Customer Experience Trends, Challenges & Innovations - MARKET STUDY - AUGUST 2021
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CUSTOMER
CONTACT WEEK AUGUST 2021
DIGITAL
CUSTOMER
CONTACT WEEK
DIGITAL
CUSTOMER
CONTACT WEEK
DIGITAL
M A R K E T S TU DY
Customer Experience
Trends, Challenges &
Innovations
SPONSORED BY:
2021 CCW MARKET STUDY | Customer Experience Trends, Challenges & Innovations
TABLE OF CONTENTS
3 Customer Experience Trends, Challenges & Innovations Review
4 Methodology & Demographics
4 About the Author
5 Key Findings
6 Customer Experiences Should Have Been Better, But Were They?
8 What’s Going Wrong With The Customer Experience?
10 What Attracts Customers?
14 Why Do Customers Choose Certain Channels?
19 What Did COVID-19 Mean For Consumer Behavior?
24 12 Customer Emotions Organizations Must Understand: Why
Emotion Analysis is Key for CX
27 Appendix
27 Meet the Team
28 2021 Editorial Calendar
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2021 CCW MARKET STUDY | Customer Experience Trends, Challenges & Innovations
CUSTOMER EXPERIENCE TRENDS,
CHALLENGES & INNOVATIONS REVIEW
By the summer of 2020, the customer contact community had wholly adapted to a world dictated
by the COVID-19 pandemic and social distancing. Most employees were working remotely. Many
customer interactions were taking place in digital media. Concepts like “business continuity” and
“operational agility” were transforming from hollow buzzwords into corporate imperatives.
As the summer of 2021 commences, pandemic-fueled concerns and restrictions are significantly
easing. Business leaders are subsequently facing two key questions:
1 How did the past year permanently change the way contact centers function?
2 How will the goals of the contact center evolve moving forward?
As they navigate these questions, customer contact leaders will debate numerous topics. They
will redefine standards for effective customer and employee experiences. They will reconsider
how they define—and cultivate—essential agent skills in the era of automation and digital
engagement. They will assess the long-term viability of at-home and hybrid work models. They
will analyze and adapt to permanent changes in customer behavior. They will reorchestrate their
journeys to better capitalize on digital platforms.
CCW Digital’s Customer Contact Industry Review offers a research-driven look at these
deliberations. By exploring topics related to operational strategy, employee empowerment, digital
transformation, and customer experience design, it simultaneously offers a window into the
current state of the customer contact function and a preview of future transformation.
Discussing the extent to which the customer experience landscape changed in the wake of
COVID-19 has moved distantly past the point of cliche.
Evaluating how customers are responding to such transformation, on the other hand, represents
a pivotal step for all businesses.
It is not enough to simply observe that customers are more frequently using digital channels; it is
essential to understand what kind of experiences they expect at each potential touch point. It is
not enough to simply recognize that customers care more about their experiences with brands; it
is essential to understand which aspects of the journey they most value, and how companies can
adapt accordingly.
Fueled by an extensive Consumer Preferences Survey, this market study is your window into the
hows and whys of evolving customer behavior. It is your guide to what customers want when
they interact with your agents and self-service tools. It is your briefing on how consumers are
transforming their shopping habits in a post-COVID world.
It is your chance to ensure your efforts to build a better customer experience are rooted in the
actual voice of the customer.
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2021 CCW MARKET STUDY | Customer Experience Trends, Challenges & Innovations
METHODOLOGY & DEMOGRAPHICS
Whereas many CCW Digital Market Studies draw from executive survey research, the CX Trends,
Challenges, and Innovations report relies on a different source: the voice of the actual customer.
In July 2021, CCW Digital conducted an extensive survey of actual consumers. This Consumer
Preferences Survey inquired about the interactions consumers are having with brands, their
preferences for interactions in different channels, their biggest pain points and satisfaction
drivers, and their reaction to the new customer experience landscape.
The respondent pool encompassed all age ranges and income levels to provide a true snapshot
of what the overall market wants from brand experiences.
ABOUT THE AUTHOR
Brian Cantor
Principal Analyst, CCW Digital
Customer Management Practice
CUSTOMER
MANAGEMENT
PRACTICE
Brian Cantor is the principal analyst and director for CCW Digital, the global online community
and research hub for customer contact professionals. In his role, Brian leads all customer
experience, contact center, technology, and employee engagement research initiatives for CCW.
CCW Digital’s articles, special reports, commentaries, infographics, executive interviews,
webinars, and online events reach a community of over 150,000.
A passionate advocate for customer centricity, Brian regularly speaks on major CX
conference agendas. He also advises organizations on customer experience and business
development strategies.
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2021 CCW MARKET STUDY | Customer Experience Trends, Challenges & Innovations
KEY FINDINGS
Customers and brands say they care more about the experience than ever, but
1
interactions are not universally getting better. Only 43% of consumers say digital
engagement experiences have improved, and just 41% have encountered better
phone interactions. A mere 34% report stronger social media interactions.
Excessive hold times remain the most common CX pain point, with 68% of consumers
2
saying they often wait on hold.
Other leading pain points include difficulty finding the right agent or system for an
3
issue, needing to repeat information, and the requirement to use self-service before
reaching a live agent.ght.”
Customers value ease and warmth. Convenient experiences are the #1 way to attract
4
customers, but friendly interactions rank as a close #2.
A whopping 95% of consumers, meanwhile, say that they are more likely to support
5
brands (in at least some cases) after dealing with friendly employees.
