1、THE EVOLUTION OF CUSTOMER JOURNEY MANAGEMENT,FOR MARKETING AND BEYONDAUGUST 2021 NOTICEThis report contains brief,selected information and analysis pertaining to the advertising,marketing and technology industries and has been prepared by Verista Part-ners Inc.d.b.a.Winterberry Group.It does not pur

2、port to be all-inclusive or to contain all of the information that a prospective manager,investor or lender may require.Projections and opinions in this report have been prepared based on information provided by third parties.Neither Winterberry Group nor its respective sponsors make any representat

3、ions or assurances that this information is complete or completely accurate,as it relies on self-reported data from industry leadersincluding advertisers,marketing service providers,technology developers and agencies.Nor shall any of the forgoing(or their respective officers or controlling persons)h

4、ave any liability resulting from the use of the information contained herein or otherwise supplied.All trademarks are the property of their respective owners.Copyright Winterberry Group 2021 All rights ReservedThis report would not have been possible without the significant contributions of the indu

5、stry leaders who supported our research and shared their opinions with us.In particular,Winterberry Group is grateful to our project sponsors for their time,efforts and insights:AcknowledgementsPremier SponsorSupporting Sponsors 3INTRODUCTIONMichael HarrisonManaging PartnerCharles PingManaging Direc

6、tor EMEADave FranklandManaging ConsultantWINTERBERRY GROUP AUTHORSIn the process of developing this paper on customer journey management,Winterberry Group spoke to senior industry experts from both the US and Europe.These experts represented companies involved in all aspects of customer journey mana

7、gement,ranging from global data and technology companies,digital transformation agencies,and end user clients.To complement these interviews,WG ran an online survey of senior brand marketers and marketing decision-makers in April 2021 across the US and UK.The objective of this paper is to facilitate

8、 better understanding of this rapidly changing market,currently being driven by a mixture of technological innovation,promotional and purchase channel transformation,and cross-channel data quality.The market challenge remains for brands to continue to better understand and serve their customers,when

9、 and where they are along the customer journey.TABLE OF CONTENTSTABLE OF CONTENTS06 Executive Summary 07 Keeping Up With Customers Is Increasingly Difficult10 Enter Customer Journey Management12 The Components Of Customer Journey Management 24 About Our Sponsors27 Methodology29 About Winterberry Gro

10、up TABLES AND CHARTSTABLES AND CHARTS9 The evolution of customer journey management-Table 113 How organisations manage customer data -Figure 114 How organisations manage customer journeys-Figure 215 The biggest challenges in expanding capabilities to measure marketing effectiveness across the custom

11、er journey-Figure 316 Customer journey use case examples-Table 217 How organisations focus customer journey management delivery-Figure 418 The customer journey management maturity curve-Figure 522 How customer journey management capabilities differ by maturity-Table 323 How organisational attributes

12、 differ by maturity-Figure 6 6EXECUTIVE SUMMARYMeanwhile,each of these groups wants to interact with the customer on their own-and not the customers-terms.The result for customers is that interactions with the brand can feel disjointed and dissatisfying.While many brands have hired chief customer of

13、ficers or built customer experience departments,its rare to find a brand that understands the journeys a customer takes when interacting with the brand;understands the customer need during any given interaction;and has the resources and capability to solve those needs as quickly and efficiently as p

14、ossible.It is this problem that customer journey management seeks to solve.Winterberry Group defines customer journey management as“a strategic approach to understanding an individuals need in the moment,in order to meet that need as early as possible,and in the most convenient manner for the indivi

15、dual.”Customer journey management requires organisational alignment underpinned by strategy,objectives,and process.This must be supported by data,technology,and analytics to understand the need,as well as decisioning,orchestration,and omnichannel engagement to deliver the appropriate experience.This

16、 research set out to understand the prevalence and maturity of customer journey management across organisations in the US and UK.We examined the approaches companies take to customer data management,journey analytics,decisioning and orchestration,engagement and personalisation,and measurement.We fou

17、nd the majority of firms are struggling to progress due to barriers ranging from a lack of senior buy-in to a lack of skills and resources,and from a lack of budget to an absence of technology or a dependence on legacy technology.Meanwhile,a majority of organisations still have a campaign rather tha

