下面是小编为大家整理的2020年网络客户体验趋势报告（范文推荐）,供大家参考。
T able
of
Contents
Intr oduction:
A
Decade
of
Insights
fr om
75,000
Marketers
4
1.
Digital
Inequality
7
2.
Putting
the
Cust omer
in
Context
9
3.
Cultur al
T r ansformation
12
4.
Consumer
Data
Management
Defines
our Digital
F utur e
14
5.
AI Gets
Marketers
Back
int o
Mark eting
15
Methodology
17
2020
Digital
T r ends
2
Intr oduction
A
Decade
of
Insights
F r om
75,000
Mark eters
T en
y ears
ago,
Econsultancy
published
the
first Digital
T r ends
Repor t
in
partnership
with
Adobe. Ov er
900
mark eters
participated
in
the
surve y , making
it
one
of
the
lar ger
studies
of
digital mark eting
at
the
time.
Since
then,
o v er
75,000
ex ecutiv es
ha ve
shar ed their
opinions
as
par t
of
the
lar gest
digital mark eting
r esearch
series
in
hist or y .
On
the
cusp
of
a
new
decade
our obsession
as mark eters
has
shifted
t o
the
cust omer
and
the experience
we
can
off er
them.
This
tr end
first emer ged
in
the
surve y
in
2014,
when
20%
of mark eters
said
that
capitalising
on
cust omer experience
was
the
most
ex citing
oppor tunity
for their
or ganisation
The
2020
Digital
T r ends
r epor t,
is
based
on a
global
surve y
of
almost
13,000
marketing, adv er tising,
ecommerce,
cr eativ e
and
I T pr of essionals
working
for
both
br ands
and agencies.
The
r esearch
looks
at
the
most
significant
tr ends that
ar e
driving
mark eting
str ategies
in
the
shor t t o
medium
term,
with
a
focus
on
understanding wher e
companies
ar e
inv esting,
what
they prioritise
and
what
they
see
as
their
gr eatest challenges.
This
year ’ s
study
focuses
on
cust omer experience
ex cellence
and
uses
the
companies leading
in
CX
as
a
benchmark
for
comparison and
inspiration.
2020
Digital
T r ends
4
Digital
Inequality
The
companies
leading
in
cust omer
experience
ar e
mor e successful
than
their peers.
The y
ar e
thr ee
times
mor e
likely t o ha ve
significantly
ex ceeded
their 2019
business
goals.
Their pr ogr ession
t owar d
cust omer-centricity
has
deep eff ects,
pushing
them
t o eliminate
the
structur al,
cultur al
and technological
barriers
that
pr ev ent
most
companies
fr om eff ectively
managing
data
and
pro viding
gr eat
experiences.
Most
companies
struggle
with
change,
while
leaders
embr ace it.
The
most
advanced
CX -Led
businesses
ar e
obsessed
with talent,
while
the
mainstr eam
f ears
r ecession.
Putting
The
Cust omer
In
Context
A
t op
priority for
CX
leaders
is
cust omer
journe y
management and
ev er ything
it entails.
T oda y ’ s
consumers
expect
easy ,
v aluable
experiences
that marketers
in
2010
could
scar cely
imagine.
The
modern cust omer
journe y
is
complex
and
unpr edictable;
it can
only
be underst ood
and
managed
in
r eal
time,
putting
cust omer
data at
the
centr e
of
mark eting.
P ersonalisation
t o the
individual
is
the
par allel
priority , challenging
marketers
t o ev olv e
not
only
their ability
t o manage
cust omer
data,
but
use
it t o deliv er
experiences
in r eal
time
that
ar e
matched
t o the
consumer
and
their context. The
infrastructure
is
in
place
at
only
38%
of
the
lar gest companies,
and
the
str ategy
t o take
advantage
at
f ewer still.
3
Cultur al
T r ansformation
Speed
is
the
most
power ful
advantage
of
CX
leaders. Most
businesses
in
the
study
ar e
encumbered
b y
outdated workflows
and
internal
barriers
t o communication
and collaboration.
Leaders
ha ve
o v er come
these
challenges
t o focus
on
r apid learning
and
innovation
of
the
cust omer
experience.
While
technology
enables
gr eat
experiences,
the y
ar e designed
b y
mark eters,
technologists
and
data
scientists working
t ogether .
Leaders
ar e
mor e
likely
t o prioritise
adding
the
right
talent
and
ongoing
tr aining
for
their existing workfor ce.
2020
Digital
T r ends
5
1
2
Consumer
Data
Management Defines
Our
Digital
F utur e
The
past
f ew
y ears
ha ve
seen
consumers
becoming incr easingly
aware
of
their data
and
how
it is
being
used. T oda y ,
a
changing
r egulat or y
envir onment
and
consumer technologies
ar e
fur ther defining
digital
r elationships.
Leading companies
ar e
attempting
t o adapt
t o a
new
mark eting dynamic,
demanding
that
the y
lean
int o priv acy ,
demonstr ate tr anspar ency
and
continue
t o build
trust
with
consumers.
First
movers
ar e
focusing
on
go vernance
and
technology . The y
ar e
examining
the
data
supply
chain
t o understand
the ebb
and
flow
of
data
and
incr easing
their focus
on
collecting first-par ty data.
