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1、SURVEY REPORT The State of Customer Experience and Engagement Within ManufacturingContentSURVEY REPORT2022Introduction3Chapter 1 The Objectives That Shape CX Efforts Today and a Future Outlook7Chapter 2 The Manufacturers Journey of Organisational Transformation and a Deeper Look into CX Challenges21
2、Chapter 3 The Driving Forces Behind CX Transformation35Conclusion45About49IntroductionSURVEY REPORT2022*Momentum continues to build for manufacturing organisa-tions to focus more deeply on their customer experience and engagement(CXE)strategy.With each passing year,the typical customer has evolved i
3、n ways that are impossible to ignore or neglect.A uniquely customised,relevant,and frictionless customer experi-ence(CX)has become of particular interest to the mod-ern-day client.Droves of buyers have also flocked online at the onset of the COVID-19 pandemic,seeking ever since to engage more digita
4、lly,even with manufacturing firms.Thus,a superior CX across multiple channels is needed for organisations to engage with and stay connected to their customers today and in the post-pandemic era ahead.Manufacturers all over the globe have been at pains of late to rethink the ways they interact with c
5、lients.Facing up to the radical changes in customer behaviour and expecta-tions has required many industry players to reimagine their organisations CX approach completely.A few challenges have come up along the way,but not enough to push com-panies off the path to CX transformation or minimise the b
6、enefits it may bring.Pressing ahead with implementing a solid CX strategy will be vital for devising the impactful and memorable buyer-centric journey that customers have come to expect from manufacturers.A more efficient CXE approach will also be key for maximising business value and establishing a
7、 strategic advantage in a globally com-petitive environment.As more organisations mobilise to step up CX efforts in hopes to enrich customer engagement and realise busi-ness growth,Columbus has teamed up with Copperberg to take the present pulse on CX in manufacturing.Drawing on the survey responses
8、 of over 100 professionals who rep-resent some of the worlds most important manufacturing industries,this report sets out to discuss:To what extent are organisations within manufactur-ing industries focusing on CX today?Which are the organisational challenges that hinder the progress of manufacturer
9、s in reaching their CX goals?What are the key drivers of change behind CX transformation?What is the future holding for those who put CXE at the centre of their business strategy?The detailed findings of this survey report highlight where things stand now and what could change for those who prioriti
10、se investments in a robust CXE strategy.COPPERBERGTHE STATE OF CUSTOMER EXPERIENCE AND ENGAGEMENT WITHIN MANUFACTURING56INTRODUCTIONINTRODUCTIONThe Objectives That Shape CX Efforts Today and a Future Outlook01.SURVEY REPORT2022Manufacturers are actively charting their way ahead to a CX-focused futur
11、e,but not everyone follows the same path.Strategies that manufac-turers are currently using Of those surveyed,63.73%place a top priority on devising a seamless CX.Yet,as they further reveal,the effort to build up a smooth CX doesnt take the most important position on their organisations priority lis
12、t.A contrasting view,expressed by 26.47%of respondents,shows that other manufacturers not only put a sizable focus on creating a seamless CX for customers;they also priori-tise it as such.Only a few say this move is not very(7.84%)or at all important(1.96%)for their organisation at present.How would
13、 you rate your organizations prioritization of creating a seamless customer experience?“The most important priorityA top priority,but not the most importantNot very importantNot important at all63.73%26.47%7.84%1.96%09040302010Perhaps this isnt surprising.Many manufac-turing businesses al
14、ready have established and stable customer bases and long term customer relationships,not to mention the other key challenges impacting the manu-facturing industry at the moment such as supply chain issues,cost management and a skills shortage.However,even with these challenges,CX shouldnt be ignore
15、d for man-ufacturers,as has been seen throughout the pandemic,customer experience is impacting customer loyalty.COPPERBERGTHE STATE OF CUSTOMER EXPERIENCE AND ENGAGEMENT WITHIN MANUFACTURING910CHAPTER 1THE OBJECTIVES THAT SHAPE CX EFFORTSThough prioritisation differs across organisations,data strong
16、ly suggests that providing a CX devoid of friction is becoming a pressing matter for most industry players within manufacturing.So,too,is pivoting to omnichannel CX.More than half of all respondents(66.67%)advocate for the critical importance of delivering excellent CX in an omnichannel environment.
