37
accelerate your ambition Digital crisis or redemption - The uncomfortable truth 2017 Global Customer Experience (CX) Benchmarking Report Global APAC/Singapore comparison
accelerate your ambitionDigital crisis or redemption - The uncomfortable truth
2017 Global Customer Experience (CX) Benchmarking Report Global APAC/Singapore comparison
20 years
of benchmarking
Telephone-primed CX Digital-primed CX
The transformation of CX
2017CX – proactive & customisedNew trend towards pushed CX, tailored and enabled by analytics and technology
AI enabled automation via behavioural and profile personalisations
Robotics reimagining world of CX 2018 – 2020
Broader and centralised channel access options
Birth of contact centre
2000s
1990sTraditional call centrestelephone replaced face-to-face
2010sMultichannel the normtelephone and digital improve customers’ channel options and an ease of contact
Consistent cross-channel support for customers, via integrated digital channels
Omnichannel a top priority
2016 – 2018
950+ data points,
90+ analysis charts
supported by 40+ industry groups
analysis with
context and
recommendationson best practices
1351 participants from…
…80 countries contributed to
this year’s global research
over 20 country
specific data
63% B2C 23% B2B
8% IT Helpdesk
6% Sales Operations
view data at 10 levels including: geography, size, sector, brand
positioning, service, contact and
provider type
About the 2017
Global CX Benchmarking Report
Research spans 14 CX industry sectors
17% banking
and
investment
15% professional
services
11% Service
providers/
comms
11% Insurance
9% Technology
8% Retail &
consumer
goods
7% Public
sector
22% from
additional
7 sectors
What’s included in the 2017 Global CX Benchmarking Report?
StrategyService strategy
Multi-skilling
Omnichannel
Strategic drivers
Business transformation
Evolving workforce
CXService differentiator
CX drivers
Capability
Responsibility
Trends
Benefits
AnalyticsData collection
BI systems
Segmentation
Personalisation
Customer journeys
Performance impact
DigitalTransformation factors
Channel interaction splits
Customer preferences
Mobile, Chat, etc.
Social CX
Proactive outbound
OperationsCSAT practices
Quality management
Ops and agents’ KPIs
Performance statistics
Response and
handle times
Productivity by channel
EfficiencyOperations model and
structure
Training and HR models
Employee engagement
WFO approach
Absence and attrition
Budget allocations
TechnologyKey technology trends
Architecture models
Standardised systems
IT sourcing, design and support
Current and future needs
Cloud usage and experience
1: Digital
dominance
2: Conscious
journeys3: Data
supremacy
4: Man vs
machine
Digital
crisis or
redemption
The
uncomfortable
truth
Digital crisis or redemptionKey findings
Introduction Key findings Conclusion
Journeys
should be
intuitive.
Analyse
or
die.
CX robotics
creating a new
reality.
The world has
formed a digital
skin.
The uncomfortable truth
Introduction
The uncomfortable truthHigh-performing disruptors are outpacing established market leaders by committing to the opportunity created by the digital revolution.
81% of companies recognise CX as a competitive differentiator
CX is the no1 most important strategic performance measure
79% can evidence cost savings; 84% an uplift in revenue/profits
Just 13% self-rate their CX delivery at 9/10 or better
Only 10% consider their digital business strategy to be optimised
36% don’t have a single manager
responsible for CX; Of those who do, just 36% are at board level
Top strategic performance measures
CX remains most important strategic measurement for organisational
performance
What are the top three performance measurements according to your company’s board or executive team?
5.7
7.1
7.1
10.8
12.2
31.7
26.7
28.7
24.6
33.1
33.6
73.6
Migration to fully automatedservices
Other
Security systems orservices
Migration to digital assistedservices
Customer effort scores(ease of doing business)
Employee engagement
Productivity and cost toserve
Complaint levels (servicequality)
First contact resolutions(right first time)
Customer advocacy orloyalty (e.g. NPS)
Sales revenues or profits
Customer experience
3.7
3.7
14.8
11.1
25.9
18.5
44.4
40.7
22.2
22.2
70.4
APAC Singapore
Benefits evidenced by improving CX
Business benefits increased significantly, once CX improved79% can evidence cost savings, 84% an uplift in revenue/ profits, and 85% appreciate its impact on employees
What business benefits can be evidenced by an improving CX capability?
77.1
81.5
84.7
88.3
91.0
87.5
91.3
87.5
91.7
Reduction in contact volumes
Reduction in costs
Increased company revenue/profits
Increased employee engagement
Increased customer loyalty (incl. value)
SG APAC
Digital business strategy
Less than 10% of respondents have an optimised digital business strategy51% are at best in the process of developing the company’s strategy for digital business
How would you describe your company’s strategy for digital business?
