficiency perspectives,but often overlook

36、ed are the brains behind the tool.”Figure 7When we asked practitioners how they are preparing for these trends,they said“Learning more about bringing technology into service to improve CX and ROI.”“Learning more about bringing technology into service to improve CX and ROI.”“Trying to work with custo

37、mers as closely as possible and using real-time data to fix issues right away.”“Trying to work with customers as closely as possible and using real-time data to fix issues right away.”Source:CX Networks Global State of CX survey,January-March 2024“Looking for new technologies that can increase value

38、 while unlocking features from current systems,solutions and platforms.”“Looking for new technologies that can increase value while unlocking features from current systems,solutions and platforms.”“Deploying self-service features online,conducting surveys to re-design employee journey and investing

39、on RPA to eliminate repetitive tasks.”“Deploying self-service features online,conducting surveys to re-design employee journey and investing on RPA to eliminate repetitive tasks.”“Crafting a clear CX vision aligned with emerging trends,and mapping out a strategy with goals,initiatives,and a roadmap

40、to transform CX by 2024.”“Crafting a clear CX vision aligned with emerging trends,and mapping out a strategy with goals,initiatives,and a roadmap to transform CX by 2024.”“Building AI models for cross selling and behavior segmentation.”“Building AI models for cross selling and behavior segmentation.

41、”“Upskilling to ensure awareness of latest developments and innovation in CX management.”“Upskilling to ensure awareness of latest developments and innovation in CX management.”10 Foreword and about the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of

42、technology on CXCX and the modern organizationConclusionCX in 2024AI dominates the top trends identified by practitionersFor the first time in 2024,the response choice for this question included two options on generative AI with both making the top-10,while conversational AI chatbots and virtual ass

43、istants both moved down the list of priorities.Another trend to enter the top-10 this year is self-service.Critical to meeting the customers demand for friction-free and convenient support,self-service is increasingly being recognized as a driver of both operational efficiency and customer satisfact

44、ion.Traditionally,self-service has been somewhat hit and miss with many customers initiating a self-service journey that ultimately requires live assistance.Today however,with new capabilities and tools at their fingertips,practitioners are revisiting and upgrading self-service for the AI age.On the

45、 leading capabilities practitioners need,Pedro Andrade,VP of AI at Talkdesk,advises a focus on generative AI-powered virtual agents and chatbots that autonomously resolve customer inquiries at first contact rather than deflect them to a human agent.He also advises self-service is enhanced with porta

46、ls that allow customers to manage accounts,update information and track orders,and biometric authentication for secure identification.To understand how our practitioner respondents are preparing for these trends,see Figure 7.Competing priorities remains a top challenge According to respondents,CX fa

47、ces a number of challenges in 2024.However,for the second consecutive year,competing priorities were identified as the top challenge(selected by 42 percent of respondents),followed by aligning business objectives with CX initiatives(37 percent,see Figure 8).Yvette Mihelic,director of CX for John Hol

48、land Group(JHG),says there is a link between the two challenges,which is key to overcoming them.“It is important to understand the links between CX and the delivery of overall organizational strategy,which generally involves increasing profit or growth or both.Being able to clearly link investment i

49、n CX with the commerciality of the organization has always been a key driver of advocacy and the commitment of funding of CX related initiatives,programs and investment.“It becomes difficult at best for the C-suite and board to deny prioritization of items that drive the realization of strategic goa

50、ls,”she adds.“It is important to understand the links between CX and the delivery of overall organizational strategy,which generally involves increasing profit or growth or both.”Yvette MihelicDirector of CX at John Holland Group 11 Foreword and about the respondentsA snapshot of CX spendingGetting

51、to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionCX in 2024Further to this point,the tenth most selected challenge in 2024 was assigning internal CX responsibility.Mihelic says this means CX practitioners must consider the intent and object

52、ives of not only their end customers,but also strategic stakeholders across the entire decision chain.She explains:“My tip is to ensure each business case you put forward considers its commercial benefit as well as its alignment and contribution to the overarching organizational strategy.”One thing

53、that could support practitioners in this work is linking customer feedback to top-line financial metrics such as customer acquisition,revenue,profit and cost savings.However,according to Travis Gelbrich,VP customer care and contact center at PetCo,this is another challenge CX programs face.“While th

54、ere are areas where alignment is easy to show,they tend to be more on the cost side of the business,for example through fewer contacts to the contact center.Linking CX improvements and investments to new and returning customers is still a challenge,”he says.“Survey results do not always easily link

55、to customer acquisition,churn or revenue.The same is true for social media feedback and how it impacts overall brand consideration and preference.For example,how do we measure the impact on the brand of effectively managing viral events on social media?”Practitioners must get to grips with dataElsew

56、here in the top-10 challenges,respondents identified a mix of operational and technical obstacles,including creating actionable insights from data(29 percent),overcoming data silos(22 percent)and digitalizing platforms and services(18 percent).However,Mihelic says there are“at least another three”CX

57、 challenges that she will be watching in 2024:the war on talent,CX mis-identity and“analysis paralysis”.On hiring,Mihelic says that particularly in Australia,where JHG operates,the Covid-19 pandemic prompted many CX practitioners to leave their specialties for new areas of focus.With fewer people no