18、n customer-oriented approach:of the companies we surveyed for this research,58%of respondents say that their approach to customer journey management is focused on the campaign level,versus only 17%indicate that they focus on holistic customer journeys.Based on our survey research as well as conversa

19、tions with practitioners and industry experts,we classified respondents into five levels of maturity Conscious Avoiders,Early Experimenters,Fledgling Practitioners,Pace Setters,and Organisationally Optimised.This research explains the maturity levels,examines the implications,and provides guidance f

20、or companies that wish to develop their approach to customer journey management and progress along the maturity curve.Few brands are built to effectively engage with consumers on the consumers terms.Instead,they are built around products,lines-of-business,and organised by divisions and functions.EXE

21、CUTIVE SUMMARY KEEPING UP WITH CUSTOMERS IS INCREASINGLY DIFFICULTKEEPING UP WITH CUSTOMERS IS INCREASINGLY DIFFICULT 8KEEPING UP WITH CUSTOMERS IS INCREASINGLY DIFFICULTIn the same way,a customer or prospect seeking information,service resolution,or to purchase a product has no shortage of channels

22、 and points of interaction with which to discover,engage,or select a product or service.As a result,depending on their industry sector and the nature of their business,a brand can interact with a single customer in scores of different ways-in each circumstance solving different needs,interacting acr

23、oss different channels and media,and presenting different services or information to meet the customers needs.Thats much easier said than done.Brands must capture the signals that indicate a customer need and,in that moment,juggle thousands of potential decisions to determine the best way to solve t

24、he need and deliver a positive outcome and experience for the customer or prospect.With the right organisational alignment,processes,and technologies,its a herculean task.Without them -at the scale and pace of todays empowered,entitled,and digital customer-its impossible.The challenge for most brand

25、s is that they arent built around the customer.They are organised by product or business unit,and their internal functions-such as marketing,sales,and service-operate If you want to travel a long distance in our modern era,you have no shortage of choices-drive,fly,take a train,bus,or ferry.And,even

26、once you decide the mode of transport,you have yet more choices-if using third party transport,you can choose between providers,departure and arrival cities,and the time of day that you leave or arrive.If youre driving yourself,you can plan different routes,maybe to favor speed,aesthetics,layover ci

27、ties,or even to base your route on the ability to charge your electric vehicle en route.Technology isnt the barrier;people are.It will require a cultural change within anorganisation to adopt technology.A lot of organisations find it hard to restructureinternally before they can make use of differen

28、t technologies.Global Agency Nordic EVP 9KEEPING UP WITH CUSTOMERS IS INCREASINGLY DIFFICULTindependently with different people,processes,technology,systems,and metrics.To compound the problem,communications teams are often organised by channel,medium,or by company-oriented distinctions such as digi

29、tal and offline or inbound and outbound.These teams work diligently to improve the customer experience within their domain,but with little appreciation for the customers overall experience or visibility across the brand.For the customer,that can feel like they are showing up to the bus station with

30、an airline ticket bound for the wrong destination.Over the past several decades,firms have invested resources to make it easier for customers to buy from them,adding 1)new promotional channels-such as from catalogs to email and TV to display ads;2)new purchase channels-such as from stores to 0800 nu

31、mbers and from websites to social commerce;or 3)new purchase models-such as from mail order to credit card and from online payments to pay-over-time.This has made the customer journey more complex and more difficult for the brand to coordinate how they engage.In more recent years,brands have turned

32、their attention to trying to understand their customers-attempting to map the customer journey,analyse the customer lifecycle,and orchestrate their interactions.Pre-Digital EraDigital EraOmnichannel EraPhysical locations including stores and branchesAddition of channels such as 0800 numbers and webs

33、itesAddition of transactional capabilities embedded within email,apps,advanced TV,and social mediaMarketing through traditional media including TV,radio,print,and direct mailAddition of channels including online catalog,online display,and emailExplosion of channels including search,social,in-app and

34、 mobile,and advanced TVService through in-person and phone-based interactionEncouragement of self-service via web-based FAQs,help sites,and online videosAddition of AI and ML capabilities and bots,heavy reliance on IVR routing in attempts to limit interaction timeSimplistic journeys with limited ste