1.3
10.1
45.1
31.1
10.1
Don't have one
Separate strategy foreach contact channel
Being developed
Delivering
Optimised
7.4
11.1
37.0
40.7
3.7
SingaporeAPAC
Organisations’ rating of CX capabilityJust over a third of the respondents believe their CX will receive a rating of eight out
of ten, or more.One in five (22.0%) organisations self-rate CX delivery at five out of ten, or worse.
On a rating of 1-10, how would you/ your customers’ rate your organisation’s CX capability?
1.1 1.2
4.0
5.5
10.2
16.3
24.5 24.3
9.3
3.6
0.6 1.1
3.44.6
12.4
16.9
24.9 24.5
9.2
2.5
1 2 3 4 5 6 7 8 9 10How do you rate your CX How do customers rate your CX
Digital dominance
Key finding
Digital dominanceThe world has formed a digital skin. Business, service, technology and
commercial models have changed forever. Organisations are strategically challenged to keep pace with customer behavior.
Customer awareness of solution and
functionality not meeting user needs top factors hindering digital transformation
Actual split of interactions falling short of desired model
Majority are not tracking cost per transactions on digital solutions
9 channel choices the norm, will rise to 11 by 2018; CX no1 driver for digital
70.7% forecast increases in assisted-service
volumes; 78% a rise in fullyautomated contacts
Virtual assistant (Chat bots) top growth focus
in 2017 ; IoT to double
Services supported
Average of nine channel choices now the norm, it’ll soon rise to 11Virtual assistant (chat bots) provide largest area for growth; IoT surging in tandem with proactive automation services
What services can your organisation support, now and in the future?
13.5
18.4
26.2
31.8
48.4
52.8
56.7
59.7
67.5
76.2
77.1
79.2
94.7
95.4
35.0
27.8
24.2
34.7
10.2
31.8
27.2
22.8
18.6
8.7
6.7
13.0
3.2
1.8
51.4
53.8
49.6
33.5
41.6
15.3
16.1
17.5
13.9
15.1
16.1
7.8
Virtual Assistant (Chat Bot)
Video chat
Internet of Things
Proactive automation services
Physical location (inc. servicekiosks)
Web chat (incl. instantmessaging, co-browse)
Mobile application (smartphone,tablet apps)
SMS text
Social media (Facebook,Twitter, etc.)
IVR (touch-tone/speech)
Back office admin support
Website (incl. knowledgeportals, peer-to-peer…
Telephone (contact centreoperations)
Now Within 1 year No plans
22.2
11.1
48.1
51.9
63.0
40.7
59.3
70.4
74.1
88.9
81.5
85.2
96.3
96.3
29.6
25.9
7.4
22.2
7.4
25.9
18.5
14.8
11.1
3.7
11.1
48.1
63.0
44.4
25.9
29.6
33.3
22.2
14.8
14.8
7.4
18.5
3.7
SingaporeAPAC
Digital transformation of CX in next two years
62% forecast a rise in overall customer interaction levels in coming two years
71% anticipate increases to fully automated contacts volumes, while 56% expect transactions via telephone to fall
How will digital transform your CX operations in the next two years?
13.5
24.0
60.2
64.5
65.4
73.6
78.7
25.3
35.1
18.1
22.3
20.5
12.1
11.1
57.0
35.4
4.0
8.5
1.9
2.2
2.8
4.1
5.5
17.8
4.7
12.2
12.1
7.5
Telephone volumes will …
Headcount employed will …
Proactive automation volumes will …
Overall interactions (spanning all channels) will
…
CX via social media will …
Fully automated volumes will …
Digital assisted service volumes will …
Increase Stay the same Decrease Not applicable
13.0
43.5
56.5
69.6
69.6
69.6
17.4
47.3
21.7
21.7
8.7
13.0
13.0
65.2
47.8
8.7
8.7
8.7
8.7
4.3
4.3
4.3
13.0
13.0
13.0
8.7
13.0
SingaporeAPAC
Desired interaction split
Actual split of interactions falling way short of desired model
Evidence of a pragmatic and balanced approach towards migrating agent based interactions towards partial/full
automation
What is your desired split of customer interactions by channel grouping?
39.5
26.4
34.1 40.8
21.3
38
2017 Desired
53.3
25.3
21.4
58.521.3
19
2017 Actual
Automated channelsAssisted-serviceTelephone
Singapore
APACAPAC
Singapore
Conscious journeys
Key finding
Conscious journeysSeamless, proactive, reactive, connected, automated and analysed. Omnichannel is
a priority but the customer journey patterns need to be understood,designed and personalised.