58、w available to take on CX roles,this has created a talent gap.Compounding this issue further is the mis-identity of CX,which is often still thought of as customer service.“Unfortunately,for a large number of stakeholders and influencers,customer service is an expensive nice to have and many switch o

59、ff when they hear about a proposed investment in CX,”Mihelic says.“Globally we need to market the value and intent of CX and its differentiation to customer service.”12 Foreword and about the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology

60、on CXCX and the modern organizationConclusionCX in 2024Finally,on analysis paralysis Mihelic says the volume of data that are now available to CX means practitioners must be able to identify which data provide actionable insights and which do not.“Creating a data set profile that provides you with t

61、he information you need preferably leading,rather than lagging helps create meaningful change and improvements in the end-to-end delivery of an experience,resulting in improved performance,rather than floating in a wasteland of data that has little to no value.”The next section of this report analyz

62、es the budgets CX practitioners are working with,how they plan to allocate the money and their anticipated obstacles to investment.16%42%37%35%29%22%22%19%18%18%*Respondents were asked to select three choicesSource:CX Networks Global State of CX survey,January-March 20240%50%“I believe many people u

63、sed to see digital as a golden bullet to solving customer problems and enhancing CX.While digital can absolutely help,it requires much more than just what was once simply seen as digital servicing.”Sam Phillips-LordSenior customer insight manager for HastingsDirectFigure 810 challenges CX practition

64、ers face in 2024*Competing prioritiesAligning business objectives with CX initiativesBuilding a customer-first cultureCreating actionable insights from dataLinking CX initiatives to ROISiloed customer data:incomplete customer profiles,disconnected customer experiencesEnsuring consistent service qual

65、ity between channelsDigitalizing existing platforms/solutions/servicesGaining senior management buy-inAssigning internal CX responsibility13 Foreword and about the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organ

66、izationConclusionA snapshot of CX spendingA SNAPSHOT OF CX SPENDINGINSIDE THIS SECTIONAutomation is this years top investment priority The biggest budget holders are focused on accessibility The ability to prove ROI is an obstacle to investment 14 Foreword and about the respondentsA snapshot of CX s

67、pendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionA snapshot of CX spendingA snapshot of CX spendingAs demonstrated in Figure 9,CX budgets have remained relatively stable year-on-year,with the lowest budget bracket selected by

68、 the majority of respondents again in 2024.However,the share of practitioners in the lowest budget bracket is at a three-year high this year,with 43 percent reporting they have up to US$100,000 to spend,compared with 22 percent in 2023 and 34 percent in 2022.With reference to how CX and service lead

69、ers can manage a reduced budget Colin Crowley,VP of customer support for Maven Clinic,says the choice begins with deciding whether to invest in people through incentive plans,new bonus structures and roles or whether to invest in technology.Source:CX Networks Global State of CX survey,January-March

70、2024Figure 9What is your companys annual budget for CX management solutions(US$)?Year-on-year comparison,2022-24US$0-$100,000$100,000$250,000$250,000$500,000$500,000$1m$1m$2.5m$2.5m$5m$5m$10m$10m+20242023202243%43%22%22%34%34%17%17%20%20%19%19%9%9%12%12%10%10%13%13%16%16%9%9%8%8%12%12%9%9%4%4%8%8%19

71、%19%4%4%7%7%3%3%3%3%N/AN/A15 Foreword and about the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionA snapshot of CX spending“I recommend starting with a review of the technology options and work

72、ing back from there,”Crowley says.“However,you need an idea of the return on investment(ROI)that you will receive from the technology,and you will need to be more than 80 percent confident that you understand the ROI,you can deliver on it,and it is enough to warrant investment.If you do not have tha

73、t confidence level,you will probably spend more than you intend,or spend less than you need and not get your return.”For practitioners who do not have the required confidence around ROI,Crowley says they can simplify investments,for example by focusing on robotic process automation(RPA)over AI.“Tech

74、nologies like RPA may have less risk and more guaranteed returns,and they save money for more investments in people to ensure you are maintaining loyalty and engagement with your workforce,”he continues.The ability to deliver ROI is a key consideration for practitioners in 2024 and,regardless of the

75、 budget value,the money must work harder than ever.When asked,66 percent of respondents said the pressure to prove ROI is increasing,while 25 percent said it stayed the same and a mere one percent of respondents said it is decreasing.Automation is this years top investment priority On how practition

76、ers are spending their CX budget,the majority(42 percent)said they plan to invest in the automation of CX and service functions.This was followed by data insights and analytics(38 percent)and conversational AI chatbots and virtual assistants(28 percent,see Figure 10).Explaining how to get started wi

77、th the automation of CX and service functions,Andrade says the first step is to target low-complexity,high-volume tasks.The identified tasks will vary between industries,but the principles remain the same,he explains.“You need an idea of the ROI you will receive from the technology,and you will need

78、 to be more than 80 percent confident that you understand the ROI,you can deliver on it,and it is enough to warrant investment.”Colin CrowleyVP of customer support for Maven Clinic16 Foreword and about the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact

79、of technology on CXCX and the modern organizationConclusionA snapshot of CX spending“Healthcare organizations,for example,might want to look at automating how patients schedule appointments and retail brands may want to provide automated updates on an order status or delivery tracking.Areas that red