17、Plus,a little over a fifth of manufacturers(24.51%)recognise that capitalising on the promise of omnichannel is somewhat important in provid-ing a seamless CX.Signs are there that manufacturers have started to be more sophisticated in their approach to CX,laying the ground-work for greater gains.Eff
18、ectively optimising omnichan-nel CX,for example,will present companies with massive opportunities for driving personalised engagement across channels and realising long-term value.How important is it for the business to have a seamless customer experience in an omnichannel?To provide truly exception
19、al customer ex-perience,any friction needs to be removed and there should be a full understanding of the customer journey.Customers must be able to move seamlessly from one channel to another and receive top quality support throughout their journey.Consistency is key when looking to improve customer
20、 experience.“Very importantExtremely importantSomewhat importantNot very importantNot important at all50.00%16.67%24.51%6.86%1.96%09040302010COPPERBERGTHE STATE OF CUSTOMER EXPERIENCE AND ENGAGEMENT WITHIN MANUFACTURING1112CHAPTER 1THE OBJECTIVES THAT SHAPE CX EFFORTSHow high are manufac-
21、turers aiming in their CX efforts?As necessary as it is to prioritise the delivery of a superior CX,it is equally vital to put targets in place to succeed in such ventures and achieve wider business objectives.Whilst manufacturers investing in CX are driven princi-pally by an intent to maximise the
22、revenue stream from existing customers through value-added services(54.90%),they also try not to miss any opportunity.That is why win-ning new clients remains a key target for some companies(15.69%).Broaden the revenue stream from existing customers through value added servicesBringing new products/
23、service offerings into the currentmarketTo win new customersOtherEntering new and adjacent markets and industriesPick the MAIN objective of Customer Experience in your organisation:54.90%17.65%15.69%6.86%4.90%Retaining customer loyalty is vital and it is well known that its much more cost and time e
24、fficient to ensure current customers are satisfied than to focus all efforts on win-ning new ones.In this guide,we explore how to keep customers for life and in turn,boost sales.*COPPERBERGTHE STATE OF CUSTOMER EXPERIENCE AND ENGAGEMENT WITHIN MANUFACTURING13CHAPTER 114THE OBJECTIVES THAT SHAPE CX E
25、FFORTSOther ambitious goals behind CX investments fixate on increasing customer satisfaction and retention or growing market share.Few organisations(4.90%)embark on CX pro-grammes to enter new and adjacent markets or industries.Instead,many more(17.65%)aim to bring new products or service offerings
26、into the current market.According to Gartners Digital Commerce Maturity Frame-work,organizations with low digital maturity tend to think of digital transformation in narrow terms,having little to no execution in place and minimal investments kept within silos.As they ascend along the digital maturit
27、y scale,digi-tal transformation begins to be seen in broader terms,and with more expansive initiatives being undertaken,espe-cially opening up revenue streams from broadening your product and service portfolio as digitalization opens up the capability of undertaking a larger number of customers and
28、offerings simultaneously.Gartners digital commerce maturity is measured in aspects like strategy,organization,execution and operations.For an intermediate level,firms should have a medium-term(1-2 years)strategy in place,C-level management support,hybrid organizational processes,omni-channel,structu
29、red execution and critical tools already rolled out.How organisations can meet the targets they have committed to Nearly all survey respondents feel that coherent CX plans play an essential role in goal attainment.More specifically,a majority of those surveyed(74.51%)consider that having a clear CX
30、strategy is key in achieving their business objec-tives this year.For many others(19.61%),CX plans that have complete clarity make a somewhat important contribution to reaching the aims set out for 2022.CX is,therefore,a powerful vehicle for organisations to drive meaningful results,but only if the
31、road ahead is unambig-uous.There is no point in having a plan,without having a goal.How important is a clear CX strategy to meet your business objectives in 2022?Very importantExtremely importantSomewhat importantNot very importantNot important at all50.00%24.51%19.61%4.90%0.98%0904030201
32、0COPPERBERGTHE STATE OF CUSTOMER EXPERIENCE AND ENGAGEMENT WITHIN MANUFACTURING1516CHAPTER 1THE OBJECTIVES THAT SHAPE CX EFFORTS Understand customers by developing buyer personas;Customer journey mapping,which will help to show all interactions and touchpoints a customer has with an organisation;Def