35、ps between awareness,purchase,and serviceCross-channel nature of journeys makes connecting the stages of customer interaction more challengingFluidity of interaction across channels and devices emphasises the need for omnichannel customer journey managementLimited need for customer journey managemen

36、t-one-to-one relationships and interactions ensured quality and efficiency of engagementManual processes begin to be replaced with campaign management platforms more promotional than facilitating an enhanced customer journeyCustomer journey analytics/management and decision management tools being de

37、ployed to understand journeys and optimise interactions based on intelligenceCustomers interact with brands through multiple channels,so customer journeymanagement is about how you orchestrate between those chan-nels,knowing howconsumers would want to be treated.Global Agency EMEA SVP TABLE 1 THE EV

38、OLUTION OF CUSTOMER JOURNEY MANAGEMENTENTER CUSTOMER JOURNEY MANAGEMENTENTER CUSTOMER JOURNEY MANAGEMENT 11ENTER CUSTOMER JOURNEY MANAGEMENTWe define customer journey management as:A strategic approach to understanding an individuals need in the moment,in order to meet that need as early as possible

39、,and in the most convenient manner for the individual.It requires organisational alignment underpinned by strategy,objectives,and process.This must be supported by data,technology,and analytics to understand the need,and decisioning,orchestration,and omnichannel engagement to deliver the appropriate

40、 experience.Each aspect of this definition is important,and it is the totality that defines the sophistication of customer journey management within brands.Consider:A strategic approach-customer journey management requires commitment from the top and throughout the organisation,and a planned and coo

41、rdinated approach.Understanding customer needs-to manage a customer journey requires insight into understanding the customer and why they are likely to be engaged.Meeting the need as early and convenient as possible for the individual-consumers dont care about the level of effort to coordinate the s

42、ystems,processes,or policies to meet their needs with little to no friction.To manage this process,brands are increasingly turning to customer journey management.And,while it means different things within almost every organisation,our research shows that the term is in use in more than three quarter

43、s(77%)of organisations across North America and the UK.Customer journey management is thinking about a customers interaction with a brand as not a single point in time but over time-days and years.Customer Experience is the manifestation of customer journey.Customer journey is the plumbing that supp

44、orts those experiences.North America Digital Transformation Agency SVPCustomer journey management isnt only a technology solution but includes businessand strategy changes.Global Data and Technology Company EMEA VP THE COMPONENTS OF CUSTOMER JOURNEY MANAGEMENTTHE COMPONENTS OF CUSTOMER JOURNEY MANAG

45、EMENT 13THE COMPONENTS OF CUSTOMER JOURNEY MANAGEMENTEffectively understanding the customer journey starts with understanding the customer.This includes data about the customer(that may include name,age,and interests),their behaviour(such as previ-ous interactions with the companys call centre or we

46、bsite),transactional history (including purchase and returns),campaign interaction data(such as the types of content they engage with and in which channel),and any modeled data(such as their price sensitivity,customer segment or lifetime value).In most firms,these types of data sit in disparate data

47、bases scattered throughout the organisation,managed by different teams.Customer data management requires an organisation to integrate and standardise the relevant data,resolve customer identity to merge data into customer profiles,and to surface this information so that it can inform how the brand o

48、r an employee acts at the moment of interaction with a customer.Effectively resolving customer identity requires practitioners to leverage an identity graph to combine all first party and third party data in order to fully enhance the companys understanding of customer behaviour,transaction,and camp

49、aign history.However,in a survey of practitioners conducted for this paper,nearly half of the respondents(49%)indicated that they still manage customer data in individual applications,while a further 21%plan to add this capability.To deal with todays consumers,having data scattered across individual

50、 applications is a recipe for disaster.Although many firms leverage a marketing database or enterprise data warehouse,a Customer Data Platform(CDP)is the most effective way to support real-time customer segmentation and to make data accessible to other technologies for activation-critical capabiliti

51、es for organisations looking to effectively understand and engage customers based on where they are in their journey.Our research,however,found that respondents are twice as likely to use individual applications to manage data than a CDP,and twice as many respondents plan to add more individual appl