80、uce operational cost while enhancing CX offer the greatest return on investment,”he explains.As referenced in section one,AI is both a leading CX trend as well as an enabler of other trends and a similar pattern can be found in practitioners spending priorities:in addition to being an investment pri

81、ority in its own right,AI technology also powers other investment priorities,such as data analytics and chatbots.Sirte Pihlaja,head of team for CXPA Finland and CEO of Shirute,says practitioners can still drive results with AI if they are working with a small or reduced budget,by augmenting their ex

82、isting chatbots with generative AI.However,there is a common pitfall with all AI projects that practitioners must be mindful of.“Many a time,when companies are doing AI-related projects,its about how can we do the things that we have always done but in a way that is now supported by AI,”Pihlaja says

83、.“Whereas particularly for CX,they should be thinking about new things and experiences that AI can help create and exploring how it can unlock their creativity.”17%42%38%28%23%22%21%21%20%17%*Respondents were asked to select three choicesSource:CX Networks Global State of CX survey,January-March 202

84、40%50%Figure 10Investment priorities for the year ahead*Automation of CX and service functionsData insights,analyticsConversational AI chatbots and virtual assistantsCustomer engagementAI/ML for business operationsVoice of the customer/Voice of the employeeCRMDigital/online customer experiencesAcces

85、sibility and inclusivity of contact channelsCustomer acquisition17 Foreword and about the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionA snapshot of CX spendingThe biggest budget holders are m

86、ore focused on accessibility Although there is evidence for CX budgets shrinking in some organizations,32 percent of respondents said their CX budget is higher now than in 2023.Further analysis of these respondents shows organizations with larger budgets are more likely to have the technological bas

87、ics in place.For example,there was little appetite among the largest budget holders this year to invest in such basic yet essential capabilities as data analytics,an omnichannel model or a cloud contact center.On how practitioners can invest to continue to drive results,Andrade advises a focus on th

88、e continued development of AI capabilities.20%42%38%35%35%28%27%26%23%21%*Respondents were asked to select three choicesSource:CX Networks Global State of CX survey,January-March 20240%50%Figure 11The 10 most common obstacles for bringing these investments to lifeDemonstrating ROIFinding budgetGaini

89、ng buy-in from internal/external stakeholdersIntegration into existing toolsEconomic conditions in local/regional marketIntegration into company culture and processesComplicated internal sign-off processTime constraintsComplexity in vendor marketEconomic conditions in global markets18 Foreword and a

90、bout the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionA snapshot of CX spending“Conversational AI,particularly powered by generative AI,offers a transformative approach to CX by enabling more

91、natural,human-like interactions between customers and virtual agents,”he explains.These capabilities allow contact centers to resolve a broader range of inquiries by leveraging self-service and minimizing the need for human intervention in routine queries.Additionally,conversational AI powered by ge

92、nerative models can leverage data already collected to continuously learn and improve responses,leading to greater accuracy and efficiency over time.Andrade says:“This not only enhances customer experiences but also optimizes existing data analytics resources within the contact center.”Another notab

93、le trend among all budget holders is a new focus on the accessibility and inclusivity of contact channels,which entered the top-10 investment priorities for the first time this year.When analyzed further,for those with a budget of$2.5 million or more,the accessibility of contact channels was the fif

94、th most selected investment priority.Although many would argue accessibility is a foundation of CX,this trend suggests a sign of CX maturity among the organizations with larger budgets.Crowley says the trend is a continuation of the omnichannel focus,“the idea that companies should be wherever their

95、 customers are at,by maximizing where at can be”.Crowley adds:“Another factor is that companies have entered a world where they want to engage their customers.Companies seek to use customer service as a differentiator,and you cant do that if people are not able to engage with customer service.”It is

96、 even possible to use AI to leverage this trend,by conducting rich Voice of Customer(VOC)analysis of written contacts and call transcriptions.“This actually adds a positive value to customers contacting you through the learnings and insights that customer contacts generate,as opposed to customer con

97、tacts being seen primarily as a cost,”Crowley says.The ability to prove ROI is an obstacle to investment In addition to the increasing pressure to prove ROI,elsewhere in the survey ROI was named as the most significant obstacle for CX investments(42 percent,see Figure 11).This was followed by findin

98、g budget(38“Areas that reduce operational cost while enhancing CX offer the greatest return on investment.”Pedro AndradeVP of AI at Talkdesk19 Foreword and about the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern org

99、anizationConclusionA snapshot of CX spendingpercent)and gaining buy-in from internal and external stakeholders(35 percent).With more CX technology and tools on the market than ever before,practitioners require a deep understanding of how to navigate their options,work with vendors and make decisions

100、 that will deliver true returns.Advising on how to do this Vinay Parmar,CEO of Dhruva Star and former chief CX officer for National Express,says:“Fundamentally,the reason bad decisions are made on technology is that not enough work has been done to bring clarity to what you are trying to achieve,and

101、 the wrong people are involved in the conversation.Often in companies we knee jerk to point solutions without understanding the root cause of the problem.”During his time in finance,Parmar was tasked with reducing call center volumes.Initial analysis indicated 20 percent of all calls were from custo