8% have all channels connected; just another 22% have most connected
58% channels are being managed in silos;
42% channel data not actively shared between teams
72% fail to collect data to review and optimise
journey patterns; 76% can’t identify blockages in process that will impact CX
Connecting customer journeys 2nd top factor
to transforming CX in next 5 years; 76% already have some channels connected
67% can now track customer journeys in some
form, of those 44% have automated processes available
Omnichannel strategy
41% now have, or are striving towards, a full omnichannel strategy
70% currently have no, or very few channels connected
How many of your contact channels are covered by an omnichannel (connected customer journey) strategy?
26.6
45.2
22.4
5.9
10.0
12.5
34.2
43.4
None
A fewchannels
connected
Most channelsconnected
All channelsconnected
Now Within 2 years
9.5
66.7
23.8
10.0
15.0
35.0
40.0
SingaporeAPAC
Tracking customer journeys
Noticeable improvements but visibility of the CX journey still lowJust 38% can track an interaction that spans multiple channels; A third have no ability to track
How well can you track the customer journey across your service channels?
5.6
22.8
38.8
33.4
36.4
38.1
23.8
42.9
42.9
Other
Blockage points in process (that can affect the CX) can be located
We can't track the customer journey
Key decision points can be identified
Interactions can be tracked across multiple channels
SG APAC
Challenges of tracking customer journeys
System integration issues are still the biggest challenge58% compound the problem by operating channels in silos; and a quarter of technology teams are unclear on operational
needs
What are the main challenges you face when attempting to track customer journeys?
17.2
26.2
42.8
43.1
63.8
67.9
We can't see whichchannels are being used
Technology team unclearon operational needs
Channel data not activelyshared between teams
Data content isinconsistent across
channels
Channels are operated insilos
Our systems are notintegrated
25.0
31.3
50.0
43.8
75.0
81.3
SingaporeGlobal
Methods to track customer journeys across multiple channels
Manual systems remain the normAutomation levels are rising though, and 44% are using data analytics to track interactions across multiple channels
What methods do you use to track customer journeys spanning multiple channels?
8.0
47.2
51.2
83.2
Other
Manual processmaps
Automatedthrough data
analytics
Customerfeedback
6.3
56.3
43.8
93.8
SingaporeAPAC
Data supremacy
Key finding
Data supremacyThe importance of understanding and harnessing (mass) data is now critical to
performance, the number one trend to reshape the industry – analyse or die.
Only 48% have customer analytic systems;
36% possess big data analytic solutions
29% using analytics to inform channel/contact management strategy
Just 54% have agent analytics; 42% of analytic systems don’t meet current needs
Customer analytics was no2 factor towards
positive improvement in last 5 years; it’s been voted no1 for next 5 years
Top benefit (58%) of analytics is improving customer journey
42% can now offer customised CX
Trends that will reshape CX – next five years
Analytics voted top factor that will reshape CX industry - for third year runningPersonalisation rising at pace, as attention shifts to robotics and automation
What are the top three things that will reshape your CX capability during the next five years?
0…
10.9
6.9
19.5
17.2
19.5
17.8
37.4
47.7
47.7
70.1
4.5
4.5
4.5
13.6
22.7
31.8
9.1
50.0
40.9
50.0
59.1
Other
Enhanced security
Introduction of cloud solutions
CX enabled social media
Artificial intelligence (internet of…
Executive commitment to CX
Proactive automation services
Digital channel capability
Personalised customer service
Connected customer journeys (i.e.…
Customer analytics
SG APAC
Positively transforming services - last five years
Technology flexibility is key to transforming CXBusiness intelligence is powering new strategies, capability, and an evolution in operating models
Which factors have contributed most to positively transforming your services in the last five years?
1.0
16.0
22.2
26.3
26.8
48.5
45.4
57.7
61.3
50.5
Other (please specify)
Our response to new threatsfrom competitors
New market accessibility
Our product diversification
New operating structure
Growing digital capability
Agent multiskilling
Customer experience ledstrategy
Analytics and businessintelligence
Access to new technology (e.g.via cloud solutions)
3.7
14.8
14.8
25.9
37.0
51.9
48.1
51.9
48.1
55.6
SingaporeAPAC
What business information tools are available?
Usage of Big Data analytics has grown by 75%, but it’s only available to a third
Capability beneath expectation – only half have customer analytic systems in place
What business information tools are available?
4.7
12.7
25.0
36.0
37.7
48.1
59.2
69.5
74.2
None of above
Sentiment analytics
Interaction analytics (e.g. speech analytics onphone calls or text analytics on webchat)
Big Data analytics (combining data from allchannels)
Web based review/feedback mechanisms
Customer analytics
Business performance scorecards (real-time/historic data)
Agent performance scorecards
Customer surveys
4.8
9.5
33.3
33.3
38.1
52.4
47.6
66.7
85.7
SingaporeAPAC
Man vs machine
Key finding
Man vs machineCX robotics in the form of automation, AI and IoT are creating a new reality, demanding a
new approach. Human cost and productivity is challenged as these capabilities improve.