33、ine goals and KPIs for implementing a CX strategy including what value it will add to the business;Ensure the team are on board,everyone in an organisation plays a part in improving CX;Review channels and capabilities for elements such as personalisation and ease of use;Invest in the right tools and
34、 solutions;Measure results and make changes,this can include collecting feedback from customers.“When building a CX strategy,the following elements should be including to ensure success:How to build a successful CX StrategyCOPPERBERGTHE STATE OF CUSTOMER EXPERIENCE AND ENGAGEMENT WITHIN MANUFACTURIN
35、G17CHAPTER 118THE OBJECTIVES THAT SHAPE CX EFFORTSWhat is next for CX-focused manufacturers?In the years ahead,action plans for CX improvement may open up strong avenues for manufacturers to reinvent the ways they engage with customers and shift to new busi-ness models.The B2B2C model,in which a man
36、ufacturer relies,for the most part,on an intermediary to sell to customers,is ris-ing in popularity among organisations looking to deliver a great CX.Though opinions are still divided,with 39.22%of manufacturers making efforts to adopt B2B2C and the other 35.29%ruling out the possibility of investin
37、g in it,various industry players already have this type of business model set in place.Precisely 25.49%of survey participants pivoted successfully to a B2B2C model,leading CX with a more forward-thinking mindset.The outlook for the next few years appears especially favourable for those who exploit n
38、ew CX-centric business models.“Yes and we have it in place alreadyYes,we are looking into itNo,we are not looking into itIs your organisation currently looking to adopt B2B2C business models?25.49%39.22%35.29%09040302010B2B2C(business to business to consumer)is an e-commerce model where b
39、usinesses access customers through another business but are able to interact directly with cus-tomers under their own brand.B2B2C differs from a channel partnership in that customers are fully aware that they are buying from the business.COPPERBERGTHE STATE OF CUSTOMER EXPERIENCE AND ENGAGEMENT WITH
40、IN MANUFACTURING1920CHAPTER 1THE OBJECTIVES THAT SHAPE CX EFFORTSThe Manufacturers Journey of Organisational Transformation and a Deeper Look into CX Challenges02.SURVEY REPORT2022CX is an organisation-wide effort.It takes people with dif-ferent skills from different parts of the company working clo
41、sely together to deliver a CX that stands out in a bur-geoning crowd of competitors.Yet getting all parts of a firm to function as one unit geared towards the same goal requires a fundamental reconsidering of the organisational structure.How is the organisational structure of manufacturing firms shi
42、fting to support CX-centric ambitions?Manufacturers appear to have already succeeded in re-structuring their organisations,specifying that representa-tives from sales(83.33%),customer service(69.61%),mar-keting(65.69%),aftermarket(55.88%),and management(49.02%)make a significant contribution to CX p
43、rogrammes.Professionals like sales,customer service,and marketing experts are,by far,the popular choices to lead transforma-tional CX initiatives within manufacturing firms.To many,Other5.88%Which areas of the business are included in your customer experience project?ITCustomer serviceField serviceS
44、alesOperationsMarketingFinanceAftermarketProductionManagement team40.20%69.61%47.06%83.33%39.22%65.69%18.63%55.88%17.65%49.02%09040302010those who work in field service(47.06%),IT(40.20%),and operations(39.22%)are just as essential for a successful deployment of CX plans.In general,the fi
45、nance(18.63%)and production(17.65%)departments are less involved in CX.COPPERBERGTHE STATE OF CUSTOMER EXPERIENCE AND ENGAGEMENT WITHIN MANUFACTURING2324CHAPTER 2THE MANUFACTURERS JOURNEYLearn here how an initiative to automate business and field service operations resulted in improved customer expe
46、rience.*What technologies are used by manufacturers seeking CX success?CX leads to a radical organisational transformation.Tech-nology plays a catalytic role in that transformation.For 88.24%of the manufacturers surveyed,customer rela-tionship management(CRM)software is the most relied-on tool in th
47、eir CX technology stack.This type of software of-fers organisations a great chance to manage customer interactions effectively.Many(52.94%)choose to invest in technology for customer service management,perhaps recognising the growing necessity of responding to and resolving buyer issues faster.Unsur
48、prisingly enough,digital customer portals(48.04%)and e-commerce platforms(45.10%)are also part of manufacturers robust CX technology arsenal.In the wake of COVID-19,firms have had to redefine CX in e-com-merce and provide top-notch service through customer portals.But many still go one step further.