102、mers who wanted to check their balance,however,balances were available via self-service.Rather than automate the balance inquiry journey,Parmars team started to ask callers why they were not sourcing balance information independently.It transpired that more than 70 percent of the inquiries were rela

103、ted to the customer wanting to switch to a competitor.“If we had automated,we would have achieved the short-term objective,but we would have also lost the opportunity to change things for customers who wanted to leave,”Parmar says.The next section of this report explores how technology is changing C

104、X,with insights on how such disruptor technologies as augmented reality and metaverse,are driving early profit and loyalty gains.“Often in companies we knee jerk to point solutions without understanding the root cause of the problem.”Vinay ParmarCEO of Dhruva Star20 Foreword and about the respondent

105、sA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionThe impact of technology on CXTHE IMPACT OF TECHNOLOGY ON CXINSIDE THIS SECTIONDisruptor technologies are driving profit gainsEarly generative AI deployments

106、 are delivering on customer loyalty Not all customers want or trust AI 21 Foreword and about the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionThe impact of technology on CXThe impact of techno

107、logy on CXFigure 12Who is seeing gains from disruptor technologies.and who is yet to leverage them?Generative AI39%39%43%43%28%28%Journey orchestration 40%40%32%32%45%45%Augmented and virtual reality16%16%68%68%13%13%Data analytics79%79%3%3%78%78%Metaverse11%11%71%71%10%10%“Brands that do not implem

108、ent an omnichannel strategy are much more susceptible to customer churn”Pedro AndradeVP of AI at TalkdeskAcross the corporate world,ongoing digital transformation means technology is playing an ever-greater role in business and CX.However,when it comes to adoption,clear leaders and laggards are emer

109、ging.When asked about cloud contact center adoption,15 percent of respondents said their organization is cloud native,while 19 percent said they have fully migrated.At the other end of the spectrum,14 percent said they plan to migrate their contact center to the cloud in future while 13 percent said

110、 they have no plans.When asked if they operate an omnichannel communications hub,16 percent of respondents said they have a fully implemented omnichannel model and strategy,a three percent increase on 2023.The majority(35 percent)said they have a multi-channel model but the connections between them

111、remain fragmented.Andrade says those with fragmented channel connections face two significant challenges.“Brands that do not implement an omnichannel strategy are much more susceptible to customer churn,”Andrade says.Although it is frustrating for a customer to have to repeat information between cha

112、nnels,the real damage is reputational.“This process not only consumes a customers time and patience,but also conveys a sense of inefficiency and disorganization on the part of the company.As a result,customers who encounter this disjointed experience are more likely to become disenchanted and seek o

113、ut competitors who offer a smoother,more cohesive service experience.”positive impact on loyalty positive impact on profit22 Foreword and about the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusio

114、nThe impact of technology on CXToday,however,omnichannel is about more than communications:it is also a rich source of customer data and enables businesses to track and analyze customer interactions across all touchpoints,including websites,mobile apps,social media,email and phone calls as well as i

115、n-person interactions.“This holistic view allows for a comprehensive understanding of the customer journey,including preferences,pain points and behaviors.Businesses can then tailor their marketing and sales strategies to align with customer preferences and behaviors,”Andrade says.“This targeted app

116、roach enables more effective engagement,conversion and retention than a multi-channel model.”Disruptor technologies are driving profit gainsThere are many new technologies at the practitioners fingertips,and some have the potential to disrupt and re-write the rules of CX,including generative AI,jour

117、ney orchestration,data analytics,metaverse and augmented and virtual reality(AR/VR).For the first time in 2024,we asked practitioners how their use of seven key CX technologies is driving profit and loyalty.As demonstrated in Figure 12,the early experimenters are seeing gains in both areas,however,m

118、any are yet to embrace the high-tech future of CX.For example,among those who use journey orchestration,45 percent reported positive loyalty outcomes and 40 percent reported positive financial outcomes.However,32 percent are yet to get started with this technology.On why so many are yet to embrace t

119、he new generation of technology in the marketplace Anna Noakes Schulze,head of community experience at TheNTWK,says CX often adopts technology after other functions such as marketing,where cutting-edge technologies are required to“grab the customers attention in new and inventive ways”.“Customer exp

120、erience is tasked with nurturing and preserving the customer relationship,which naturally lends itself to more conventional,lower-risk approaches that already have a proven track record.These conservative tendencies work against experimentation with cutting edge tech,except in a few rare cases like

121、generative AI where the efficiency gains all but guarantee a positive return on investment,”she says.“If these technologies are not yet important to your customers,then pay attention to what the more future-forward brands are doing and see what you can learn from their initiatives.”Anna Noakes Schul

122、zeHead of community experience at TheNTWK 23 Foreword and about the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionThe impact of technology on CXAlthough they often divide opinion,AR/VR and meta

123、verse-based experience are growing in popularity,with retail and B2B driving the use cases.On how these technologies can be used to engage customers,Noakes Schulze says CX professionals need to address two basic questions before initiating a high-tech CX project:how relevant are these technologies t

124、o our customers now?And how relevant will they be to new and existing customers over the next three to five years?“If immersive technologies like AR/VR and metaverse are already becoming an important part of how your customers interact with brands,then its already time to start testing the waters wi