Other powerful CX drivers include success in rectifying mistakes and loyalty discounts.
6
Quick remedies, make goods, legitimate sympathy and empathy, and customer-
requested resolutions are the best ways to rebound from a CX mistake.
Of the potential reasons to call for support in 2021, none is more significant than
7
complexity. Customers still believe voice interactions are their best option for handling
complicated matters.
8 Many customers choose to message or chat to avoid long wait times, because they
cannot find the appropriate phone number, to take advantage of the added flexibility,
or to avoid dealing with an IVR
. Top self-service use cases include informational inquiries, transactions, and situations
9
in which fast resolutions are the priority.
The majority of consumers do not engage in meaningful customer service interactions
10
on social networks, but many do follow brands – and review the issues others are
facing.
COVID-19 restrictions have loosened, but many customers are still forgiving of the
11
“COVID explanation” for longer wait times or other service limitations.
Following their experience in COVID-19 lockdown, many customers are eager to
12
continue using online finance, mobile payments, curbside pickup, and online shopping
for tangible items like beauty and clothing products.
13 Moving forward, nearly 50% of consumers will prefer to shop in retail establishments
with clear safety protocol.
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2021 CCW MARKET STUDY | Customer Experience Trends, Challenges & Innovations
CUSTOMER EXPERIENCES SHOULD HAVE BEEN BETTER, BUT
WERE THEY?
Over the past year, CCW Digital research has revealed A non-trivial 32% of consumers, meanwhile, feel phone
that consumers and companies care more about the experiences have gotten worse.
customer experience than they ever have.
Granted, meaningfully elevating phone experiences was
Over the past year, companies have had ample obviously going to be challenging for many companies.
opportunity to adapt to changing consumer expectations, Phone volume surged at the same time employees began
as well as significant increases in digital engagement and working in remote environments far less conducive to
remote work. high-quality voice interactions. These two realities, in fact,
explain why digital engagement rose to prominence over
Collectively, these realities confirm that companies should the past year.
have markedly improved their customer experiences over
the past year. Aware of the greater stakes and how to Unfortunately for customer contact optimists, the
handle the new normal, they simply had no justification for statistics for digital channel improvements are far from
complacency. They had every incentive - and opportunity impressive. Many consumers experienced little-to-no
- to make customer centricity a reality. improvements when interacting via digital means; some
even encountered reductions in quality.
Based on what consumers are actually experiencing,
however, many brands did not seize this opportunity. Forty-three percent (43%) of consumers experienced
better chat and messaging interactions over the past
Only 41% of consumers, for instance, feel that companies year, but 34% saw no change and 23% encountered
have improved their phone/voice experiences over the degradations in quality.
past year. A mere 14% believe they have made significant
improvements
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2021 CCW MARKET STUDY | Customer Experience Trends, Challenges & Innovations
A mere 34%, meanwhile, report improvements in social improvements they did make. One should not, therefore,
engagement quality. Forty-five percent (45%) witnessed treat the aforementioned statistics as proof that the
no change, and 21% faced a decline in social service majority of businesses made little-to-no attempts to
experiences. elevate their digital experiences in 2020 and 2021.
Companies may have been able to ignore the digital hype Companies do not, however, receive participation
prior to 2020, but there was no denying their importance trophies. Their success hinges on outpacing consumer
during the COVID-19 pandemic. Digital became the expectations. Given that CSAT scores for digital channels
heart of the customer experience for many brands and trail those for the traditional voice environment, and that
consumers, meaning improvement should have been a consumers sense a lack of meaningful improvement
paramount priority. in chat, messaging, and social interactions, it is simply
impossible to say the typical company met this standard. It
To companies’ credit, it is possible that rising customer is simply impossible to say that heightened passion for the
expectations for digital channels negated some of the customer experience translated into meaningful action.
Over the past year, do Over the past year, do Over the past year, do
you feel companies have you feel companies have you feel companies have
gotten better or worse at gotten better or worse at gotten better or worse at
delivering great customer delivering great customer delivering great customer
support/service over the support/service via live web support/service via
phone? chat or messaging? social networks (Twitter,
Facebook, etc)?
14.35% Much better 15.80% Much better 9.98% Much better
26.40% Slightly better 27.65% Slightly better 24.12% Slightly better
27.23% No change 33.68% No change 45.32% No change
21.00% Slightly worse 16.42% Slightly worse 13.31% Slightly worse
11.02% Much worse 6.44% Much worse 7.28% Much worse
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WHAT’S GOING WRONG WITH THE CUSTOMER EXPERIENCE?
Clearly, consumers do not yet feel they are in the “era of Other common pain points — all similar to those
customer centricity.” They are not blown away by their reported in 2020 — include difficulty finding the right
experiences within the omnichannel journey. agent or system for their issue (53%), the need to repeat
information (43%), and a requirement to use self-service
What is going wrong? What “pain points” are inhibiting prior to reaching a live agent (43%).
their satisfaction?
Growing comfort with digital channels is obviously a positive
The answers are similar to what CCW Digital uncovered sign, but it does come with a potential cost: more complex
in 2020. journeys. As the majority of customers have found, it can
become harder to identify the right touch point at which
Excessive waiting again ranks as the most common pain
to begin the process. Inconsistent channel experiences
point, with a whopping 68% of consumers saying they
further exacerbate the issue, as there often will be a right
often wait on hold. Alarmingly, this percentage actually
and wrong place to begin an inquiry. If this information is not
exceeds the 2020 figure of 56%, which was gathered
apparent, let alone intuitive, to the customer, a frustrating,
at a time when pandemic resourcing issues and digital
effort-intensive journey will likely result.
inexperience should have been far bigger factors.