49、Those who par-ticipated in the survey indicate that their companies turn to field service management(42.16%),data analytics(36.27%),or sales and marketing automation(26.47%)platforms to pursue CX goals with the view to providing a consistent experience across all customer touchpoints.One way organis
50、ations can grow into operating as a CX-centric firm is through the effective use of technology.COPPERBERGTHE STATE OF CUSTOMER EXPERIENCE AND ENGAGEMENT WITHIN MANUFACTURING26THE MANUFACTURERS JOURNEY25CHAPTER 2“A CRM solution creates a 360 degrees view of the customer as it captures all interaction
51、s and brings to the surface information that is needed to ensure productive and person-alised conversations with a customer.Most CRM solutions have the ability to track inter-actions across multiple channels too;email,phone,live chat or even social media.With-out a common platform,these communica-ti
52、on points can be missed,leading to an unsatisfactory customer engagement.What solutions/tools do you have in place to support your customer experience initiatives?Sales and Marketing AutomationCustomer Service ManagementData Analytics platformsCRMAI/Machine LearningDigital Customer PortalPIME-Commer
53、ce platformUXField Service Management26.47%52.94%36.27%88.24%19.61%48.04%17.65%45.10%12.75%42.16%09040302010In short,we see a shift towards a digital customer-relation-ship strategy that meets customer needs as they unfoldfocusing specifically on building a seamless customer ex-perience,u
54、sing data-based insights and incorporating the human touchor risk losing customers in an already com-petitive marketplace.COPPERBERGTHE STATE OF CUSTOMER EXPERIENCE AND ENGAGEMENT WITHIN MANUFACTURING2728CHAPTER 2THE MANUFACTURERS JOURNEY In the past year,many businesses were forced to take their cu
55、stomer relationships remote.This virtual nature of relationships and customer service seems to be an enduring trend.Research has shown that a steadily-increasing major-ity of customers prefer remote engagement over face-to-face interactions.Remote customer-relationship strategies that simplify and i
56、mprove customers interactions in the virtual world will be integral to success this year and beyond.Almost every business has had to redefine how to work with customers virtually.Some businesses may have con-sidered these temporary measures.Yet,its becoming clear that many adaptations made last year
57、 should be perma-nentin particular,the move to virtual customer relation-ship maintenance.With some customers preferring self-service and virtual interactions,the effectiveness of a companys remote sales process,customer experience management and customer service will fuel growth.Meanwhile,frontier
58、technologies,like artificial intelligence and machine learning,also attract investments from 19.61%of manufacturers.This is especially promising,as incorpo-rating advanced technologies into CX strategies offers a unique opportunity for organisations to personalise and deliver a real-time CXthereby s
59、trengthening customer engagement.Plus,as companies move to drive a better CX,some also find it is worth pouring finances into technol-ogy for product information management(17.65%)and UX(12.75%).A product information management(PIM)solution has many benefits for manufacturers,such as:Data integratio
60、n from multiple sources like an ERP solution or MRP,this could even shorten time to market;Data validation to maintain one source of truth;Digital asset management;Content enrichment,especially beneficial if using or looking to use an e-commerce solution;Consistent customer experience.COPPERBERGTHE
61、STATE OF CUSTOMER EXPERIENCE AND ENGAGEMENT WITHIN MANUFACTURING2930CHAPTER 2THE MANUFACTURERS JOURNEYHaving a better picture of customer inter-actions across multiple touchpoints,and increased visibility through real-time dash-boards,can enable manufacturers to make more data driven decisions.For e
62、xample,which channels customers prefer to be communicated with and which products are often purchased together through an e-commerce website.“What is holding manu-facturers back from CX progress?No matter how carefully planned a CX effort is,obstacles will exist.Though manufacturers have made great
63、strides to deliver new value-added offerings in a world that has shifted constantly for the past two years,they occasionally grapple with communicating this to customers(14.71%).Effectively articulating value is essential to growing buyer engagement.The difficulty is that not all organisations have
