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21세기의 고객경험(CX)

CX for the 21st Century

발행일: | 리서치사: DMG Consulting LLC | 페이지 정보: 영문 | 배송안내 : 1-2일 (영업일 기준)

※ 본 상품은 영문 자료로 한글과 영문 목차에 불일치하는 내용이 있을 경우 영문을 우선합니다. 정확한 검토를 위해 영문 목차를 참고해주시기 바랍니다.

DMG가 매년 시행하고 있는 기업 및 컨택센터 서비스 목표에 관한 조사에서는 응답자의 81.1%가 2023년 최우선사항으로서 고객 경험 향상을 선택하며 2022년 76.7%에서 증가했습니다.

21세기 고객경험(CX)의 중요성을 조사했으며, CX를 변혁/강화하는 기술·용도·시스템 분석, 기업이 CX 요건에 대응하기 위해서 필요한 전략적 필수요건, 방향성, 제안 등을 정리했습니다.

목차

제1장 주요 요약

제2장 서론

  • 21세기 CX 전략 수립
  • 비전 : 향후의 CX 전략
  • CX의 주인은?
  • 고위 경영진의 지원

제3장 목적지가 아니라 여정이 중요

  • 고객의 관점에서 CX를 본다
  • 고객 여정 이해
  • 고객 여정 분석이란 무엇인가?

제4장 프론트 및 백 오피스 기능 통합

  • 왜 변화해야 하는가?
  • 무엇이 변화해야 하는가?
  • 어떻게 시작하는가?

제5장 미래의 CX 워크포스

  • Live Agent와 자동화 워크포스
  • 컨택 센터가 선택받는 고용주가 되는 방법

제6장 CX를 변혁/강화하는 기술·용도·시스템

  • CX를 개선하기 위한 시스템과 용도
    • 레코딩
    • 상호작용 분석
    • 품질관리(QM)/애널리틱스 대응 품질관리(AQM)
    • IVR/IVA 애널리틱스
    • 설문조사/고객의 소리(VoC)
    • 데스크톱 분석
  • 직원 경험을 향상시키는 시스템
    • 인력 관리(WFM)
    • 실시간 안내(RTG)
    • 지식 관리
    • 게이미피케이션
  • 컨택센터 솔루션 사용을 기타 기업 부문으로 확대

제7장 결론

부록 A : 전략적 필수요건, 방향성 및 제안 : 요약

부록 B : 컨택센터 디지털 트랜스포메이션 시작을 위한 계획

DMG Consulting에 대해

LSH 23.03.21

Providing an outstanding customer experience (CX) is not just important - it is imperative. Good service is directly correlated with keeping customers engaged, cultivating brand loyalty, and generating repeat business. The value proposition behind the need to deliver a great CX is clear, but how to achieve it is not.

The world has changed, and it's essential that businesses transform and adapt to the expectations and needs of 21st-century consumers and employees. It's time for companies to adopt an emboldened and coordinated approach by taking major (and different) steps to realize sustained progress in improving their CX. To succeed, organizations need to overhaul their approach to service and adopt a customer-first mindset.

This special report identifies the steps and actions needed to build and execute a CX strategy for the 21st century. Organizations will learn how to:

  • Revamp and broaden their understanding of what it means to deliver a great CX
  • Draft an enterprise-wide CX strategy
  • Apply the new CX strategy that positions them to continuously adapt and transform
  • Engage and empower their employees to be customer advocates who have the support, training, and tools to deliver the CX today's customers demand
  • Establish an enterprise-wide method to capture, analyze, understand, and improve the CX

KEY TAKEAWAYS

  • Customer experience is the top concern for contact centers: In DMG's annual survey of enterprise and contact center servicing goals, 81.1% of respondents selected improving the customer experience as a top priority in 2023, up from 76.7% in 2022.
  • Intelligent self-service is where customers are turning: Consumer demands are changing, and customers are demonstrating a growing preference to help themselves using an intelligent self-service solution.
  • Everyone owns the customer experience: The debates about who owns the customer experience are immaterial, because everyone within a company is responsible for the CX.
  • A unified strategy is a requirement for success: Getting all customer-facing departments to agree on a single unified CX strategy will be a coup in most companies, giving the enterprise a much better chance of achieving the goal of delivering a cost-effective and consistently outstanding experience throughout the customer journey.

It's all about the customer journey, but what does this actually mean?

There is confusion in the market about what the customer journey involves and how to gather crucial data from all customer interactions and touchpoints. The objective is to obtain full visibility into everything related to what customers do before, during, and after their relationship with an enterprise. This is a daunting task, but it can be addressed one department or activity at a time. It is also a multidimensional challenge, because companies need to reconcile their perspective with the customer's view of the relationship.

The primary challenge in implementing customer journey analytics is that there is no single system or application that captures the voice of the customer at all touchpoints.

This special report provides more than 20 strategic imperatives, directions, and recommendations to help organizations exceed 21st-century customer experience demands.

Table of Contents

I. Executive Summary

II. Introduction

  • II.i. Creating a 21st-Century CX Strategy
  • II.ii. The Vision: The CX Strategy for the Future
  • II.iii. Who Owns the Customer Experience?
  • II.iv. Get Senior Executive Support

III. It's not the Destination; it's the Journey

  • III.i. Viewing the CX Through the Customer's Lens
  • III.ii. Understanding the Customer Journey
  • III.iii. What is Customer Journey Analytics?
    • III.iii.i. Technical Challenges of Customer Journey Analytics
    • III.iii.ii. How to Capture and Measure the Customer Journey
    • III.iii.iii. The Benefits of CJA
    • III.iii.iv. Organizational and Cultural Challenges of Customer Journey Analytics

IV. Consolidating Front- and Back-Office Functions

  • IV.i. Why Change?
  • IV.ii. What Needs to Change?
  • IV.iii. How to Get Started

V. CX Workforce of the Future

  • V.i. Live Agents vs. an Automated Workforce
    • V.i.i. Making the Role of CX Advocate a Reality
  • V.ii. How to Make Contact Centers Employers of Choice
    • V.ii.i. Improving Employee Engagement
    • V.ii.ii. Compensate Agents Fairly

VI. Technology, Applications, and Systems to Transform and Enhance the CX

  • VI.i. Systems and Applications to Improve the CX
    • VI.i.i. Recording
    • VI.i.ii. Interaction Analytics
    • VI.i.iii. Quality Management (QM)/Analytics-Enabled Quality Management (AQM)
    • VI.i.iv. IVR/IVA Analytics
    • VI.i.v. Surveying/Voice of the Customer (VoC)
    • VI.i.vi. Desktop Analytics
  • VI.ii. Systems to Enhance the Employee Experience
    • VI.ii.i. Workforce Management (WFM)
    • VI.ii.ii. Real-Time Guidance (RTG)
    • VI.ii.iii. Knowledge Management
    • VI.ii.iv. Gamification
  • VI.iii. Expanding the Use of Contact Center Solutions to other Enterprise Departments

VII. Final Thoughts

Appendix A: Summary of Strategic Imperatives, Direction, and Recommendations

Appendix B: Plans to Get Started with a Contact Center Digital Transformation

About DMG Consulting

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