52、ication capabilities than those that plan to add a CDP.While this may seem concerning,it demonstrates the maturity of the customer journey landscape,with organisations focusing more on the end application than the unification of data that we define as critical for a mature customer journey managemen

53、t organisation.CUSTOMER DATA MANAGEMENTFIGURE 1 HOW ORGANISATIONS MANAGE CUSTOMER DATACustomer journey management comprises five key capabilities,and often leverages and combines these capabilities from across the organisation,including:Customer data management Journey analytics Decisioning and orch

54、estration Engagement and personalisation Measurement and reportingCurrentlyPlan to Add20%40%60%80%100%IndividualApplicationsMarketingDatabaseEnterprise DataWarehouseCDPOtherHow does your organisation currently(or plan to)manage customer data?Once you start to hydrate your first party data you can tr

55、igger events,linking to locations(e.g.,the ability to tell where your customer is on the first floor of a mall)and website activities(e.g.,the shopping basket giving customers a timed message about their abandoned carts).Global Agency NorthAmerica SVP 14THE COMPONENTS OF CUSTOMER JOURNEY MANAGEMENTD

56、ECISIONING AND ORCHESTRATIONDecisioning solutions enable firms to determine the next-best action based on the available customer insights and in light of defined business objectives.This includes determining the right content,offer,or channel with which to engage.Orchestration solutions help bring t

57、hese decisions to light-activating decisions at the moment of engagement.In advanced organisations,decisioning engines are deployed to determine the who,what,where and how of communications based on a customer journey,and orchestration engines power a seamless,omnichannel experience for the customer

58、 by ensuring a personalised response across all interaction points based on the customers need and the stage of their journey.Forty-six percent of survey respondents say they use an enterprise decision management application to manage customer journeys,while 66%use a campaign management or marketing

59、 automation application.In combination with an analytics platform or journey planning application,decision management and orchestration applications are incredibly powerful at recognising a customer or prospects point in their journey and their corresponding need.Without journey tools,decision and o

60、rchestration are typically deployed more as segmentation,targeting and/or testing tools,often negatively impacting the customer experience by failing to consider the customers need and broader journey.20%40%60%80%100%ManualProcessesCampaignManagement/MarketingAutomationApplicationEnterpriseDecisionM

61、anagementApplicationJourneyAnalyticsPlatformCustomerJourneyPlanningApplicationHow does your organisationmanage customer journeys?JOURNEY ANALYTICSJourney analytics allows firms to understand the actions a customer has taken in the past and predict the actions that they,and similar customers and pros

62、pects,are likely to take in the future.It begins with observing past behaviours and outcomes of prospects and customers.Applying predictive and prescriptive analytics along with machine learning enables organisations to identify patterns.Customer-facing teams apply the identified patterns and develo

63、p programs that they deploy when a customer or prospect is identified as following a particular path(such as researching a product,or when going through the onboarding process),leveraging journey analytics feedback to optimise performance.Analysing and managing journeys at scale requires automation.

64、Encouragingly,41%of respondents say their organisation uses a journey analytics platform and 48%use a customer journey planning application.Yet,our research shows that 37%of respondents still use at least some manual processes to manage customer journeys.And,the most commonly used tool is a campaign

65、 management or marketing automation solution,discussed in the next section.FIGURE 2 HOW ORGANISATIONS MANAGE CUSTOMER JOURNEYSAnalytics,machine learning and orchestration are intrinsic to having the right conversations.Most important is behaviour datathere are so many micro-decisions you can make as

66、 a marketer before machine learning comes in.Global Agency EMEA EVP 15THE COMPONENTS OF CUSTOMER JOURNEY MANAGEMENTWhat are the biggest challenges your organisation faces in expanding thecapability to measure marketing effectiveness across the customer journey?20%40%60%80%100%OtherProcessesOrganisat

67、ionalBuy-InBudgetPeople(Resources and Skills)Technology(Legacy or Absent)Measuring and reporting the efficacy of customer journey management programs is similarly complex.Given the range of touchpoints and the duration of a journey,holistic measurement and reporting is challenging.Add in the complex

68、ities of the physical or digital nature of interaction especially for considered purchases or larger items such as in the electrical goods or automotive sectors and successful measurement and reporting is frequently a well judged mixture of art and science.Winterberry Group believes that measuring a