64、enough qualified workers to progress toward CX goals.Manufacturers have put in years-long efforts to address the industrys existing skilled worker shortage,which was further exacerbated by the pandemic.To this day,however,CX plans are periodically constrained by the lack of skills in the workforce(1
65、3.73%).A greater challenge to reckon with is,for many(38.24%),integrating new technologies into their current IT infrastruc-ture.Failing to capitalise on technology investments may COPPERBERGTHE STATE OF CUSTOMER EXPERIENCE AND ENGAGEMENT WITHIN MANUFACTURING3132CHAPTER 2THE MANUFACTURERS JOURNEYLea
66、rn how a large food manufacturer approached finding new value within there business and ensured mindsets of business leaders were aligned before embarking on a transformation project here.Its always difficult when embarking on a transformation project,which is why start-ing at the right place,with t
67、he right goals in mind is key.Discover how to tackle transfor-mation and change management here.*significantly stall manufacturers in their progress towards modernising the IT infrastructure.So moving forward,more pressure will mount on companies to nudge technology integrations along.Along the same
68、 vein,concerns about getting top man-agement support in cultural transformation(12.75%)and difficulties with designing new business models(11.76%)leave manufacturers struggling to approach CX efficiently.This calls for renewed efforts from organisations to coun-teract challenges that presently limit
69、 their success and optimise CX through a new perspective.Integration of new technologies in current IT infrastructureCommunicating new value added offering to customersLack of skills/competence from current workforceGetting top manage-ment support in cultural transformationDesigning new business mod
70、elsWhat,if any,is the main challenge for your business in terms of cus-tomer experience projects?38.24%14.71%13.73%12.75%11.76%5.88%2.94%OtherNone of the includedCOPPERBERGTHE STATE OF CUSTOMER EXPERIENCE AND ENGAGEMENT WITHIN MANUFACTURING33CHAPTER 234THE MANUFACTURERS JOURNEYThe Driving Forces Beh
71、ind CX Transformation03.SURVEY REPORT2022Manufacturers have continued to make concerted efforts in hopes of optimising CX for better results as they battled continual pandemic upheavals.Much of what has hap-pened over the past two years led organisations to trans-form CX in its entirety.Thankfully,a
72、ny challenges along the way far outweighed the benefits that a robust CX strategy broughtand still bringsto modern-day manufacturers.How are CX initiatives creating value for manufacturers today?In the manufacturing sector,the majority(62.75%)expect to see improvements in responsiveness and customer
73、 ser-vice resulting from CX endeavours.A particularly high num-ber of industry players(56.86%)think that moving forward with CX plans may be of real value in measuring and im-proving customer satisfaction.Interestingly,a similarly high percentage of manufacturers(55.88%)look forward to en-abling end
74、-to-end CX.Others presume that efforts undertaken to boost CX will result in them:Creating partnerships that improve CX(52.94%);Improving customer retention and minimising churn(50.98%);Giving customers more control through self-service(49.02%);Increasing sales and profits(33.33%);Improving leads fr
75、om marketing(22.55%).Fewer organisations(15.69%)assume that CX efforts will open up opportunities for identifying new target markets.What values from your customer experience initiative do you expect to see?0203040506070809010010Increasing responsiveness and improve customer serviceGiving customers
76、more control,self serviceImproving customer retention and minimizing churnOtherMeasuring and improving customer satisfactionMore products purchased so increased sales/profitsEnabling the end-to-end customer experienceImproved leads from marketingCreating partnerships that improve customer experience
77、(e.g.payment/shipping)Identifying new target markets62.75%56.86%55.88%52.94%50.98%49.02%33.33%22.55%15.69%4.90%COPPERBERGTHE STATE OF CUSTOMER EXPERIENCE AND ENGAGEMENT WITHIN MANUFACTURING3738CHAPTER 3THE DRIVING FORCES BEHIND CX TRANSFORMATIONHow has customer behaviour shifted in the past few year
78、s?Two years ago,the COVID-19 pandemic accelerated a pivot to digital buying.The new habit of online purchasing may stick,but it isnt likely to mark a permanent shift in customer behaviour.Most manufacturers(55.88%)have noticed that customers shopped online more frequently over the past few years.The