The fact that contact center data remains tribal – agents
One can counter that business (and thus contact volume)
do not all have access to the same product and process
has grown amid 2021’s lighter lockdown restrictions, but
knowledge, let alone customer insights – increases the risk
is that really an admirable justification for longer wait
that customers will end up on ineffective, inefficient journeys.
times? More importantly, is it a wise one? If companies
are subjecting all these new, enthusiastic customers to A notorious contact center issue, the challenge of
poor service experiences, they are making a bad first repetitive questioning is only intensifying in today’s
impression and thus squandering their opportunities for landscape. For starters, the addition of new channels
long-term loyalty and revenue growth. automatically heightens the risk of data fragmentation.
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The growing emphasis on complex, personalized service Although customers are demonstrating an unprecedented
also increases the likelihood that agents will need specific comfort with self-service, they still seek agent assistance
customer data to proceed, therefore increasing the in certain situations. Forcing them to engage with a bot
likelihood that they will need to clarify information that or IVR in these situations – especially if the self-service
customers feel they have already provided elsewhere. portion does not demonstrably improve the agent’s ability
to provide fast, personalized service – will register as a
point of frustration.
Which of the following issues do you often experience when
communicating with companies?
Hard to find the right person or system to contact
53.18%
Long wait time before getting help
68.01%
Representative is slow, frequently goes silent, and/or puts you on hold
36.86%
Have to repeat account/issue information or re-ask questions
43.43%
Can’t use the channel I want (I want to call, they only offer email, etc)
27.54%
Transfers to other representatives or supervisors
28.60%
Told they can’t help you due to policy
16.31%
Support is too generic - can’t get specific help for my issue
27.33%
Can’t contact them when I want (support not available at night or weekends, etc)
26.27%
Different employees tell me different things or promise different resolutions
29.66%
Difficult to switch between channels (move from chat to phone, etc)
9.75%
No option to request a call back at a more convenient time
15.89%
Forced to use self-service - chatbot, automated voice response - before reaching a live representative
43.01%
Forced to talk to a live representative; no way to solve problem on your own
11.23%
Representative doesn’t seem to know much about you or why you’re contacting
17.16%
Representative doesn’t seem like an expert in their brand or products
22.67%
No issues - most of my customer service interactions are perfect
4.66%
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WHAT ATTRACTS CUSTOMERS?
If companies indeed want to make customer centricity a ATTRACTING CONSUMER SPENDING
reality, they cannot allow the common pain points to stand.
They cannot continue subjecting customers to challenges For many consumers, those experiences will be
like long wait times, complicated journeys, and repetitive convenient. A substantial 62% say that they are more likely
questions. Disappointing in the “call center” of old, these to spend with brands that deliver easy experiences.
issues are downright inexcusable now that customer
contact teams have better technology, more data, Consumers have long demonstrated a preference
convenient channel options, and stronger corporate buy-in for frictionless experiences, and recent marketplace
at their disposal. developments have only strengthened that demand. Having
spent eighteen months interacting with new brands, often
But while eliminating pain points will minimize customer via convenient online and mobile platforms, consumers
frustration and churn, it does not necessarily elevate customer know that they do not have to take inefficient, unintuitive
satisfaction. It does not guarantee marked increases in journeys for granted. They can find companies that leverage
customer delight, let alone acquisition and retention. personal data and astute experience design to deliver quick,
simple interactions on the customer’s terms.
Indeed, true customer centricity also hinges on delivering
positive sources of value for customers. It involves Other key drivers include offering warm and friendly
delivering the kinds of experiences they actually want. experiences (59%), handling mistakes well (51%), and offering
discounts for loyalty (39%). All three drivers make sense in
the contemporary customer experience landscape.
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Today’s customers may oppose long conversations, but they Granted, it takes more than a favorable impression to
still want them to be warm. They still prefer to interact with win business. Consumers also appreciate direct financial
agents who demonstrate a legitimate interest in their needs incentives; loyalty discounts meet this need by providing
and an undeniable passion for providing great assistance. a tangible reason to spend more money. Admittedly,
they also provide a hedge in the face of experiential
Not simply useful during the sales and relationship-building imperfection — leaving for a competitor becomes more
processes, those elements of empathy and urgency are difficult when staying comes with a financial reward.
also important when things go wrong. Consumers have
no illusion that all experiences will be perfect, but they do
prefer brands that make an honest effort to identify — and
correct — the imperfections that emerge.
Which of the following will make you more willing to shop at or
otherwise support a business?
Customer experiences that are consistently easy and convenient
62.00%
Customer experiences that are consistently warm and friendly
59.24%
Customer experiences that are consistently “magical” and above and beyond
23.35%
When an experience does go wrong, the company handles it really well
51.38%
Discounts for loyal/repeat customers (gold customers save 10%, etc)
39.49%
Rewards programs (buy 5 cups of coffee, get the 6th free, etc)
32.70%
Targeted discounts and offers based on your personal profile, past purchases, etc
26.33%
Company reaches out to you proactively to check-in, provide help, recommend new products
10.19%
Business has a favorable brand reputation; social media channels are cool, etc
16.14%
Company makes it easy to renew (auto refills, subscriptions, etc)
22.93%
Company continuously upgrades its products, inventory, features, etc
17.83%
Company proves it listens to customer feedback
32.27%
Company demonstrates social responsibility and/or supports the same causes as you
19.75%
Company never talks about social or political issues
16.14%
Company partners with some of your other favorite brands, making it easier to buy and use their products
15.50%
Company gives you an incentive for reviewing or promoting the brand online
14.65%
Your friends/social media contacts love the brand
7.43%
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WINNING BACK CUSTOMER TRUST Money talks, and companies that are willing to pay in
the form of discounts, replacement products, or freebies
Consumers are less willing than ever to endure bad are demonstrating a clear desire to keep the customer’s
experiences. Previous CCW Digital research confirmed that business. Whether because the compensation makes it
roughly two-thirds will look to competitors after just one or easier to forget their anger or because they assume the
two bad experiences. brand will clean up its act to avoid continually paying out
make-goods, consumers tend to appreciate this gesture.
