Digital crisis or redemption - The uncomfortable truth - accelerate your ambition - Cisco
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2017 Global Customer Experience (CX) Benchmarking Report Global APAC/Singapore comparison Digital crisis or redemption - The uncomfortable truth accelerate your ambition
20 years
of benchmarking
The transformation of CX
Broader and centralised Consistent cross-channel support for AI enabled automation via
channel access options customers, via integrated digital behavioural and profile
Birth of contact centre channels personalisations
2000s Omnichannel a top priority Robotics reimagining world of CX
2016 – 2018 2018 – 2020
1990s 2010s 2017
Traditional call centres Multichannel the norm CX – proactive & customised
telephone replaced telephone and digital improve New trend towards pushed CX,
face-to-face customers’ channel options tailored and enabled by analytics
and an ease of contact and technology
Telephone-primed CX Digital-primed CX
About the 2017 over 20 country
specific data
Global CX Benchmarking Report
63% B2C 23% B2B
950+ data points,
90+ analysis charts 8% IT Helpdesk
supported by 40+ industry groups 6% Sales Operations
1351 participants from… view data at 10 levels
…80 countries contributed to including: geography, size, sector, brand
positioning, service, contact and
this year’s global research provider type
Research spans 14 CX industry sectors
analysis with
context and 15% 11% 11%
17% 9% 8% 7% 22%
recommendations banking professional Service Insurance Technology Retail & Public from
and services providers/ consumer sector additional
on best practices investment comms goods 7 sectors
What’s included in the 2017 Global CX Benchmarking Report? Strategy CX Analytics Digital Service strategy Service differentiator Data collection Transformation factors Multi-skilling CX drivers BI systems Channel interaction splits Omnichannel Capability Segmentation Customer preferences Strategic drivers Responsibility Personalisation Mobile, Chat, etc. Business transformation Trends Customer journeys Social CX Evolving workforce Benefits Performance impact Proactive outbound Operations Efficiency Technology CSAT practices Operations model and Key technology trends Quality management structure Architecture models Ops and agents’ KPIs Training and HR models Standardised systems Performance statistics Employee engagement IT sourcing, design and support Response and WFO approach Current and future needs handle times Absence and attrition Cloud usage and experience Productivity by channel Budget allocations
Digital crisis or redemption
Key findings
1: Digital 2: Conscious 3: Data 4: Man vs
dominance journeys supremacy machine
The The world has Journeys Analyse CX robotics Digital
uncomfortable formed a digital should be or creating a new crisis or
truth skin. intuitive. die. reality. redemption
Introduction Key findings Conclusion
The uncomfortable truth Introduction
The uncomfortable truth
High-performing disruptors are outpacing established market leaders by
committing to the opportunity created by the digital revolution.
Just 13% self-rate their CX delivery at 9/10 or
81% of companies recognise CX as a better
competitive differentiator
Only 10% consider their digital business
CX is the no1 most important strategic strategy to be optimised
performance measure
36% don’t have a single manager
79% can evidence cost savings; 84% an uplift in responsible for CX; Of those who do, just 36%
revenue/profits are at board level
Top strategic performance measures
CX remains most important strategic measurement for organisational
performance
APAC Singapore
Customer experience 73.6 70.4
Sales revenues or profits 33.6 22.2
Customer advocacy or
loyalty (e.g. NPS) 33.1 22.2
First contact resolutions
(right first time) 24.6 40.7
Complaint levels (service
quality) 28.7 44.4
Productivity and cost to
serve 26.7 18.5
Employee engagement 31.7 25.9
Customer effort scores
(ease of doing business) 12.2 11.1
Migration to digital assisted
services 10.8 14.8
Security systems or
services 7.1 3.7
Other 7.1
Migration to fully automated
services 5.7 3.7
What are the top three performance measurements according to your company’s board or executive team?
Benefits evidenced by improving CX
Business benefits increased significantly, once CX improved
79% can evidence cost savings, 84% an uplift in revenue/ profits, and 85% appreciate its impact on employees
91.7
Increased customer loyalty (incl. value)
91.0
87.5
Increased employee engagement
88.3
91.3
Increased company revenue/profits
84.7
87.5
Reduction in costs
81.5
Reduction in contact volumes
77.1
SG APAC
What business benefits can be evidenced by an improving CX capability?