79、y say,however,that clients still favour offline channels the mostindicating that digital buying is not yet deeply ingrained in the customers behaviour.But will this change as many business models move more towards B2B2C?In fact,22.55%of those who took part in the survey note that not only had their
80、customers bought mainly via offline Have your customers shifted their buying behaviour towards digital channels in the past 2-3 years?Yes but still the offline channels are mostly preferredYes they mainly buy onlineNo and they mainly buy via offline channelsNo but they mainly bought on-line before a
81、swell10.78%55.88%22.55%10.78%09040302010channels,but they have not switched to online purchases at all in recent times.Another 10.78%of manufacturers havent observed a shift in buyer behaviour either.Yet,as these industry players explain,their customers predom-inantly used online channels
82、 for making purchases long before the COVID-19 pandemic disrupted global markets.Digital buying,while not the first choice for most customers,will not go away.10.78%of manufacturers claim that buy-ers have shifted to digital platforms for purchases during the past years,and,what is more,they continu
83、e to head to online stores at present,emphasising the importance for investment in e-commerce solutions.The pandemic visibly impacted customer behaviour in many other ways,too.Now,customers do not shy away from seeking remote service and support(61.76%).At least half of them(50.00%)demand simpler an
84、d faster service,COPPERBERGTHE STATE OF CUSTOMER EXPERIENCE AND ENGAGEMENT WITHIN MANUFACTURING3940CHAPTER 3THE DRIVING FORCES BEHIND CX TRANSFORMATIONproving to be more impatient(23.53%)than previously known.Under COVID-19s influence,buyers also demonstrate a greater willingness to utilise self-ser
85、vice portals(41.18%).Furthermore,they go the extra mile looking for transparent and real-time information on products and prices(58.82%)in a bid to make informed purchasing decisions.Of course,modern-day customers expect,in a similar way,an optimised online CX(34.31%)and a seamless integration betwe
86、en online and offline channels(34.31%).But some(25.49%)also wish manufacturers would know them better as they ask for service.With this in mind,manufacturers need to invest heavily in analytics and business intelligence solutions.There is a wealth of data available in a manufacturing organisation,wh
87、ich holds a tremendous amount of value.By ensuring this data is collected,connected to all sources and is vis-ible with real-time insights,manufacturers will be able to optimise many of their process and learn more about cus-tomer behaviour.The more data that is collected,the more patterns will appe
88、ar,and manufacturers will be better in-formed to advise their customers on what they need(and on the right channels),before the customer realises this themselves.Which of the following statements do you agree with as a RESULT of the pandemic?0203040506070809010010Customers are more willing to adopt
89、to remote service and supportCustomers expect an Optimized Online ExperienceCustomers expect a Seamless Inte-gration Between Offline and OnlineOtherCustomers seek transparent and real time information on products and priceCustomers expect that you know more about them when seeking serviceCustomers w
90、ant simpler and faster serviceCustomers have a lower tolerance and are more impatientCustomers are more willing to use self service portalsCustomers want to share more61.76%58.82%50.00%41.18%34.31%34.31%25.49%23.53%9.80%4.90%COPPERBERGTHE STATE OF CUSTOMER EXPERIENCE AND ENGAGEMENT WITHIN MANUFACTUR
91、ING4142CHAPTER 3THE DRIVING FORCES BEHIND CX TRANSFORMATIONHow are the driving forces for CX change helping organisations to optimise for growth?The new expectations and behaviours of manufacturing customers are the strongest forces driving CXs transfor-mation today.There are obvious benefits to dou
92、bling down on CX trans-formation.Those optimising CX for todays era of shifting customer demands and behaviours will differentiate from competitors and likely see a vast increase in their business value.Ample evidence of this comes from manufacturers who took part in the survey.The benefits of a CX
93、transformation include:Not only a better customer experience,but also a better employee experience;Increase in sales(and conversion rates)with both new and existing customers;The opportunity to open additional revenue streams(e-commerce);Faster responses to customer feedback and challenges;Reduced i