All hope is not, however, lost in the face of mistakes. As
evidenced by the premium they place on brands that The fact that it costs money, of course, means a make-good
rebound from challenges, consumers are willing to give policy is not a sustainable strategy. It works in cases where
brands new opportunities to regain their support. the business made an unavoidable or at least unexpected
mistake, but no company can afford to keep offering make-
The most effective way to seize such an opportunity is goods instead of addressing root causes.
also the most straightforward: providing a quick, and easy,
solution to the problem. A whopping 69% of consumers In an era of blame-passing, brands that not only accept
appreciate this gesture, making it the most popular method ownership for the situation but demonstrate clear sympathy
of rebounding. for the impact on customers stand out from the crowd. If
customers feel the brand understands why the mistake
Other noteworthy ways to regain customer trust include was so important, they are more likely to trust the brand to
offering a make good (48%), demonstrating legitimate eliminate such mistakes moving forward.
sympathy or empathy for the situation (46%), and providing
the specific resolution the customer requests (42%). The Although they want companies to address mistakes quickly,
resonance of each strategy is decidedly intuitive. consumers still care about the content of the resolution.
Naturally, many believe the right resolution is the one they
are specifically requesting.
Suppose you had an issue with an order or service experience.
Which of the following would help win back your trust and support?
Sincere apology
38.64%
They seem legitimately empathetic about your situation and/or interested in your feedback
45.65%
They provide a resolution quickly and easily
68.79%
They provide the specific resolution you ask for
42.46%
They offer a “make good” coupon, discount, gift, etc
48.20%
They provide instructions/assurance on avoiding the issue in the future
26.11%
They assign you a personal support agent to avoid future problems
18.90%
They proactively reach out to you with help (before you complain)
27.60%
They promise to do better in the future
15.29%
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USER EXPERIENCE DESIGN A non-trivial 32%, in fact, say that the online and mobile
user experiences almost always impact their appreciation
Although they care deeply about the interactions they for a brand. Another 58% say that the user experience
have with bots and live agents, consumers do not matters in at least some cases, with only 10% ruling out its
exclusively judge brands based on conversations. Many impact altogether.
make judgements based on the initial user experience,
including the appeal and intuitiveness of their online and The most customer-centric companies, therefore, are focusing
mobile channels. intently on first impressions. They are ensuring that even
those customers who never need to call customer service
know how much the brand values great experiences.
Does the quality of a company’s website or mobile app (ease of
use, value of information, types of features, appeal of design, etc)
impact your willingness to buy from or otherwise support them?
32.02% Almost always
58.42% Sometimes, depending on the type
of company/product/industry
9.56% Almost never
FRIENDLY INTERACTIONS A significant 52% of consumers note that they are almost
always more willing to support brands after encountering
Friendliness, whether in the form of an enthusiastic friendly employees. Forty-three percent (43%) say
“hello” to new shoppers or a pro-customer attitude during friendliness matters in at least some cases.
complex service interactions, also plays a pivotal role in
shaping consumer perception. Only about 5%, therefore, downplay the importance of
friendliness in today’s environment. Indeed, the rise of
technology-driven experiences has not negated the
importance of human connections.
Does the friendless of a company’s employees impact your
willingness to buy from or otherwise support them?
51.77% Almost always
43.24% Sometimes, depending on the type
of company/product/industry
4.99% Almost never
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WHY DO CUSTOMERS CHOOSE CERTAIN CHANNELS?
Sports programs have varsity and junior varsity teams, Indeed, the only way to truly master the omnichannel
each with their own sets of starters and backups. experience is to understand why customers pursue
interactions in different channels. From there, companies can
This hierarchical concept does not apply to the simultaneously tailor their channel experiences accordingly
omnichannel experience. Thought leaders have long while also uncovering any operational issues that may be
cautioned businesses not to think of their channels causing customers to abandon their true preferences.
as “A team” and “B team.” Instead, they have advised
companies to ensure they are delivering consistently great
experiences at all touch points. WHY CUSTOMERS CALL
This is not a call to treat all channels as identical. Just as When discussing the ideal customer contact hierarchy,
different players are best-suited for different positions on thought leaders often note that “digital is best for simple
the field, different channels do have different communication issues, whereas the phone is ideal for complex ones.”
limitations. Different channels do attract different customers. Consumers are at least somewhat on board with
Ignoring these differences, and trying to make every that sentiment.
channel “just like the phone,” can prove as unproductive and
Complexity is the #1 motivation for voice interactions, with
anti-customer as simply ignoring certain channels.
50% of consumers noting that they call when the issue
seems too challenging for digital.
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On the one hand, the statistic does confirm the inherent questions, and IVR inefficiencies — was the fastest option,
validity of the voice-digital hierarchy. Some consumers the statistic offered a damning commentary on the state
simply feel more comfortable talking through complex of digital engagement. Channels that were literally built for
service issues. convenient were not even as fast as the dinosaur channel
they were replacing!