125、th iterative cycles of small experiments and learning from customer feedback,”she advises.“If these technologies are not yet important to your customers,then pay attention to what the more future-forward brands are doing and see what you can learn from their initiatives.This will help inform your ow

126、n strategy when your customers signal that the time is now.”Generative AI is delivering on customer loyalty As demonstrated throughout this report,AI in all its forms is invaluable to practitioners in 2024,and generative AI is now being used for marketing,hyper-personalization,chatbots and virtual a

127、ssistants.Among respondents,28 percent said they had recorded a positive impact on customer loyalty through their use of generative AI for CX,while 39 percent said they had recorded a positive impact on company profits.On where this technology is driving the greatest results for CX,Andrade says:“Gen

128、erative AI is profoundly impacting virtual agents and agent assistants,elevating their capabilities and enhancing their ability to deliver exceptional customer experiences.”This is because virtual agents powered by generative AI are more adept at understanding and responding to natural language quer

129、ies and this enables seamless and human-like interactions with customers.“These AI-driven virtual agents possess the ability to comprehend context,infer intent and autonomously resolve a wide range of inquiries,reducing the need for human intervention in complex and routine tasks,”Andrade continues.

130、On the back end,generative AI is also empowering organizations by augmenting decision-making abilities and streamlining workflows.“These AI-powered assistants analyze customer interactions,suggest appropriate responses and automate repetitive tasks,enabling agents to focus their efforts on more comp

131、lex issues and high-value interactions,”Andrade says.“Additionally,generative AI enables agent assistants to provide real-time guidance and coaching to agents,helping them navigate challenging situations and improve their performance.”Despite the clear benefits generative AI can deliver to the servi

132、ce suite,over the coming 12 months Andrade believes it will predominantly be used to deliver hyper-personalized CX and push the boundaries of what is possible when it comes to targeted sales and advertising journeys,as well as effective communications.24 Foreword and about the respondentsA snapshot

133、of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionThe impact of technology on CX“This level of personalization goes well beyond merely addressing customers by their name or recommending generic products;it involves dyna

134、mically adjusting content,offers and recommendations based on the customers browsing history,purchase patterns,location,demographics and even current context,”he says.“By delivering precisely tailored experiences that cater to the unique needs and interests of each customer,generative AI will foster

135、 deeper connections,increase engagement and ultimately drive customer satisfaction and loyalty to unprecedented levels.”Not all customers want or trust AI Despite the general positivity around AI,65 percent of survey respondents either agreed or strongly agreed that customers are concerned about eth

136、ical AI use and the future development of AI for CX.Jaakko Lempinen,head of customer experience for YLE Finland,says that to demonstrate responsible AI use organizations must be transparent and collaborative,and they should also involve customers in order to understand their preferences and apprehen

137、sions.“Transparency is crucial.Companies should be open about how AI technologies are employed in their operations,specifically in how data are collected,analyzed and utilized to improve CX.This involves clearly communicating the purposes of data collection and the benefits to the customer,ensuring

138、there is an understanding of the value exchange,”he says.As Finlands national broadcaster,YLE published its ethical guidelines and standards for AI use in 2023,which state that humans are always responsible for the use of AI.Lempinen advises all organizations should make their ethical guidelines and

139、 standards for AI use available to the public.“Thirdly,organizations should actively involve customers in the development of AI solutions through feedback loops,allowing them to express their concerns and preferences.Engaging in dialogue about AI and its role in CX helps demystify technology for cus

140、tomers and builds a foundation of trust,”Lempinen says.Finally,Lempinen says companies can demonstrate their commitment to responsible AI by contributing to and advocating for industry-wide ethical standards.“Collaborating with regulatory bodies,industry groups and other stakeholders to shape the fu

141、ture of ethical AI use,not only positions the organization as a leader in this space but also helps to ensure that the development of AI technologies benefits all stakeholders in the CX ecosystem,”he explains.The next section of this report examines the customer behaviors practitioners are keeping a

142、n eye on and looks at how AI is being used by customers,as well as organizations.“Companies should be open about how AI technologies are employed in their operations,specifically in how data are collected,analyzed and utilized to improve CX.”Jaakko LempinenHead of CX for YLE Finland25 Foreword and a

143、bout the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionGetting to know the customer of 2024 GETTING TO KNOW THE CUSTOMER OF2024INSIDE THIS SECTIONCustomers understand more about AI,but still wa

144、nt empathy Are machine customers the next big thing?26 Foreword and about the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionGetting to know the customer of 2024 Getting to know the customer of

145、2024The customers demand for convenience has become more significant for the work of the CX practitioner in 2024,rising from the fourth to the most influential behavior year-on-year.Elsewhere,the expectation for instant service or delivery has dropped one place this year and reduced customer spendin

146、g has dropped from the first to the fourth most influential behavior.Awareness of ethical working conditions and the demand for sustainable or ethical products and brands have also fallen down the priority list.Commenting on the customers growing demand for convenience,Phillips-Lord says:“We need to

147、 go back to basics and deliver to expectations.As a customer,I want to be able to do what I want to do,in the quickest way possible that means if I cant do something online,dont make me try.Dont lead me down the garden path on a journey that takes in all the things I can do if the thing I want to do