Digital business strategy
Less than 10% of respondents have an optimised digital business strategy
51% are at best in the process of developing the company’s strategy for digital business
APAC Singapore
Optimised 10.1 3.7
Delivering 31.1 40.7
Being developed 45.1 37.0
Separate strategy for
each contact channel 10.1 11.1
Don't have one 1.3 7.4
How would you describe your company’s strategy for digital business?Organisations’ rating of CX capability
Just 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.
24.5 24.9 24.3 24.5
16.9
16.3
12.4
10.2
9.3 9.2
5.5
4.6
4.0 3.6
3.4
2.5
1.1 0.6 1.2 1.1
1 2 3 4 5 6 7 8 9 10
How do you rate your CX How do customers rate your CX
On a rating of 1-10, how would you/ your customers’ rate your organisation’s CX capability?Digital dominance Key finding
Digital dominance
The 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.
9 channel choices the norm, will rise to 11 by Customer awareness of solution and
2018; CX no1 driver for digital functionality not meeting user needs top factors
hindering digital transformation
70.7% forecast increases in assisted-service
volumes; 78% a rise in fully Actual split of interactions falling short of
automated contacts desired model
Virtual assistant (Chat bots) top growth focus Majority are not tracking cost per transactions
in 2017 ; IoT to double on digital solutionsServices supported
Average of nine channel choices now the norm, it’ll soon rise to 11
Virtual assistant (chat bots) provide largest area for growth; IoT surging in tandem with proactive automation services
APAC Singapore
Telephone (contact centre
95.4 1.8 96.3
operations)
Email 94.7 3.2 96.3
Website (incl. knowledge
79.2 13.0 7.8 85.2 11.1 3.7
portals, peer-to-peer…
Back office admin support 77.1 6.7 16.1 81.5 18.5
IVR (touch-tone/speech) 76.2 8.7 15.1 88.9 3.7 7.4
Social media (Facebook,
67.5 18.6 13.9 74.1 11.1 14.8
Twitter, etc.)
SMS text 59.7 22.8 17.5 70.4 14.8 14.8
Mobile application (smartphone,
56.7 27.2 16.1 59.3 18.5 22.2
tablet apps)
Web chat (incl. instant
52.8 31.8 15.3 40.7 25.9 33.3
messaging, co-browse)
Physical location (inc. service
48.4 10.2 41.6 63.0 7.4 29.6
kiosks)
Proactive automation services 31.8 34.7 33.5 51.9 22.2 25.9
Internet of Things 26.2 24.2 49.6 48.1 7.4 44.4
Video chat 18.4 27.8 53.8 11.1 25.9 63.0
Virtual Assistant (Chat Bot) 13.5 35.0 51.4 22.2 29.6 48.1
Now Within 1 year No plans
What services can your organisation support, now and in the future?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
APAC Singapore
Digital assisted service
78.7 11.1 2.8 7.5 69.6 13.0 4.3 13.0
volumes will …
Fully automated volumes
73.6 12.1 2.2 12.1 69.6 13.0 8.7 8.7
will …
CX via social media will … 65.4 20.5 1.9 12.2 69.6 8.7 8.7 13.0
Overall interactions
(spanning all channels) will 64.5 22.3 8.5 4.7 56.5 21.7 8.7 13.0
…
Proactive automation
60.2 18.1 4.0 17.8 43.5 21.7 8.7 13.0
volumes will …
Headcount employed will … 24.0 35.1 35.4 5.5 47.3 47.8 4.3
Telephone volumes will … 13.5 25.3 57.0 4.1 13.0 17.4 65.2 4.3
Increase Stay the same Decrease Not applicable
How will digital transform your CX operations in the next two years?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
2017 Actual 2017 Desired
19
21.4
APAC 38 34.1 APAC
39.5 40.8
53.3 Singapore
21.3 58.5
25.3
Singapore 26.4
21.3
Telephone Assisted-service Automated channels
What is your desired split of customer interactions by channel grouping?Conscious journeys Key finding
Conscious journeys
Seamless, 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
Connecting customer journeys 2nd top factor 22% have most connected
to transforming CX in next 5 years; 76%
already have some channels connected 58% channels are being managed in silos;
42% channel data not actively shared between
67% can now track customer journeys in some teams
form, of those 44% have automated processes
available 72% fail to collect data to review and optimise
journey patterns; 76% can’t identify blockages in
process that will impact CXOmnichannel strategy
41% now have, or are striving towards, a full omnichannel strategy
70% currently have no, or very few channels connected
APAC Singapore
All channels
5.9 43.4 40.0
connected
Most channels
22.4 34.2 23.8 35.0
connected
A few
channels 45.2 12.5 66.7 15.0
connected
None 26.6 10.0 9.5 10.0
Now Within 2 years