On the other hand, it is worth considering whether the 50%
statistic is rooted in organic preference or past experience. In 2021, however, only 23% of consumers call because
It stands to reason that if digital interactions were markedly they believe it will be their fastest option. Indeed, digital
better, some customers would feel less pressure to take channels are catching up. Some of their potential is starting
their complex matters to the phone. to come to fruition.
Thirty-six percent (36%) of consumers, in fact, say that Granted, the growing viability of digital channels will not
they have chosen to call after enduring an unhelpful prompt all customers to put down their phones. Thirty-nine
digital experience. percent (39%) of consumers say they prefer voice for most
or all issues.
Digital channels definitely are becoming more viable,
however. Three years ago, consumers identified speed as A preferred option for complex issues, the phone channel
their #1 motivation for calling. In proving that consumers also represents a popular choice for personal matters.
felt that voice — with its notorious hold times, repetitive About 33% of consumers prefer to call when dealing with
these high-stakes situations.
What would make you choose to call customer service (via the phone number), as opposed
to using online or mobile options like chat, messaging, email, social media, etc?
I prefer to call for most or all issues
38.56%
Issue was personal or otherwise very important (related to something like family, legal, healthcare, finance, etc)
33.05%
Issue felt too complicated, unusual or difficult to explain in a digital interaction
49.79%
Wanted to share feedback or complaints, not just ask a question
14.62%
Wanted to talk to someone to get a refund, coupon, apology, etc
25.64%
Wanted to get specific/personal advice, such as whether to upgrade a plan, change services, etc
16.10%
Needed to reach support as fast as possible
23.31%
Already tried the company’s online or mobile option(s), and the support wasn’t helpful
35.59%
Already tried the company’s online or mobile option(s), and they were too slow or otherwise inconvenient
20.34%
Couldn’t find the right online or mobile option
25.85%
I would never call for support at this point - I only use online or mobile options
5.51%
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WHY CUSTOMERS CHOOSE landscape. Messaging, therefore, represents a consumer-
backed solution to a longstanding contact center challenge.
MESSAGING OR CHAT
About 36% of consumers appreciate the flexibility of
Whether in the form of SMS texting or app-based
messaging and chat, which more commonly allow for
communication, today’s consumers routinely use live chat
interactions outside traditional business hours. Thought
and messaging in their everyday lives. As CCW Digital’s
leaders often talk of an empowered customer that gets
2020 Consumer Preferences survey revealed, they are also
to set the terms and conditions for brand interactions.
increasingly choosing to message and chat with brands.
Chat and messaging are one avenue for recognizing
Admittedly, their choice is not always of the emphatic variety. such empowerment.
Forty percent of consumers (40%) choose to message or chat
Whereas some consumers message because they cannot
not because they necessarily love those options but because
find the brand’s phone number, others do so because
they cannot easily find the customer service phone number.
they do not like what happens when they call. A whopping
Many customers do, however, derive positive value from chat 36% of consumers say they chat or message specifically
and messaging experiences. Forty percent (40%) see it as an to avoid interacting with an IVR. The statistic really speaks
option for avoiding long waiting, which incidentally happens to how the IVR of old — conceived as a customer-centric
to be the most common pain point in today’s experience enhancement to the experience — ended up becoming a
source of frustration.
What would make you choose to contact customer service representatives using online/
mobile interaction channels, like chat or messaging?
Don’t like talking on phone - will always prefer text or video option if available
28.18%
Can’t find customer service phone number
40.47%
I require flexibility (I can message with an issue at 10PM but can only call during business hours)
36.23%
Don’t want to deal with automated voice menu before reaching a phone agent
36.23%
Don’t want to deal with a long wait time before speaking to a representative
39.83%
When I am in a rush or just don’t want to spend too much time on this issue (online channels seem faster)
22.67%
Issue seems easier to handle via online channel (related to a mobile app or website issue, it’s easier if I login to my account, etc)
18.22%
Issue just doesn’t seem like it needs a phone call
23.73%
I want to converse at my own convenience (can start a text conversation, go do something, and then come back to it)
15.04%
Want to use multimedia (share pictures of problem, screenshot of billing issue, etc)
11.02%
In a situation where talking isn’t an option (crowded room, private issue, etc)
15.25%
It’s payment or bill related (since I can easily go from chat to payment screen, don’t have to give my credit card out over phone, etc)
11.23%
Seems easier to explain my issue/need in writing than verbally
11.23%
Worried that I will get too emotional if I call
4.87%
Will never prefer these options; will only use if phone isn’t an option
9.96%
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WHY CUSTOMERS CHOOSE As consumers not only become comfortable with digital
payments but arguably more confident sharing payment
SELF-SERVICE information with an encrypted automated platform than with
Although historical iterations of the IVR gave self-service a a human agent, self-service’s viability as a transaction tool
bad rap, consumers are not at all averse to handling their will only grow. The added convenience is icing on the cake;
own issues. The overwhelming majority, in fact, say they are paying via a technology platform is far easier in 2021 than
comfortable solving problems without agent assistance. reading a credit card to a live phone agent.
They are particularly willing to self-serve for informational As it eliminates the need to wait for a live agent, speed is an
issues. Just under 49% of consumers prefer to use self- inherent benefit of self-service. Consumers are starting to
service for inquiries like account balance checks and delivery appreciate this reality, but many still require more convincing.
date confirmations. Companies have to provide first-hand proof that interacting
with a chatbot or IVR will actually save time.