148、 cannot be done.”On the factors driving these trends,Parmar says:“The overarching one is our shorter attention spans.There are time pressures in there too,and since remote work became more widespread,that time pressure piece has changed.Pre-Covid,people had less time to fit things in but now,working

149、 from home has given people more time and because they value their time more,they are being selective in how they want to spend it.”Customers understand more about AI,but still want empathy Several new behaviors feature in this years list,among them awareness of how AI works or uses customer data,an

150、d demand for tighter security across data or communications.In fact,55 percent strongly agreed that data privacy and security is becoming more important to customers.It is clear customers in 2024 are more tech savvy and time poor than in previous years,bringing new challenges to how practitioners ca

151、n and should connect with them.Lempinen says that to be successful here,companies must focus on delivering seamless,efficient and highly personalized experiences.“A good slogan for this is a little bit of friction is a lot of friction,meaning,it doesnt take much to be forgotten,”he says.“Utilizing A

152、I and data analytics to understand customer preferences and behaviors in real-time allows for the creation of tailored interactions that resonate on a personal level,minimizing the time spent by customers on finding the products that match their expectations.”“Machine customers will be able to condu

153、ct the tasks that feel like chores.It represents an unprecedented growth opportunity for all industries.”Sirte PihlajaHead of team for CXPA Finland and CEO of Shirute27 Foreword and about the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology

154、on CXCX and the modern organizationConclusionGetting to know the customer of 2024 By offering multiple,well-integrated digital channels for engagement,organizations can ensure their customers are able to interact in the most convenient way for them,whether through messaging apps,social media or voic

155、e assistants.Here,Lempinen says the key to success is a seamless,data-driven management and process model.Loyalty programs also have a role to play by rewarding engagement and offering value beyond discounts,for example through exclusive experiences or enhanced services.“By recognizing and valuing a

156、 customers time,companies can foster a sense of loyalty and encourage continued engagement.The best experiences happen when something goes wrong that is when unforgettable experiences are created and where the true value lies,”Lempinen says.As the AI-powered service suite evolves from a cost center

157、to a revenue driver,its potential to nurture and repair loyalty is being recognized more broadly across the organization.As outlined in section one,customer loyalty is a top-10 trend for practitioners in 2024 and one of only two trends that is not directly related to technology.Elsewhere in the surv

158、ey,56 percent of respondents strongly agreed that customers will switch brands when unsatisfied.Phillips-Lord says that to nurture loyalty in 2024,organizations must also meet the established customer demand for empathy and humanized interactions.“Through Covid,businesses were able to dial up empath

159、y and personalization and since then,it has naturally reverted.But people loved that experience,”he says,referencing how this trend is evidenced in the rise and decline recorded in customer satisfaction and sentiment surveys.“I think businesses are quickly realizing that while AI and automation are

160、key trends,doing those in conjunction with personalization is whats really going to drive winning experiences,”he adds.Are machine customers the next big thing?As the survey data around CX and customer trends demonstrates,practitioners are focusing on AI from both the organizational and customer per

161、spectives.However,according to Pihlaja,practitioners must begin to plan for a future where customers are also using AI to handle service interactions.“Machine customers are bots,algorithms or processes that make it possible for customers whether they be in B2B or B2C to interact with companies and p

162、ublic organizations without needing to be part of the process themselves.Essentially,they are a virtual or digital assistants that act on behalf of the person behind them,”Pihlaja says.“We need to go back to basics and deliver to expectations.As a customer,I want to be able to do what I want to do,i

163、n the quickest way possible.”Sam Phillips-LordSenior customer insight manager for HastingsDirect28 Foreword and about the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionGetting to know the custo

164、mer of 2024 Consumers have become familiar with using Siri and Alexa and now the availability of custom GPTs means any consumer can create an AI assistant to manage their emails,calendars and other tasks,as Pihlaja does.While this trend has existed for some time in B2B,in early 2024,Shirute started

165、to conduct research into how prepared all organizations are for machine customers.According to Parmar,the future is already here.“We are starting to see younger people using ChatGPT to research their consumer rights and write emails of complaint.So already,agents are dealing with customers who have

166、used AI to get their desired outcome in an efficient and effective way,”he says.Pihlaja adds:“Machine customers will be able to conduct the tasks that feel like chores to customers,such as changing account details or even negotiating a phone subscription.It represents an unprecedented growth opportu

167、nity for all industries.”The next section of this report looks at the role of the customer experience function in the modern enterprise and examines the unique role practitioners can play to drive the reputation of CX across their organizations.16%59%52%38%38%31%24%24%19%17%*Respondents were asked t

168、o select three choicesSource:CX Networks Global State of CX survey,January-March 20240%75%Figure 1310 customer behaviors that influenced CX planning in 2024*Demand for convenienceExpectation for instant service/deliveryAwareness of how AI works/uses their dataCustomers spending lessDemand for data/c

169、ommunications securityCustomers also using AI for their service and sales interactionsUse of social media for product/service researchAwareness of ethical working conditionsCustomers spending moreDemand for sustainable/ethical products and brands29 Foreword and about the respondentsA snapshot of CX