94、naccuracies and waste through improved forecasting and customer behaviour insights;Increased innovation through more awareness of customer needs;A streamlined,data-driven and customer first manu-facturing organisation.As part of the broad effort of improving CX,most man-ufacturers plan to form a tru
95、stful partnership with their customers.Having a closer relationship with clients allows manufacturing firms to understand customer needs and behaviours much better.They can,just as well,become nimbler in pinpointing the issues clients may face through-out the buyers journey.Thus,treating customers a
96、s part-ners gives organisations all the insights they need to drive change and offer an all-around better CX that both provides and realises value.Manufacturers working to create a first-class CX find that buyers need to get transparent and much simpler access to services.Organisations evolving from
97、 manufacturing to a service economy see an opportunity in using timely,relevant,and value-added service offerings to enrich the overall CX.Some choose to exceed customer expecta-tions through streamlined service interactions and quick response times.Eventually,all such efforts result in a pos-itive
98、CXwhich,in turn,drives up customer satisfaction,loyalty,and retention.Many of those surveyed say that having more satisfied,loyal,and committed customers will make it easier to increase profits and business value.Their chances of being the supplier of choice for more customers are greater,too.COPPER
99、BERGTHE STATE OF CUSTOMER EXPERIENCE AND ENGAGEMENT WITHIN MANUFACTURING4344CHAPTER 3THE DRIVING FORCES BEHIND CX TRANSFORMATIONConclusionSURVEY REPORT2022*The manufacturing sector is well placed to make meaning-ful progress toward CX excellence.More work still needs to be done,but there are hints t
100、hat manufacturers are growing upbeat about a CX-focused future.Many pour investments into new technology and business plans specifically to advance their CX performance.Improving CX matters a lot for manufacturers.CX is,after all,the foundation upon which profitability is built.Yet a profitable CX p
101、rogramme puts a strong emphasis on cus-tomer engagement.What are the opportunities on the horizon for manufac-turers who prioritise CXE?Organisations will see the greatest success when they put CXE at the centre of what they do.A uniquely tailored CXE gives manufacturers the power to rise above indi
102、vidual customer expectations before competitors make a move.It also nurtures long-term relationships with more satisfied customers.And,what is more,CXE leads to sustainable business growth,helping firms to sell value.Manufacturers pursuing CXE initiatives must keep an eye on the competition,too.This
103、 business-critical priority push-es organisations to take bigger risks for CX change and create interactions that maximise the customers lifetime value.COPPERBERGTHE STATE OF CUSTOMER EXPERIENCE AND ENGAGEMENT WITHIN MANUFACTURING48CONCLUSION47CONCLUSIONAboutColumbusColumbus is a global IT services
104、and consulting company with more than 2000 employees serving 5000+customers worldwide.Columbus helps ambitious companies trans-form,maximize and futureproof their business digitally.We are specialized within the industries retail,distribution,food and manufacturing.We offer a comprehensive solution
105、portfolio with deep industry knowledge,extensive technology expertise and profound customer insight.Columbus has offices and part-ners all over the world and we can deliver our solutions and services locallyon a global scale.AboutCopperbergHerbert Spencer once said:“The great aim of education is not
106、 knowledge,but action”.Copperberg creates physical and digital platforms bring-ing together the manufacturing community in order to grow and build relationships globally.During the recent global pandemic,we have been focusing on virtual events and digital contentensuring our community remains connec
107、ted.So,how do we actually do that?On a daily basis,we work hard to improve,develop and innovate our concepts and original content in order to ensure the best hands-on,real-life strategies for all our community members.Our ambition is to provide ideas,networking,and industry exchange between peers,that inspires and leads to COPPERBERGTHE STATE OF CUSTOMER EXPERIENCE AND ENGAGEMENT WITHIN MANUFACTURING4950ABOUTABOUT