Other popular self-service drivers include transactions (38%),
desire for a fast resolution (30%), and situations in which Similar to the motivation for chatting or messaging, time
connecting with an agent would be inconvenient (26%). flexibility is also a noteworthy driver. Since no agent is
required whatsoever, self-service literally takes place at the
customer’s own leisure. It thus has appeal for those who want
to resolve issues late at night or while in a crowded place.
In what situations would you prefer to use self-service (chatbot, instructional
video, automated phone voice menu, etc) instead of working with a human
employee/representative?
Informational issues - what’s my account balance, when will order be delivered, etc
48.73%
Transactional issues - paying a bill, requesting a return/refund, etc
37.92%
Private issues - medical or financial issues that you don’t want to discuss with a person
18.86%
Complicated/legal issues - don’t trust human employee to give me 100% accurate information
13.56%
When you’re looking for a solution as quickly as possible
29.87%
When it doesn’t seem like a good time to communicate with an agent (it’s 4AM, you’re on a crowded bus, etc)
26.06%
When situation seems like a bad fit for a live agent (calling someone at a noisy restaurant when you can change an order or reservation on an app?)
16.53%
It seems easier to self-serve (example - chatbot already has access to your account info, so why spend time restating for an agent?)
22.46%
Haven’t had good experiences with company’s representatives in the past
13.56%
You’re upset and don’t want to get into an argument with a real person
10.81%
None - I require assistance from an agent every time
14.19%
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HOW CUSTOMERS ENGAGE IN people are reacting to a brand. These people recognize
social media’s power to not only amplify word-of-mouth
SOCIAL MEDIA (instead of hearing from two or three friends, they can gain
Much like phone and chat, social media represents a viable insights from thousands of other customers) but provide
customer service environment. It allows consumers to an honest counter to marketing copy, commission-minded
easily communicate with the brands for the sake of asking salespeople, and potentially biased critics.
questions, sharing feedback, and making purchases.
About 30% of consumers take a what’s-in-it-for-me approach;
Where social media differs is in the breadth of its offerings. they follow brands to gain updates and access to discounts.
Whereas phone and chat platforms are largely geared to They have come to recognize brand social media accounts as
direct communication between the customer and brand, news sources and coupon books, and they are happy to trade
the public nature of social media introduces a host of other their follows and likes for such incentives.
applications. Consumers can interact with brands merely to
Just shy of 30% of consumers do approach social media
signal their preferences and interest. Companies, moreover,
with customer service eyes, but not necessarily in an
can use their social networks to establish a corporate identity,
active context. They scan social media accounts to see
informally interact with consumers, and share broad-reaching
if other consumers are having the same issue, but they
information and offers.
do not necessarily ask their own support questions in the
Today’s consumer is certainly aware of social media and its same environment.
role in helping them connect to the brands from whom they
Just over 29% of consumers take a completely passive
buy. Because of the breadth of use cases, however, there
approach to brand social accounts, doing nothing more than
is no guarantee all consumers interact with brands in the
following or liking brands they support. For them, corporate
same way.
social media is simply a way to show support and signal one’s
Thirty-one percent (31%) of consumers, for instance, say that interest — it is not an engagement mechanism.
a priority social use case is to review comments to see how
How do you personally engage with companies on social media networks
(Facebook, Twitter, LinkedIn, etc)?
I like/follow/retweet companies, but I don’t actively converse with them
29.45%
I follow to get updates on new product announcements, discounts, contests, etc
30.08%
I comment on their posts (funny memes, product offers, etc)
16.74%
I review comments to see who else likes the brand, if there are any positive/negative reviews, etc
31.14%
I check to see if anyone is having the same customer service or product issues that I am
29.66%
I ask general customer service or tech support questions with the expectation of a broad answer (yes, our service is out in the New York area)
14.19%
I ask specific support questions with the expectation of a personalized answer (yes, your product was lost in shipping - we’ll send you a new one)
16.74%
I answer questions that other fans/users may have about the company
8.69%
I share positive and/or negative feedback about the company
18.01%
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WHAT DID COVID-19 MEAN FOR CONSUMER BEHAVIOR?
Amid lockdown restrictions and global health and economic Companies did not automatically win points for this strategy;
concerns, consumers spent the past eighteen months a bad experience does not automatically become stellar
engaging with new brands, adopting new shopping habits, because the company was transparent about it. Plus, some
and communicating in new contact channels. They gained companies powered through the challenges and thus
a new respect for the customer service experience, while proved themselves as truly customer-centric — they are the
developing a new appreciation for what really matters during ones who won the most points.
the engagement journey.
On the other hand, these companies did not necessarily
The question, of course, concerns the long-term impact receive the fallout they would have received in a typical
of these changes. Which short-term reactions will turn into climate. Consumers are ultimately rational, and they
long-term consumer habits? Which crisis response measures expressed tolerance toward some COVID-driven
will turn into mission-critical strategies? service issues.
Moving forward, the COVID justification will become
THE COVID JUSTIFICATION objectively less valid. Even if lockdown restrictions return (a
legitimate concern at the time of this report’s publication),
The COVID-19 pandemic complicated the service companies have had eighteen months to learn how to excel
experience, and many brands openly acknowledged that in a remote, digitally driven service environment. They have
reality. They warned customers of long wait times due to had ample time to build scalable contact centers with robust
high call volume. They eliminated certain channels and continuity plans.
support options to consolidate customer inquiries. They
pushed customers to self-service for a growing array of Many consumers are nonetheless still willing to give them
issues. They even delayed addressing certain service a pass. Thirty-five percent (35%) of consumers say they are
requests and changes with a promise to provide a resolution now more tolerant of these COVID-driven explanations; only
when things calmed down. 31% say they are less tolerant.