How many of your contact channels are covered by an omnichannel (connected customer journey) strategy?Tracking customer journeys
Noticeable improvements but visibility of the CX journey still low
Just 38% can track an interaction that spans multiple channels; A third have no ability to track
42.9
Interactions can be tracked across multiple channels
36.4
42.9
Key decision points can be identified
33.4
23.8
We can't track the customer journey
38.8
38.1
Blockage points in process (that can affect the CX) can be located
22.8
Other
5.6
SG APAC
How well can you track the customer journey across your service channels?Challenges of tracking customer journeys
System integration issues are still the biggest challenge
58% compound the problem by operating channels in silos; and a quarter of technology teams are unclear on operational
needs
Global Singapore
Our systems are not
integrated 67.9 81.3
Channels are operated in
silos 63.8 75.0
Data content is
inconsistent across 43.1 43.8
channels
Channel data not actively
shared between teams 42.8 50.0
Technology team unclear
on operational needs 26.2 31.3
We can't see which
channels are being used 17.2 25.0
What are the main challenges you face when attempting to track customer journeys?Methods to track customer journeys across multiple channels
Manual systems remain the norm
Automation levels are rising though, and 44% are using data analytics to track interactions across multiple channels
APAC Singapore
Customer
feedback 83.2 93.8
Automated
through data 51.2 43.8
analytics
Manual process
maps 47.2 56.3
Other 8.0 6.3
What methods do you use to track customer journeys spanning multiple channels?Data supremacy Key finding
Data supremacy
The importance of understanding and harnessing (mass) data is now critical to
performance, the number one trend to reshape the industry – analyse or die.
Customer analytics was no2 factor towards Only 48% have customer analytic systems;
positive improvement in last 5 years; it’s been 36% possess big data analytic solutions
voted no1 for next 5 years
29% using analytics to inform channel/contact
Top benefit (58%) of analytics is improving management strategy
customer journey
Just 54% have agent analytics; 42% of analytic
42% can now offer customised CX systems don’t meet current needsTrends that will reshape CX – next five years
Analytics voted top factor that will reshape CX industry - for third year running
Personalisation rising at pace, as attention shifts to robotics and automation
Customer analytics 59.1
70.1
Connected customer journeys (i.e.… 50.0
47.7
Personalised customer service 40.9
47.7
Digital channel capability 50.0
37.4
Proactive automation services 9.1
17.8
Executive commitment to CX 31.8
19.5
Artificial intelligence (internet of… 17.2
22.7
CX enabled social media 13.6
19.5
Introduction of cloud solutions 4.5
6.9
Enhanced security 4.5
10.9
Other 4.5
0…
SG APAC
What are the top three things that will reshape your CX capability during the next five years?Positively transforming services - last five years
Technology flexibility is key to transforming CX
Business intelligence is powering new strategies, capability, and an evolution in operating models
APAC Singapore
Access to new technology (e.g.
via cloud solutions) 50.5 55.6
Analytics and business
intelligence 61.3 48.1
Customer experience led
strategy 57.7 51.9
Agent multiskilling 45.4 48.1
Growing digital capability 48.5 51.9
New operating structure 26.8 37.0
Our product diversification 26.3 25.9
New market accessibility 22.2 14.8
Our response to new threats
from competitors 16.0 14.8
Other (please specify) 1.0 3.7
Which factors have contributed most to positively transforming your services in the last five years?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
APAC Singapore
Customer surveys 74.2 85.7
Agent performance scorecards 69.5 66.7
Business performance scorecards (real-
time/historic data) 59.2 47.6
Customer analytics 48.1 52.4
Web based review/feedback mechanisms 37.7 38.1
Big Data analytics (combining data from all
channels) 36.0 33.3
Interaction analytics (e.g. speech analytics on
phone calls or text analytics on webchat) 25.0 33.3
Sentiment analytics 12.7 9.5
None of above 4.7 4.8
What business information tools are available?Man vs machine Key finding
Man vs machine
CX 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.
