【旅游文旅报告】Capgemini-揭示客户意图：为什么上下文知识是理解客户旅程的关键（英）-2024.docx

i1.口intentCustomerinteractionsarenolongersimple.Althoughthetraditionalcustomerbuyingjourneystillholdstrue,today'scustomerschannel-hopandoftenleaveatrailofirregularengagementpatternstoodifficultformostbusinessestotrackandkeepupwith.Asaresult,customerintentismisinterpreted,andthecustomerexperiencefallsshortofexpectations.Imaginethefollowing:acustomerbuysaphonefromaparticularretailerandencountersdifficultiesduringtheactivationprocess.Momentsafterunsuccessfullytryingtoresolvetheissuewithcustomerservice,theyexperiencesomethingthatonlyexacerbatestheirfrustration:theyreceiveanadforanewphonefromthatsameretailer.Clearlythere'sadisconnectwithintheorganization.Butisitpossibletopreventthistypeofinsensitivemarketing?Mostbrandstrytopredeterminethestepscustomerstakeontheirbuyingjourney:theydrawastraightlinefromwherecustomersexploreadesiredproducttowheretheypurchaseitandproceedtowardfulfilmentandbeyond.Butinreality,thisjourneyisn'teasytopredict.Thecustomercanstartthesamejourneyinmanywaysand,asnewchannelsgetintroduced(thinkmetaverse,thinksocial),they'reofferedmorealternativeroutes,whichaddsevenmorecomplexity.Additionally,theinfluenceofdigitaltechnologieshasempoweredcustomerswitheasieraccesstothingslikereviewsandrecommendations.Thisabundanceofinformationsignificantlyimpactstheirengagementwithabrandastheyseekvalidationandsocialproofbeforepurchase.ComingtogripswiththeumessymiddlenIt'ssafetosaythatthecustomerjourneyisnowanon-linear(attimesaimless)unpredictablesquigglylinethatcrisscrossesbetweenphysicalanddigitalworlds.Customers'reasonsforengagingwithabrandcanchangeatanymoment,sothejourneythatgetsthemtowheretheywanttogoisoftenamulti-tripmulti-stopaffairfilledwithuncertaintyandevolvingmotivations.Thisspace,wherecustomersnavigatethroughvarioustouchpointswhileconsideringmultipleoptions,hasbeencoinedthe"messymiddle"byGoogle.It'saconvolutedandcomplexarea,whereonejourney'sprematureendmarksanother'sbeginning.ApathcustomersembarkonmayfollowaseriesOftwistsandturnsastheirintentistriggeredbymanyeventsandspur-of-the-momentbehaviors.Forexample,todayacustomermightsetouttodiscoverandpurchaseanewproductbutalongthewaymightgetdistractedandendupinvestigatingwhereapendingorderisorcontactingcustomerserviceaboutarecentnegativeexperience.Thiscustomercyclekeepsrepeating(thoughtheengagementpatternswillvaryindustrytoindustry)-theymightbuygroceriesdailytoweekly,fashionweeklytomonthly,andinsuranceannually.Whilenewtechnologyhasgivenbrandsthemeanstoidentifywherethatmeanderinglineofcustomerambitionisatanymoment,brandsstillhavetroublerespondingwithrelevantactionstoalwayskeepcustomersona*,happypath.”Whyisthat?Whatisthehappypath?Thehappypathreferstothebestroutethatleadsacustomerdirectlytowheretheywanttogowhenengagingwithabrand.Basically,it,saseriesofstepsthathelpsthemcompleteadesiredgoal-quicklyandnveniently.Whencustomerssetoffonthejourneyofcompletingsomething,thereareusuallylotsofindividualmomentsalongtheway.Thesehaveahabitofknockingthem。仟course:theoriginallyplannedhappypathmaygettemporarilyreplacedwithadifferentone.Thenitmayhappenagainandagain.Butthat,sokay.Aslongasthenewpathisclearedofallobstaclesanditsendisinsight,thehappypathwillremainhappyregardlessofwhichjourneyandchannelthecustomerison.The"happy"partmayseemmisleading.AccordingtoForrester,manycompaniesgetemotionwrong.Ratherthandesigningexperiencesbuiltonabroadspectrumofemotions,theyequateemotionwithdelight.Moreover,contrarytoconventionalwisdom,makingcustomershappydoesn'talwayscorrelatewithmakingthemloyal.Customerexperience(CX)prosneedtocombineknowledgeabouttheemotionofdifferentcustomersandjourneyswiththemomentsthattriggeredthem.Theyneedtodeterminewhatsparkedandshapedotheremotionslikenfidenceanddisappointmenttomakecustomersfeelunderstoodandrespected.,J7heEmotionsAndMomentsInTheCustomerJourneyThatReallyDrive1.oyaltyForresterBroadenTheSpectivmOfEmotionsAndMomentsThatMatterInYourJourneys,January19th,2022,JoanadeQuintanilha,VP1PrincipalAnalyst:linkIntegrationinsteadoffragmentation【刁Multichannelmarketingstrategy:Strengthencustomerrelationshipsandalignmultichannelmarketingmixeffortstodrivebusinessgoals:linkManybrandshaven'tyetdeliveredonthepromiseofdynamicandadaptiveomnichannelexperience.Gartnersaysthat,despitehighambitions,over90%cannotseamlesslyconnectmorethanthreechannelstogetheraroundabuyingjourney*】Theyinsteadresorttoasiloedmultichannelapproachthatdoesn'tfactorinvaluablecross-channeldatainnext-bestdecisions.Itmeansthat,althoughtheymayknowwhereacustomerisatanygiventime,theyhavetroublefiguringoutwherethatcustomerhasbeen.Thispreventsthemfromputtingthatknowledgetogoodusetosupportthecustomer.Theylackthebiggerpictureand,consequently,respondinawaythatoftenleavescustomersbaffled.AccordingtoSalesforce,56%ofcustomerssaycompaniestheyinteractwithdon'tnsidertheirpersonalpreferencesandpriorinteractions.Thisisriskyassometimesoneill-timedmessageoractionmaybeenoughtoflipacustomer'sperceptionofabrand,causinglong-termdissatisfactionanddisengagementtowardsthem.WHAT,SNEEDEDTODAY'SREA1.ITYChannelsCustomerCustomerprofilingactivationChannelsKeyorchestratedmomentsCustomerprofilingCustomeractivationCustomerorchestrationCustomersaredemandingandincreasinglyexpectingbrandstounderstandtheirneeds,preferences,andbehaviorsatalltimes.Butthisisdifficulttodoifdataissiloedacrossdifferentsystemsanddivisions.Mostbrandsoperateasmultipleseparatedepartments(marketing,e-commercelcustomerservice,etc.),eachwithdifferentresponsibilitiesandagendas.There,snodatasharingbetweenthem,andtheydon'tworkinunison.Onedepartmentdoesn'tknowwhatkindofcustomerinteractionstookplaceinanother.Andeachdepartment'sviewofacustomerislimitedtoonlywhattheirdomain'stechnologyplatformshaveencountered.Thisispartlyduetotheirdepartmentalstructure,whichismoreconcernedwithcompletingtasksthananticipatingtheoutcomesarisingfromthem.Asaresult,there'sfragmenteddataandaninmpleteoverallviewofhowthecustomerisfeeling,whattheyintendtodonext,andhowtheyperceivethebrandasawhole.RevOps(revenueoperations)isonewaytomakethesebarrierscomedown.Itforcesorganizationstorethinktheirtechnologiesbyconsideringeverytask'soutme.Afterall,ifthecustomerseestheorganizationasonebrand,shouldn,tthebrandstrivetoensurethere'saunifiedcross-departmentalapproachbehinditseverymove?Customerjourneymanagement:Whythemessymiddledoesn,thavetobemessyCustomerjourneymanagement(CJM)isaboutautomating,orchestrating,andntinuallyoptimizinghowbrandsandcustomersinteractacrossallchannels,inadynamic,real-timeexchange.Ateachtouchpointthegoalistoassesswhereacustomerhasbeenandtrytounderstandtheirmotivationandsentimentaboutwheretheynowintendtogo.Ifabrandknowswhatnext-bestmovewillkeepthecustomerontracktowardtheirgoal,theywillgainconfidenceintheirabilitytoprovidevalueandalwaysmeetcustomerexpectations.CJMcomprisesfourcorebuildingblocks,withthefocuslyingonthesystemsnecessarytoaddressthemessymiddleeffectively.Thesesystemshelpstitchindividualbitsofcross-channeldatatogethertoprovideahigh-leveljourneyviewofcustomers*historicaldatasothatpatternsandtrendsareeasilyidentifiable.Withtheseinsights,brandscanconsiderablyincreasetheirchancesofdeliveringexperiencesthatsurpasscustomers'alreadyhighexpectations.Brandscanfinallybeherent,resonant,responsive,andperceptiveinalltheirinteractions.ThefourbuildingblocksofCJMJOURNEYDESIGNANDMAPPINGVisualizeanddesignthepathacustomertakesthroughtheirjourney.COHERENTPERSONA1.IZEDJOURNEYORCHESTRATIONTailorthecustomerjourneyasitmovesfromonephasetoanother.RESONANTREA1.