170、spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionCX and the modern organizationCX AND THE MODERN ORGANIZATIONINSIDE THIS SECTIONPractitioners have a key opportunity to drive the recognition of CXEconomic pressures threaten t

171、he future of CX30 Foreword and about the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionCX and the modern organizationCX and the modern organizationIn addition to the trends,customer behaviors a

172、nd budgets that influence CX,organizational culture also has a direct impact on customer centricity and the success of CX initiatives.To establish how organizations are developing their CX programs we asked our network to select their organizations top three strategic CX goals for 2024.The majority(

173、55 percent)said their primary goal is to grow the customer base(see Figure 14).Other top goals included increasing NPS/CSAT(45 percent)and transitioning to a virtual or hybrid contact center model.Elsewhere in the survey when asked directly about CX maturity,13 percent said they would describe their

174、 organizations CX management strategy as mature,and 11 percent said they operate in a business culture that trusts them to be more experimental.On how teams are being prepared for the changing role of the CX practitioner,51 percent said they trained their workforce in soft skills in 2023,including e

175、motional intelligence,adaptability,empathy and resilience.Commenting on Figure 14,Andrade says that while there is a strong recognition of the importance of CX within organizations,there is still progress to be made in terms of maturity and strategic alignment with broader business goals.“Many organ

176、izations are still in the early stages of developing and implementing comprehensive CX strategies and have not fully integrated CX into their core operations and decision-making processes,”he says.“The breakthroughs coming from generative AI may jumpstart investment and the implementation of more cu

177、stomer-centric business models.”Customer centricity cannot happen without listening and responding to customer feedback,yet according to Gelbrich the growing volume of feedback data is creating further obstacles.“Making sense of it all can be a challenge,”he says,yet focused efforts can overcome thi

178、s.“Sometimes maturing a CX program is less about collecting more feedback and more about focusing efforts on fewer opportunities or priorities that align with the organizations broader goals and areas of investment.As much as we want to resolve queries for every customer,division leaders need a clea

179、rer picture of where they should allocate scarce resources to have the biggest customer impact,”he says.“The CX function is successful or mature when it helps the organization translate targeted,and often limited,investment into improvements that customers can see and feel,”Gelbrich adds.31 Foreword

180、 and about the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionCX and the modern organizationPractitioners have a key opportunity to drive the recognition of CXAs highlighted throughout this repo

181、rt,CX plays a critical role in the modern organization,not least by providing the data to inform key business decisions that impact revenue,customer retention and even EX.Since the Covid-19 pandemic,CX has grown in recognition as a driver of business performance,however,our survey data confirms chal

182、lenges remain around proving ROI,handling multiple projects and priorities,and understanding customer demands.Gelbrich says clarity is key for practitioners who want to change their fortunes.“The biggest opportunity for CX to grow in recognition is to make the impact of CX on top-line financial metr

183、ics clearer,”he says,advising practitioners start by analyzing the retention and churn of individual customers to understand what is driving any loss in loyalty.“It is hard to get this insight when you are looking at the survey results of thousands of customers.But starting with an individual custom

184、ers experience and future purchase behavior can unlock key findings about why customers pull back.”Gelbrich continues:“As common themes emerge at the individual level it becomes easier to find the same underlying driver of churn in larger groups or segments of similar customers.This helps find key d

185、rivers of churn that may otherwise be missed when starting with the entire survey sample.When you can tie key CX investments that address these themes and stop or slow churn,you can show a direct impact on repeat purchases and ongoing revenue.”According to Mihelic,opportunities to grow the reach and

186、 recognition of CX exist beyond the organization,too.She says there are many opportunities for practitioners to advocate for the CX function and its value to the wider business.“I believe it is up to us as practitioners to educate,advise and demonstrate the interconnectivity of CX with overall organ

187、izational performance,”she says.“Practitioners need to cross-pollinate CX across organizations and industries through entire supply chains where possible in order to create a meaningful identity for CX and ultimately betterment;not only for us organizationally,but also for the customers we serve,”Mi

188、helic continues.She says practitioners can spread the word on the importance of CX by participating in andattending multi-disciplinary events,as well as CXcentric events and conferences.“The breakthroughs coming from generative AI may jumpstart investment and the implementation of more customer-cent

189、ric business models.“Pedro AndradeVP of AI at Talkdesk32 Foreword and about the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionCX and the modern organization“This provides the chance for those n

190、ot familiar with CX to understand its value and become evangelists for our profession,”Mihelic says.“Ultimately,the more people we educate and showcase the value of CX to,the more opportunity we will have to be prioritized in funding,attract and develop a talent pipeline,create career growth opportu

191、nities for practitioners,add value to a business and create better experiences for customers.”Economic pressures threaten the future of CXWith customers and organizations spending less due to global economic pressures,there is a growing urgency to enhance the position of CX to safeguard its continue

192、d existence.“The funding that gets pulled first is from areas that are unproven in their value to the business,”Mihelic says.Sharing her outlook for CX over the coming 12 months,she says that to counteract this mindset practitioners must be smart with their business cases and thoughtful in their con

193、cept creation to create a deeper understanding of“not only the direct value of CX,but also the indirect brand and reputation uplift which is hard to measure financially,but definitely valuable when it comes to customer decision sets for purchasing.”“We need to demonstrate and validate that CX is cri