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Why are consumers — the same ones who say the unwilling to question the potential impact on service. Their
experience matters more than ever and criticize brands appreciation for transparency further softens the blow.
for not meaningfully improving their offerings — willing to
tolerate suboptimal performance? There are key factors Consumers’ increasing comfort with low-touch and self-
at play. service options, moreover, gives them less reason to stress
over potential wait times. Whereas they might have once felt
First, for as much as the COVID-19 vaccine and declining like they had to choose between an hour on hold or awful
hospitality rates have helped restore some normalcy, some service, they now trust alternative channels for at least some
consumers may scoff at the notion that society is “out of the of their issues. In turn, they need not sweat the inability to
woods.” They still see this as the COVID era and are thus reach an agent.
During COVID-19 lockdown, some companies began to give explanations for lesser service
experiences — unusually high call volume, not enough employees, noisy work-from-home
environments, etc. Now that companies and experiences are recovering, how would you feel
if you encountered these kinds of “COVID” service issues moving forward?
31.21% I am now less willing to tolerate
these service issues/explanations
34.82% I am now more willing to tolerate
these service issues/explanations
33.97% I am indifferent to these service
issues/explanations
SHOPPING IN THE DIGITAL WORLD Forty-five percent also cite mobile payments – whether
to pay a friend or business - as a behavioral focus moving
eCommerce was hardly a new concept prior to the forward. Platforms like Venmo were already gaining
COVID-19 pandemic; Amazon was already a trillion- societal traction prior to the pandemic, and the rise of
dollar business in early 2020. Mandatory lockdown digital interaction only accelerated their adoption. The
restrictions and societal health concerns did, however, increasing robustness of digital payment platforms —
introduce a wider array of customers to a wider array of including the addition of banking and cryptocurrency
digital shopping and consumption options. Many of these capabilities — is further solidifying their traction.
experiences turned into preferences, and consumers
have no intention of looking back. Curbside and in-store pickup options always presented
some value, but such advantages were not always clear
Mobile and/or online finance, for example, will be a to consumers. After all, they still required the buyer to
popular option for 59% of consumers. Whether because spend time shopping online and spend time walking
they could not go to physical banks or because they got or driving to the store. When they became mandatory,
caught up in the “meme stock” hype, consumers spent however, consumers began to better appreciate the
the past year becoming more acquainted with the world concept. They essentially represent a best-of-both worlds
of financial technology. They learned that digital banking offering, allowing customers to gain the convenience of
is not about sacrificing security for convenience; it, in fact, shopping online (as opposed to walking through crowded
could offer an added degree of protection (and control) aisles and potentially dealing with pushy salespeople)
over one’s assets. and the instant gratification of brick-and-mortar checkout.
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CUSTOMER2021 CCW MARKET STUDY | Customer Experience Trends, Challenges & Innovations
Thirty-six percent (36%) of consumers, consequently, will eCommerce — can you buy pants without trying them on,
adopt these pickup options as a behavioral fixture even perfume without sampling the smell, or makeup without
as in-person shopping restrictions ease. seeing the color — but consumers are increasingly willing
to buy without direct physical exposure. Convenience
In a true testament to the rise of eCommerce, thirty-four is surely a factor, although augmented reality and “try
percent (34%) of consumers express confidence buying on before you buy” options are also helping to instill
beauty and fashion products online. The physical nature confidence in digital buyers.
of these products long seemed to clash with the idea of
Which of the following shopping options will you start, continue and/or
increasingly use moving forward?
Online or mobile financial services (such as banking, stocks, insurance, mortgage, etc)
58.60%
Paying friends/service providers via mobile platforms (Venmo, Zelle, etc)
44.80%
Online/mobile purchasing for luxury items (cars, jewelry, etc)
18.05%
Online/mobile purchasing for beauty or fashion items (clothes, makeup, fragrance, etc)
34.18%
Curbside/in-store pickup orders
36.31%
Getting delivery from local department stores, grocery stores, etc
27.60%
Reading feedback on review sites (Yelp, etc) or social networks (Facebook, Twitter, etc) before buying a product
28.87%
Sharing your own feedback about brands and products on review sites or social networks
19.53%
Using contactless to pay for items in-store (Apple Pay, Samsung Pay, etc)
23.78%
Investing in cryptocurrency (Bitcoin, Ethereum, Dogecoin, etc)
9.77%
Buying goods and services with cryptocurrency
4.88%
Using new brands/products you discovered during COVID lockdown
18.47%
Online wellness and lifestyle services (food box deliveries, Peloton, etc)
10.83%
Online health and medical services (virtual doctor visits, prescription refills, etc)
21.44%
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SHOPPING IN THE PHYSICAL Forty-eight percent (48%), in fact, say they would prefer to
shop in an environment with enhanced safety restrictions,
WORLD such as vaccine requirements or recommendations, mask
recommendations, or social distancing markers.
eCommerce continues to grow, but it is not replacing
in-person experiences. Consumers continue to shop in Thirty-seven percent (37%) do not care either way,
physical stores, and many have eagerly been going to and 16% are less willing to shop in establishments with
brick-and-mortar retailers, restaurants, and restaurants to additional restrictions. Whether due to an objection over
make up for the time they lost during the pandemic. what restrictions represent or a mere frustration with
COVID’s enduring impact on their lives, these consumers
That they are growing more comfortable with in-person
seek the in-person experience of 2019 and earlier.
experiences does not, however, mean all consumers are
abandoning their safety concerns.