Top 5 channel focus areas:
Transaction complexity contributing to
1. Virtual assistant (chat bots)
absenteeism levels double that in 1997
2. Instant messaging (incl. web chat)
3. Mobile apps
Agent average length of service 28 months
4. Video chat
5. IoT
First contact resolution on digital paths lagging
phone, 56% say phone volumes will drop further
Phone volumes have dropped by 17%
through end 2018
since 2015How does technology meet current and future needs?
Digital systems fall short for 42%, the same number reporting inadequate analytics
The 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
APAC Singapore
Telephony systems - agent led
44.0 43.7 12.3 36.7 50.0 13.3
interactions
Telephony systems - automated (e.g.
34.2 47.3 18.5 29.4 51.6 19.0
IVR)
Security systems (e.g. fraud prevention,
25.3 52.8 21.9 27.6 52.8 19.5
etc.)
Interaction optimisation systems
23.6 47.5 28.9 21.1 47.4 31.6
(WFM/recording systems, etc.)
Business support systems (HR/Finance,
23.2 57.7 19.1 15.6 68.9 15.6
etc.)
Knowledge management systems 21.5 46.3 32.2 12.6 40.8 45.0
Digital channel systems 18.6 39.5 41.9 14.2 48.7 38.7
Analytics systems 18.6 39.6 41.8 9.5 41.4 49.1
Meets current and future needs Meets current needs Doesn't meet current needs
How well do the following technology systems items meet your current and future needs?Response times – Assisted-services
Digital response times improve; exceptional results from top quartile
Compare 4.33 hour email average against the 10 mins benchmark at top quartile or 74 mins average on social to upper quartiles 10
minutes
251
Email
10
Social media (Facebook, Twitter, 74
etc.) 10
33
SMS text
5
5
Video chat
2
Web chat (incl. instant messaging, 9
co-browse) 2
Average (minutes) Top quartile
What is the average response time for the following assisted-services?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
68
Email
8
94
Video chat
5
Web chat (incl. instant messaging, 50
co-browse) 5
Social media (Facebook, Twitter, 39
etc.) 5
20
SMS text
3
Average (minutes)
What is the average handle time for the following assisted-services?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.
Intelligence powering new strategies, Measure
capability, and operating model evolution Disparate management the biggest threat to
omnichannel
Top quartile performances evidencing
‘art of the possible’ Quality controls on digital up 49% since 2016,
but still way behind more established phone
Investment on technology and facility
rises, as percentage of budget spend on Less than half of operations are fully involved
human resource drops in design of technology systemsDigital crisis or redemption
We say…
Disjointed strategy 1: Digital 2: Conscious 3: Data 4: Man vs Robotics will add to
damaging CX dominance journeys supremacy machine the dilemma
CX robotics
The world has creating a new
formed a digital Journeys should reality.
skin. be intuitive. Analyse or die.
Advance – your
The Commit – Connect – relevant Develop – usable
Digital
digital strategy
uncomfortable customers demand channels by design, intelligence, with flexibility and
crisis or
truth a leap of faith. and review. inform and share. data. redemption
Introduction Key findings ConclusionHow we deliver CX
for our clients
Benchmarking
Comparison Technical and
services Contact Centre Customer Experience Support services
Benchmark your CX and Development Maturity We help you design,
contact centre operations implement, support and
against industry and Understand the current state of your Understand the current state of your optimise your infrastructure,
contact centre and take steps to optimise customer experience and
regional benchmarks, as improve operations and
its integration with your organisation take steps to mature it in your organisation
well as best practices. reduce cost
20 years of Managed Services
benchmarking
Omnichannel Digital experience We take over your day-to-day
1351 participants from operations to enhance your
optimisation capability
80 countries contributed IT and business functions,
to this year’s global Assess your digital experience elements Assess and optimise omnichannel and enable IT agility and
research report and create a transformational plan for interactions and value, across all client scalability
improvement channels and touchpoints
Consulting servicesThank you. 2017 Global Customer Experience (CX) Benchmarking Report Digital crisis or redemption - The uncomfortable truth accelerate your ambition
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