ABOUT THE MICROSITE
This study covers the status quo of customer experience initiatives in global and regional perspectives, including North America, Europe, Latin America and Asia. It sheds light on the future of CX development and potential challenges faced by companies.
This microsite offers:
INFOGRAPHIC
• Global version: English | Spanish | French | German | Japanese | Brazilian Portuguese
• Asia Pacific version: English | Chinese | Japanese | Korean
ABOUT THE REPORT
The rise of company websites, email, SMS and social media has firmly shifted the interaction between customer and company towards remote communication, but research by the Economist Intelligence Unit (EIU) shows that in-person communication remains an important instrument of customer experience (CX) strategy.
Companies that fail to respond to these changing modes of communication are vulnerable to large scale customer flight. Not only is the commercial environment becoming more competitive in many industries, the proliferation of customer contact points and the frequency of customer interaction have swelled potential sources of dissatisfaction too. With no personal touch to smooth things over, one bad experience can lead a customer to leave the company for another provider. To make matters worse, that same customer can instantaneously contact many thousands of others and regale them with a thorough appraisal of the reasons for his/ her disenchantment.
However, if done well, CX initiatives can reduce costs, increase profitability and revenues, and improve customer satisfaction. To learn how global companies manage their CX programmes, the EIU conducted a survey of 516 senior-level executives in April 2015 from 21 countries. The vast majority of these (464) were C-suite executives—of whom 165 were CEOs—while the remaining 52 respondents were heads of a business unit.