The y
ar e
also
inv esting
in
technologies
that unify
cust omer
pr ofiles,
making
it easier
for
marketers
and priv acy
specialists
t o manage
data
and
consent
in
concer t. The
r esearch
showed
that
or ganisations
with
a
highly integrated,
cloud-based
technology
stack
ar e
65%
mor e
likely
AI
Gets Mark eters
Back
Int o Mark eting
Ar tificial
intelligence
is
r apidly
being
integr ated
int o the systems
and
platforms
of
marketing,
much
of
it happening invisibly ,
powering
new
f eatur es
or
str eamlining
existing
ones. But
leading
and
lar ge
companies
ar e
also
activ ely
exploring wher e
smar t
technologies
can
maximise
efficiency ,
solv e difficult
pr oblems
and
offload
r epetitive
tasks
fr om
marketers t o machines.
The
ability
t o r apidly
analyse
and
act
on
data
defines
the ceiling
for
cust omer
experience.
Lar ge
or ganisations’
use
of aut omation
for
data
analysis
jumped
b y
nearly
20%
in
this year ’ s
study ,
rising
fr om
55%
t o 64%.
F r om
the
early
da ys
of
the
digital
r ev olution,
marketers ha ve
found
themselv es
o v er whelmed
b y
the
pr olif er ation
of
pr ocesses
r elated
t o their expanding
r esponsibilities
and
4
5
than
their peers
t o suggest
that
the
focus
on
data
pr otection
has
had
a
positive
impact.
capabilities.
The
most
pr ofound
eff ect
of
ar tificial
intelligence is
t o fr ee
human
beings
fr om
the
minutiae,
giving
them
mor e time
t o think,
cr eate
and
add
v alue.
The
ultimate
benefit
t o leading
in
CX
is
financial;
these companies
ar e
thr ee
times
as
likely
t o ha ve
significantly ex ceeded
their t op
business
goal
in
2019.
2020
Digital
T r ends
6
Digital
Inequality
Cust omer
experience
divides
marketing
T ak e
two companies
of
similar
siz e
that
serve
the
same sect or .
Their audience
and
pr oduct
sets
ar e
nearly
identical. Y et
the y
face
diff er ent
thr eats
t o gr owth
because
the y
made diff er ent
choices
in
str ategy
and
inv estment.
The
first
company
is
still
working
thr ough
digital tr ansformation
and
its
ev olution
t o a
cust omer
centric or ganisation.
Externally ,
it f ears
possible
economic
turbulence and
competition
fr om
digitally
nativ e
companies.
It f ears
the futur e.
The
second
company
has
inv ested
the
r esour ces
and or ganisational
capital
int o becoming
a
leader
in
cust omer experience.
Its
chief
concerns
ar e
finding
and
r etaining
the best
digital
talent
and
k eeping
up
with
innovation.
It f ears getting
stuck
in
the
past.
These
two world views
ar e
a
philosophical
diff er ence,
but the
gap
between
CX
leaders
and
the
mainstr eam
is
tangible acr oss
the
quantitative
tr ends
and
benchmarks
in
this
year ’ s study .
The
definition
of
a
leader
is
simple;
the y
ha ve
advanced cust omer
experience
management
in
place
that’ s
aligned acr oss
str ategy
and
technology .
But
thr oughout
these findings,
we ’ ll
explor e
what
it means
in
pr actice,
how
the leaders
appr oach
diff ers
fr om
the
mainstr eam
and
why
a business
at
any
stage
in
its
development
can
benefit
fr om their example.
Figure
1
Thinking
about
the
past year ’ s
per formance
(i.e. 2019),
which
statement best
describes
how your
department per formed
against its t op
business goal?
40% 13% 17% 18% 33% 47% 6% 12% 4% 10%
CX
Leaders Mainstr eam
Respondents:
5,315
W e
ex ceeded our t op business goal
b y
a significant mar gin
W e
narr owly ex ceeded
our t op
business goal
W e
met
our t op
business goal
W e
narr owly missed
out on
our t op business
goal
W e
missed our t op business
goal
2020
Digital
T r ends
7
1
CX
leadership
r eaps financial r ewar ds
The
ultimate
benefit
t o leading
in
CX
is
financial;
these companies
ar e
thr ee
times
as
likely
t o ha ve
significantly ex ceeded
their t op
business
goal
in
2019.
Their success
suppor ts
the
essential
case
for
a
cust omer- led
approach;
good
experience
leads
t o higher
r etention
and adv ocacy .
In
turn mark eting
can
point
t o a
higher
r evenue contribution
that’ s
mor e
pr ofitable
and
pr edictable
because r epeat
cust omers
ar e
less
expensive
and
easier
t o pr edict.
Str ategy ,
inv estment
and
cultur e
shift
is
k ey
The
move
t o a
cust omer-first
model
inv olv es
mor e
than
any
single
initiative
or
technology
can
accomplish.
It r equir es a
fundamental
shift
in
str ategy ,
investment
and
cultur e, suppor ted
b y
the
right
t ools
and
pr ocesses.
The
str ategic
and
cultur al
diff er ences
between
the mainstr eam
and
CX
leaders
ar e
the
most
significant,
because r eal
change
r equir es
buy-in
fr om
the
t op
and
acr oss
an or ganisation.
But
the
r ewar ds
ar e
ther e
for
those
that
mak e
the
shift.
F or the
mainstream,
looming
r ecession
is
the
t op
concern,
but mark et
...
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