Transaction complexity contributing to absenteeism levels double that in 1997
Agent average length of service 28 months
First contact resolution on digital paths lagging
phone, 56% say phone volumes will drop further through end 2018
Top 5 channel focus areas:1. Virtual assistant (chat bots)
2. Instant messaging (incl. web chat)
3. Mobile apps
4. Video chat
5. IoT
Phone volumes have dropped by 17% since 2015
9.5
14.2
12.6
15.6
21.1
27.6
29.4
36.7
41.4
48.7
40.8
68.9
47.4
52.8
51.6
50.0
49.1
38.7
45.0
15.6
31.6
19.5
19.0
13.3
How does technology meet current and future needs?
Digital systems fall short for 42%, the same number reporting inadequate analyticsThe number of companies who fear digital channel technology won’t meet future needs has increased to 81%, as more
than ¼ say current systems are failing against existing requirements
How well do the following technology systems items meet your current and future needs?
18.6
18.6
21.5
23.2
23.6
25.3
34.2
44.0
39.6
39.5
46.3
57.7
47.5
52.8
47.3
43.7
41.8
41.9
32.2
19.1
28.9
21.9
18.5
12.3
Analytics systems
Digital channel systems
Knowledge management systems
Business support systems (HR/Finance,etc.)
Interaction optimisation systems(WFM/recording systems, etc.)
Security systems (e.g. fraud prevention,etc.)
Telephony systems - automated (e.g.IVR)
Telephony systems - agent ledinteractions
Meets current and future needs Meets current needs Doesn't meet current needs
APAC Singapore
Response times – Assisted-services
Digital response times improve; exceptional results from top quartileCompare 4.33 hour email average against the 10 mins benchmark at top quartile or 74 mins average on social to upper quartiles 10
minutes
What is the average response time for the following assisted-services?
2
2
5
10
10
9
5
33
74
251
Web chat (incl. instant messaging,co-browse)
Video chat
SMS text
Social media (Facebook, Twitter,etc.)
Average (minutes) Top quartile
Handle times – Assisted-services
Handle times are decreasing quickly
Top quartile performance demonstrates the “art of the possible” with handle time range of three to eight minutes
What is the average handle time for the following assisted-services?
3
5
5
5
8
20
39
50
94
68
SMS text
Social media (Facebook, Twitter,etc.)
Web chat (incl. instant messaging,co-browse)
Video chat
Average (minutes)
Digital crisis or redemption
Conclusion
Digital crisis or redemption?Pioneers of the digital age have reimagined business models and processes that have
changed customer behaviour forever. The choices you make in your CX and digital strategies will define the future success of your organisation.
Measure
Disparate management the biggest threat to omnichannel
Quality controls on digital up 49% since 2016,
but still way behind more established phone
Less than half of operations are fully involved in design of technology systems
Intelligence powering new strategies,
capability, and operating model evolution
Top quartile performances evidencing
‘art of the possible’
Investment on technology and facility
rises, as percentage of budget spend on human resource drops
1: Digital
dominance
2: Conscious
journeys3: Data
supremacy
4: Man vs
machine
Digital
crisis or
redemption
The
uncomfortable
truth
Digital crisis or redemptionWe say…
Introduction Key findings Conclusion
The world has
formed a digital
skin.
Commit –
customers demand
a leap of faith.
Journeys should
be intuitive.
Connect – relevant
channels by design,
and review.
Analyse or die.
Develop – usable
intelligence,
inform and share.
CX robotics
creating a new
reality.
Advance – your
digital strategy
with flexibility and
data.
Disjointed strategy
damaging CX
Robotics will add to
the dilemma
20 years of
benchmarking
Customer Experience
Maturity
Contact Centre
Development
Understand the current state of your contact centre and take steps to optimise
its integration with your organisation
Understand the current state of your customer experience and
take steps to mature it in your organisation
Digital experience
capability
Omnichannel
optimisation
Assess your digital experience elements and create a transformational plan for
improvement
Assess and optimise omnichannel interactions and value, across all client
channels and touchpoints
Consulting services
How we deliver CX
for our clients
Technical and
Support services
We help you design,
implement, support and
optimise your infrastructure,
improve operations and
reduce cost
Managed Services
We take over your day-to-day
operations to enhance your
IT and business functions,
and enable IT agility and
scalability
1351 participants from
80 countries contributed
to this year’s global
research report
Benchmarking
Comparison
services
Benchmark your CX and
contact centre operations
against industry and
regional benchmarks, as
well as best practices.
accelerate your ambitionDigital crisis or redemption - The uncomfortable truth
2017 Global Customer Experience (CX) Benchmarking Report
Thank you.