69、nd reporting on the success of customer journey management requires a shift from traditional campaign measurement to longitudinal measurement across touchpoints.This requires leveraging a combination of direct metrics,derived from the traditions of data-driven marketing,and modeled approaches,such a

70、s multi-touch attribution and marketing mix modelling.Survey respondents point to a broad range of challenges that their organisation faces in measuring and reporting on marketing effectiveness across the customer journey.Surprisingly,budget was not the biggest challenge.Instead the human factor-hav

71、ing enough people with the right skills-followed by technology-whether lacking the technology altogether or trying to leverage legacy systems-were cited as barriers.Organisational buy-in and lack of processes werent far behind as challenges.MEASUREMENT AND REPORTINGThe range of applications and plat

72、forms to communicate with customers function both as opportunities to recognise a customer and their omnichannel journey,as well as an opportunity to engage the customer across channels and solve their needs in the moment.Engagement is a combination of batch,trigger,and real-time messaging across ch

73、annels,including both outbound(such as email,sms/mobile push,display,or Advanced TV)and inbound channels and capabilities(such as websites,apps,and call centres).Personalising messages that solve the customers need,with the right content,delivered in the right way,at the right time is incredibly dif

74、ficult.While 74%of survey respondents say their organisation leverages personalisation for their customer journey programs,fewer than one in five(17%)believe these programs to be significantly more effective than those of their peers.ENGAGEMENT AND PERSONALISATIONFIGURE 3 THE BIGGEST CHALLENGES IN E

75、XPANDING CAPABILITIES TO MEASURE MARKETING EFFECTIVENESS ACROSS THE CUSTOMER JOURNEY 16THE COMPONENTS OF CUSTOMER JOURNEY MANAGEMENTBasic communicationsP The application of single channel solutions,based on a narrow snapshot of the customer and the journeyP Most often are trigger-based messaging suc

76、h as cart and form abandonmentOmnichannel communicationP Ensure relevant communications independent of channel and based on understanding of the customer and their engagement with the brandP Maintain customer conversations by capturing engagement and behaviour data;brands are looking to evolve beyon

77、d communications to conversationsOptimisation of prospect journeyP Identifying the next-best channel and content as it relates to acquiring new customers,based on the historical behaviour of prospects that have convertedOptimisation and orchestration of customer experienceP Identify how and where to

78、 improve the customer journey to ensure seamless personalised experiences including engagement,retention,and loyaltyOptimisation of abandoned journeysP Ability to identify where and why the journey has broken downP Leverage journeys including channels and content in order to reduce abandonmentPerson

79、alisation of Customer ServiceP Personalising the customer service experience by leveraging insight and interactions from where the customer is in their journey to understand and respond to their needsSince we find only a small number of businesses that operate in the mature segment of the customer j

80、ourney management arena,it is not surprising that truly sophisticated use cases are rare.However,the maturation in use cases revolves around the evolution of customer journey management from transactional use cases to those that fulfil an aspect of brand promise,which is always harder to implement a

81、nd harder to measure.The progress of use tends to start with single,tangible,transactional use cases,frequently with limited data points and grow with confidence.USE CASESWe fulfill many basic use cases such as cart,web and form abandonment as well as loyalty and real-time messaging.These are rudime

82、ntary compared to whats being shared in the industry as ideal/future state use cases.North America Digital Transformation Agency Practice LeadTwo years ago,use cases were acquisition,retention or loyalty related.Now they are purpose driven and esoteric and less tangible.For example,a financial servi

83、ces client evolved from retention to how do we help people understand money?Global Consultancy Practice Lead TABLE 2-CUSTOMER JOURNEY USE CASE EXAMPLES17THE COMPONENTS OF CUSTOMER JOURNEY MANAGEMENTTHE STATE OF MATURITY IN ORGANISATIONSNot every company needs exceptional customer journey management.