-TIMEINTERACTIONMANAGEMENT(RTIM)Providethenext-bestactionorofferateachdecisionpointtoensurecustomerdelightRESPONSIVEPersonalizedjourneyorchestrationGoal:Tailorcustomerexperiencesforhighercustomerengagement,retention,andoverallsatisfaction:,Usetechnologytogatherandorchestratecross-channeldatarelatedtoallcustomerexperiencesandjourneys. 1.isten,understand,andrespondbasedoneventsorchangesincustomerintent. UseAI/M1.forpersonalizationtosuccessivelyimproveeveryexperience.,Respondtothechangingneedandintentofcustomersbyprovidinghighlytargetedpersonalizedexperiencesattherighttimeandontherightchannel.UNIFIEDJOURNEYANA1.YTICSAnalyzethedatafrommultiplejourneysandtouchpointstoderivebehavioralinsights.PERCEPTIVECustomerplatformsJourneydesignandmappingGoal:Identifykeyopportunitiestodeliverseamlessexperiencesacrosseverycustomerinteractionandremovechannelboundaries: Mapcurrentinteractionsacrossthebrand'stouchpoints,aswellastheuniquejourneysforeachpersona,tounderstandhowcustomersareexperiencingthebrand. Knowtheusersandidentifywhereandhowtheyarestruggling;uncoverroadblocksbyanalyzingCXtouchpoints. Determinewhichapplicationishandlingwhichinteraction. Understandcustomeractions/inactionsandtheirbrandexpectationstopreemptanddeliversuperlativeexperiences.UnifiedjourneyanalyticsGoal:Identifycriticalpointsinthejourneywhereinterventionisrequiredandlearnhowtogetcustomersbackontothehappypath. Integratedataandcreatejourneydashboards;testjourneyhypothesesandtrackandoptimizeexperiencesinrealtime. Measurechanneleffectivenessatvariousjourneystages. Analyzecustomerbehavior-atacollectiveandindividuallevel-acrosschannelsandtouchpointsusingSankeydiagrams. 1.earnthewhat,how,andwhenofcustomerbehaviortounderstanditsimpactonaparticularjourney.Real-timeinteractionmanagement(RTIM)Goal:Placethemostrelevantcontentinfrontofcustomers. Reactandadapttoexplicitandimplicitchangesincustomersentiment,behavior,andintentinrealtime. Usetechnologytolinkwhatthebrandpresentstothecustomerwiththein-the-momentunderstandingoftheirneeds. Providecustomerswithrelevantcontentandexperiencesthatsupporttheirgivenjourney.TheroleOfsustainabilityincustomerjourneymanagementSustainabilityhasbecomeanimportantfactorthat,sinfluencingcustomers'productandservicechoices.Sincecustomersarenowconsciousoftheimpacttheirpurchasinghabitshaveontheenvironment,theyexpectbrandstoOffermoreeco-friendlyoptionsthroughoutthecustomerlifecycle.ThisgradualshiftinconsumerthinkinghasforcedorganizationstoIeamhowtorecognizeemotionsrelatedtosustainablepracticesandhowtomakeitmorenvenientforcustomerstoactontheirindividualsustainabilitycommitments.Organizationscanadoptseveralstrategieshere:1. Collectandanalyzecustomerdatarelatedtosustainabilitypreferencesandidentifymomentsinthejourneywheretheymattermost.2. Productinformation,productcomparisons,andpackagingandshippingoptionsareusuallygoodtopicstostartthinkingaboutasthey'reneededtodrivethesustainability-relatedcustomerexperiencesinthepointabove.3. Designforabroadspectrumofemotionsthatdrivesustainablechoices.Byrecognizingwhichchoicestriggerwhichemotionalreactions,brandscanappealtoindividuals*senseofpride,identity,orjoytoencouragemoree-friendlybehaviors.4. Deliveronsustainabilityacrossmultiplejourneysandinteractions-someinparallelandsomeinsequence.Macroandmicrojourneysofferanopportunitytomakesustainabilityrealforcustomersateachstageofthecustomerlifecycle.Whetherit,sbrandmessage,productdiscovery,placinganorderorunboxing/returningaproduct,keepingsustainabilitytopofmindandtangibleconsistentlywillhelpbuildtrust.5. Collaboratewithsuppliersandpartnerswhosharethebrand'ssustainabilitymmitment.Byensuringtheentirevaluechainisalignedwithsustainablepractices,fromsourcingrawmaterialstomanufacturinganddistribution,organizationscanattractmoreenvironmentallyconsciouscustomers.Totracktheactualimpactoftheseactivities,organizationsmustworkwiththeirsustainabilitycounterpartstofindouthowmuchtheyhavereducedcarbonemissions,minimizedwaterandwasteintheiroperations,andimprovedbiodiversityandproductdurability.Byreportingthesemeasurestoconsumersandsharingthedatatransparently,brandscangeneratepositiveemotion,trust,andloyaltythroughoutthecustomerlifecycle.Reimagingthecustomerjourneyforpicture-perfectmobileandwebexperiencesAglobalinnovatorandproviderofdigitalimagingproductstobusinessesandconsumerswantedtocloselyexaminethevariouscustomerdecisionpointsalongthebuyingjourney.Theobjectivewastobetterunderstandcustomerpersonasandactionsacrossbothe-commerceandmobilechannels.Atthesametime,thebrandalsowantedtocreateconsistent,scalableuserinterfacesthatwouldgivecustomersmultiplepathwaysintotheshoppingjourney,dependingonindividualgoals.UsingourDCXFoundry,whichincludesasetofuniquemethodologiesandenablersgearedtowardmeetingmodemCXchallenges,Capgeminiconductedadiscoveryandexperiencemappingworkshop.Ourexperienceddesigners,CXarchitects,andbusinessanalystshelpedthebrandlaythefoundationforacustomer-centricapproachthatfocusedondeliveringtheintendeduserexperiencetoeverytouchpoint.DesignauditsthenledtoheuristicevaluationsforA/Btesting.Basedoninsightscapturedduringtheworkshop,thebrandwasabletoconsidermanypossiblecustomerjourneyscenariosandfindtherightangletorefinenext-bestactions-acrosstheawareness,consideration,buy,andusephases.Withasharpercustomerexperience,ourclienthasalreadyseena9%salesincrease,an11%riseinnewusers,anda10%revenueboost.Aspartofongoingsupport,userresearch/usabilitystudiesondesktopandmobileclick-throughrateshelpinfluencetheroadmapforfutureenhancements.ThebenefitsofunderstandingcontextatthemomentofengagementByactivatingandorchestratingthefourCJMbuildingblocksasoneintegratedproposition,brandscandeliverimpactfulcustomerexperiences.Improvecustomerdelight.Byengagingwithcustomersattherightmomentsandprovidingthemwithrelevantcontent,businessescanguidethemtotherightproductorservicethatsatisfiestheirneeds.Reinforceexperience.Byidentifyingpainpointsandareasoffriction,aswellasopportunitiestocreatepositiveexperiences,businessescanoptimizetheCustomerjoumeyforhigherlevelsofenjoymentandpossiblyloyalty.Drivebusinessgrowth.1.oyalcustomersaremorelikelytomakerepeatpurchasesandrecommendthebrandtoothers,therebyexpandingthecustomerbase.Keepmorecustomershappy.Spottingmomentswhencustomersareatriskofchurniscrucialforretainingthem.Bytakingtimelyandtargetedactions,businessescanaddresscustomerconcernsandprovideappropriatesolutions,whichwillhelpbuildlong-termrelationships.Deliverchannel-lessexperiences.Puttingthecustomerattheheartofoperationscanchangehowbrandsthinkandorganizetosolvefrictionpointscustomersencounterontheirjourneys.Alignbusinessobjectives.Byensuringconsistencyacrossdifferentteamsandtouchpointswithintheorganization,abusinesscanoperateasonehesivebrand,strengtheningitsreputationwitheveryinteraction.EmbracingthejourneyofcontinuousrefinementBemingabrandthat'slaser-focusedonimprovingcustomerexperiencetobuildloyalty,revenue,andtrustcan'tbeachievedovernight.Ifsanongoingjourneythatputscontinuousproductandexperienceimprovementatitscore.Thatjourneybeginswithdata,mergingwhat'savailable(online,offline,andacrosszero-tothird-partydata)andidentifyinggapsthatmightneedtobeclosed.Thetried-and-testedwayforwardistostartsmallandonspecificpainpointsratherthantryingtoresolveeverythingatonce.Afterthis