194、tical to business growth and development and can provide not only revenue increases,but also deliver efficiencies that result in reduced operating costs.Now more than ever,we need to be resilient and engage with our cross-industry cohorts in order to convert more and more stakeholders to the power a

195、nd value of exceptional CX,”Mihelic adds.describe their companys customer experience management strategy as mature13%13%said they operate in a business culture that trusts them to be more experimental,due to the returns CX has delivered in the past11%11%trained their workforce in soft skills in 2023

196、,including emotional intelligence,empathy,adaptability and resilience51%51%said that growing the customer base is a top three strategic CX aim for their organization in 202455%55%Figure 14Snapshot:The state of CX in 202433 Foreword and about the respondentsA snapshot of CX spendingGetting to know th

197、e customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionConclusionCONCLUSIONINSIDE THIS SECTIONCX disruption is bringing new opportunities for practitioners About CX Network About Talkdesk CX Network Editorial Calendar 34 Foreword and about the respondentsA

198、 snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impact of technology on CXCX and the modern organizationConclusionConclusionIn 2024 the core aims of CX remain unchanged:the majority of practitioners want to grow their customer base,upskill their workforce and demonstrate t

199、he total value of CX to the entire organization.What has changed is the tools available to achieve these aims.Practitioners are increasingly turning to AI to focus their efforts on enhancing the components of loyalty-building digital CX,such as automation,analytics and self-service.In fact,from the

200、top CX trends to the leading investment priorities,AI featured heavily in the 2024 survey results.It was even named as a leading customer behavior trend as customers start to embrace generative AI for their own service interactions.As Pihlaja and Parmar outlined,this has the potential to drive unpre

201、cedented efficiencies for both parties,while demanding a new service design model.Along with data analytics and journey orchestration,generative AI is one of several new disruptor technologies that survey respondents say are driving results for their organization.Among the respondents that are using

202、 generative AI,28 percent have already seen customer loyalty benefits and 39 percent reported profit gains.It is clear that CX is on the cusp of transformation.However,as outlined by Lempinen,to be successful with AI in any form,organizations must order their data and create policies to safeguard re

203、sponsible AI use and,therefore,customer trust.“We couldnt be more hopeful for the state of CX than we are now,”Andrade says.“Generative AI is going to transform all aspects of CX and help businesses forge genuine connections with their customers,fostering loyalty,advocacy and mutual growth.With gene

204、rative AI,CX becomes not just a strategy but a transformative force,where every interaction leaves a lasting,positive imprint on both customer and brand alike.”Despite this,new technology has not eliminated old challenges.Competing priorities and shrinking budgets remain primary concerns for practit

205、ioners in all markets.While this goes a long way to explaining the focus on automation seen in this years results,overcoming these challenges is dependent on enhancing the recognition of CX as a key business driver.As Gelbrich said,the CX function is successful when it helps the organization transla

206、te targeted investment into improvements that customers can see and feel.CX disruption is bringing new opportunities for practitionersSubscribe to CX Network Subscribe to CX Network Modern customer service.Your way.Drive exceptional business outcomes with a cloud contact center platform built for yo

207、ur industry.Learn more and take a self-guided demo at 90%Reduction in authentication time.41%Increase in first contact resolution.22%Increase in SLA.7-9 October 2024Htel Mvenpick Amsterdam City Centre&The Passenger Terminal,AmsterdamThe#1 European event series for progressive contact centre,CX and d

208、igital service leaders2024 Star SpeakersYeliz iekEditor-in-Chief,Vogue NederlandJesper BuchFounder,Just Eat,Seedster and GoMentor2024 SponsorsDOWNLOAD THE FULL AGENDA FOR MORE DETAILS37 Foreword and about the respondentsA snapshot of CX spendingGetting to know the customer of 2024 CX in 2024The impa

209、ct of technology on CXCX and the modern organizationConclusionConclusionCX Network Calendar 2024ALL ACCESS Predictive CX MARKET REPORTSFuture CX 2024JANALL ACCESS Voice of the Customer MARKET REPORTSAI in CX(Global)AI in CX(APAC)FEBALL ACCESS AI in CX APACMARKET REPORTSPredictive CX in 2024MARALL AC

210、CESS AI in CXMARKET REPORTSCustomer loyalty in 2024APRMARKET REPORTSGlobal State of CX 2024(Global)Global State of CX 2024(APAC)MAYALL ACCESS CX Week ANZCustomer LoyaltyMARKET REPORTSCX in retailJUNALL ACCESS Future Contact CentersMARKET REPORTSCCW ANZ 2024JULALL ACCESS CX Financial ServicesMARKET R

211、EPORTSCIDA AUGALL ACCESS Customer Insights&Data Analytics ExperienceXMARKET REPORTSJourney mapping and orchestration SEPALL ACCESS Customer Data Analytics APACAI+Data in CXMARKET REPORTSDigital CX/Financial ServicesOCTALL ACCESS Future Contact Center Trends&Technology APACDigital CX MARKET REPORTSOmnichannel/CX automation and AINOVALL ACCESS Future of CXMARKET REPORTSDesigning intuitive and inclusive user experiences DEC