Moving forward, will an establishment’s safety policy (masks required/recommended,
vaccine checks, sanitizer available, mandatory social distancing, etc) make you more or less
willing to shop/eat/do business there?
47.56% More willing - I will prefer businesses
with stricter rules/policies
36.52% No impact - doesn’t really matter to me
either way at this point
15.92% Less willing - I will
prefer businesses that have fewer
rules/policies
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PRACTICALITY GUIDE:
Customer experience
case studies, expert tips,
and practical exercises that
you can bring back to the office.2021 CCW MARKET STUDY | Customer Experience Trends, Challenges & Innovations
12 CUSTOMER EMOTIONS ORGANIZATIONS MUST UNDERSTAND:
WHY EMOTION ANALYSIS IS KEY FOR CX
The stakes in customer service have never been higher. intelligence (AI) and conversation analytics, organizations
The rate of innovation and growing customer expectations can detect and deliver the emotional insights needed to
have pushed customer experience (CX) to the forefront improve the customer journey, and ultimately connect with
of market competition. Getting emotional could be the next customers on a deeper, more impactful level.
big differentiator.
“Emotion has a bigger impact on brand loyalty than THE VALUE OF EMOTION ANALYSIS
effectiveness or ease in every industry,” according to IN IMPROVING CX
Forrester Research. But for most CX professionals, emotion
is undiscovered territory. Measuring, understanding and Customers who are emotionally connected to your brand
responding to customer emotions has become the key are worth two times more than highly satisfied customers.
for businesses seeking increased customer loyalty and Additionally, 83% of consumers indicated they were
competitive advantage. more likely to purchase from a brand they are emotionally
connected with. Creating an emotional connection with
Delivering exceptional CX and forming emotional customers goes a long way toward building a stronger
connections during every interaction begins with brand, improving loyalty, and driving revenue.
understanding the customer emotions that have the
deepest impact on experiences. With tools like artificial
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CUSTOMER2021 CCW MARKET STUDY | Customer Experience Trends, Challenges & Innovations
But achieving this is hard. In “The New Contact Center Interest Indicators: Excitement and Surprise
Powers Its People with Customer Intelligence”, a study
commissioned by CallMiner, Forrester Consulting found CX can deliver excitement by ensuring your offerings meet
that 57% of contact center decision makers struggle or exceed customer needs. Once you have the customer’s
to determine their customers’ dynamic emotions. It attention, you can help them explore ways to solve their
also asserts that “brands will find it difficult to provide problem.
emotionally resonant interactions if they don’t understand
Negative Interest Indicators: Fear, Guilt, and Shame
what customers are trying to do and how they feel about
the interaction.” CX can create fear by introducing new features without
explanation. Guilt can arise when customers discover a
By identifying and analyzing customers’ emotions, your
fix they should have seen earlier. These emotions get
business can uncover what matters most to customers,
attention, but not for the right reasons.
enabling you to support them with the following benefits
that extend well outside of the contact center. Destructive Indicators: Anger, Irate, Contempt,
Disappointment, and Disgust
• Stronger emotional connections: Customers are
emotionally connected with how well they feel your CX that delivers disappointment, for example, will lead
brand aligns with their motivation and fulfills their to lost revenue, missed opportunities and increased
needs. Emotion analysis can reveal critical drivers to resolution costs. When these emotions are identified,
enable data-informed strategies. brands should intervene with appropriate efforts.
• Improved customer experiences: Negative emotions,
Once you begin to understand your customers’ emotional
like frustration or stress, can be tracked to reveal
experiences, you can determine whether that experience
systemic failures across different departments, such as
will drive or destroy loyalty.
product, marketing or sales.
• Higher performing agents: Emotions provide new
perspectives on how your frontline team is representing ACTIONABLE CX INSIGHTS FROM
your brand and how customers are reacting. Based on EMOTION ANALYSIS
how your agents represent your brand, you can uncover
opportunities to improve training. Leveraging emotion analysis reveals valuable insights into
your customers’ feelings and perceptions. Driven by AI and
• Emotion-driven decisions: Insights gained from
machine learning, these tools provide actionable insights
understanding customer emotion can impact decisions
based not only on what your customers say, but how they
throughout the enterprise. Sales and marketing, for
say it. This allows you to develop more effective, impactful
example, can easily leverage customer emotion data
connections within the omnichannel customer journey, as
to inform product preferences and the resonance of ad
well as drive better customer experiences throughout your
campaigns.
business.
12 KEY EMOTIONS TO KNOW FOR CX Improve outcomes through historical analysis: The
multifaceted data provided by emotion analysis gives
For businesses to determine how emotions influence information on every aspect of each moment of every
customer decisions, it’s important to understand the 12 key interaction, making it easier to pinpoint trends in the
emotions, divided into four bundles, that either improve or appearance of negative emotion. For example, analysis
hinder CX. of emotional trends within contact centers might discover
that a call script creates specific customer emotions that
Loyalty Indicators: Happiness and Satisfaction
can then be fixed. Or departmental decision-makers
Positive CX, like the best products and quick fixes, can can understand which of their products or services elicit
evoke these vital emotions from customers. When specific emotions, and make more informed changes.
customers are satisfied, they become more connected to
your brand.
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