84、Depending on a companys strategy and the nature of their customer interactions,good may be good enough.But,without a focused,cross-functional approach and without planning and investment in the right people,process,and technology,even good customer journey management is hard to achieve.Maturity requ

85、ires discipline-including cross functional collaboration,an aligned vision,and a holistic approach to enterprise systems,organisational processes,customer interactions and future ambitions.Very few firms have customer journey management completely nailed(and those that are furthest along are their o

86、wn toughest critics).As a simple indication of the differences in maturity between organisations,we found that 58%of respondents say that their approach to customer journey management is focused on the campaign level,while only 17%indicate that they focus on holistic customer journeys.While its impo

87、rtant to measure and seek to optimise campaigns,theres a huge difference between managing engagement across a campaign and recognising a customers current state and need,knowing where they are in their journey,and satisfying that need as quickly and conveniently as possible for the customer.Neither

88、Agree Nor Disagree,25%Agree(Completelyor Somewhat),58%Disagree(Completely or Somewhat)17%JourneyFocusedCampaign FocusedFIGURE 4-HOW ORGANISATIONS FOCUS CUSTOMER JOURNEY MANAGEMENT DELIVERYAgree or Disagree:Our delivery of customer journey management is focused on the campaign level rather than holis

89、tic journeys.18THE COMPONENTS OF CUSTOMER JOURNEY MANAGEMENTWork has been done to understand the journey,but supporting technology,processes and people arent in place to act on a customer opportunity inthe momentJourney programs are in place,but not yet embedded throughout the entireorganisationWide

90、st range and prevalence of journey programs and most automated delivery of those programs Starting to think about journeys,but still struggling with disparate data,systems that arent integrated and processes that havent evolved beyond campaignsFocus oncampaigns over holistic journeys,with few if any

91、 journey programs and delivery reliant on manual processesBased on our survey research as well as conversations with practitioners and industry experts,we classified respondents into five levels of maturity,namely:P Conscious AvoidersP Early ExperimentersP Fledgling PractitionersP Pace SettersP Orga

92、nisationally OptimisedFIGURE 5-THE CUSTOMER JOURNEY MANAGEMENT MATURITY CURVEOur research shows very few organisations achieve the highest level of maturity,with the vast majority operating at the level of Fledgling Practitioners.We provide a detailed example of each level below and outline a fictit

93、ious example of how this might manifest within an organisation.19THE COMPONENTS OF CUSTOMER JOURNEY MANAGEMENTCONSCIOUS AVOIDERS-These firms devote little time or attention to their customers journeys.In some cases,relationships may be transactional or disconnected,but in others,these are simply fir

94、ms that have no mandate to enhance their customers experience,and have therefore made no investment in a customer journey management process.These organisations:Focus on campaigns vs.holistic journeys,with few if any journey programs and an approach to delivery reliant on manual processes Lack(and d

95、ont plan to invest in)key customer journey management capabilities and technology Rely on individual applications and leave management of key processes dispersed across the organisation Lack clear ownership or a consistent view of the customer Do not understand customer journeys let alone where a cu

96、stomer is within a journeyExample:Consider a value-based retailer,where low price is the key attraction for customers.In these firms,there is little incentive to understand the customer or the journey that the customer takes in engaging with the organisation.The relationship is purely transactional,

97、and that is reflected in“batch-and-blast”outbound communications in which every person in the companys database receives the same email on the same day with the same offers.EARLY EXPERIMENTERS-To be fair,theyre trying,but are often just getting started and the result is a disjointed experience for t

98、he customer.The good news is that these firms recognise the need to improve.Unfortunately,they are often limited by resources,investment,or a lack of organisational buy-in.To move through this phase as quickly as possibly,companies should adopt a test-and-learn approach and seek early and frequent w

99、ins to bring other functions,departments,and teams on board.These organisations:Have begun to think about journeys,but still struggle with disparate data,systems that arent integrated and processes that havent evolved beyond the campaign level Are developing some customer journey management capabili

100、ties but lack a foundation of clear customer ownership or a consistent view of the customer Are not yet capturing signals and have not integrated channels Still manage data across individual applications dispersed across the organisation,and use campaign management applications rather than customer

101、journey toolsExample:Imagine a non-profit organisation which interacts with different stakeholders ranging from donors and sponsors,beneficiaries,and event attendees to board members.Although stakeholders might fit into more than one role,information about each group sits in different databases,mean

102、ing certain individuals receive communication from different internal groups and suffer from a disjointed experience.Even though these organisations want to develop a better experience,internal teams are already wearing multiple hats,nobody owns the customer experience as a discipline,and there is l

103、imited budget or bandwidth to focus on the issue.FLEDGLING PRACTITIONERS-These organisations understand the value of customer journey management and are investing to get there.Often though,these firms feel like they are in a“two steps forward,one step back”scenario.For example,they might have invest

104、ed time and resources to understand the various customer journeys,but they cant yet identify where the client is on that journey at any given moment.Or they may have the capability to capture signals,but cant yet tie them to action.However,if they can muscle through the hurdles,they are well-positio

105、ned to demonstrate early success and sell the concept internally to bring others on board.These organisations:Have made some effort to understand the customer journey,but supporting technology,processes and people arent in place to act,in the moment,on a customer opportunity Capture signals but have

106、nt yet integrated channels,resulting in less return from efforts like personalisation Are developing more consistent data,customer view,and management of journeys across the organisationExample:Consider a hotel chain that has mapped the customer journey and segmented their customers into leisure and

107、 business travelers,and understands the activities that different personas enjoy when visiting their property.Although they might be able to identify the interests of a browser to their website,they cant tie that information to a recognised customer and therefore provide generic content based on bro

108、wsing behaviour rather than targeted content that matches the customers broader interests in the context of their current session.PACE SETTERS-These organisations have seen some success-maybe within a single business unit,or across a narrow set of use cases.They have overcome some of the early barri

109、ers and won over others in their organisation,and are on a clear trajectory to successful enterprise-wide customer journey optimisation.Many are still held back waiting for organisational and technical changes or other investments to reach fruition.However,they have a clear line of sight to success

110、and know the KPIs that matter.They simply have a distance to go before they become operational and embedded.These organisations:20THE COMPONENTS OF CUSTOMER JOURNEY MANAGEMENT Have journey programs in place,but not yet embedded throughout the entire organisation Are beginning to leverage machine lea

111、rning and intending to invest more,but its not yet an established or automated practice Intend to continue investing to improve customer journey management capabilities and technology Leverage customer journeys,although not in a broad,systemic manner Frequently use customer journey planning and anal

112、ytics tools to support their effortsExample:Picture an automotive company that has successfully mapped their customer journeys and has a clear understanding of when specific customers are likely to trade in for a new model.They may also understand each customers motivations when it comes to safety,p

113、erformance,or fuel efficiency.They know when and how to communicate with which messages and images to be most relevant to the customer based on their journey and their interests and needs.Unfortunately,though,the parts and service group communicates independently,as does the finance group.For the cu

114、stomer,the well-orchestrated and highly personalised communication from the sales group is undermined by the rest of the organisation in the customers eyes,these arent separate organisations and their experience suffers because of the lack of cohesion and absence of an holistic approach.ORGANISATION

115、ALLY OPTIMISED-These companies are iterating programs at pace.They have realised the vision and made the investments but recognise that the job is never finished.In fact,we found survey respondents at this most mature level to be some of the harshest self-critics a clear case of knowing what they do

116、nt know as they continue to evolve.While these firms demonstrate the most systemic understanding and use of customer journeys,continual improvement is the defining attribute of organisations operating at the highest level.These organisations:Have the widest range and prevalence of journey programs a

117、nd most automated delivery of those programs Are highly focused on and continuing to invest in customer journey management capabilities and technology Leverage both machine learning and personalisation effectively Demonstrate a holistic(vs.campaign-level)focus including where a customer is in their

118、journey Deploy centralised management of key processes with clear ownership Embody a desire to continually improve,particularly as it relates to omnichannel orchestration and data managementExample:Imagine a multi-product financial services institution that has a complete view of its customers.It un

119、derstands that while an individual might not be paying off their credit card each month,they are saving money in high-yield and retirement accounts.The company knows how much the customer is spending on their mortgage and on their childrens education.And,because it has a holistic view of the custome

120、r,it can service the customer better.It can recognise what the customer needs and identify additional opportunities to deliver value,communicating in a coordinated manner across the lines of business,regardless of when or how the interaction is initiated,or by whom.When asked about the biggest chall

121、enges that their organisations face to expand their customer journey management capabilities,respondents pointed to familiar woes lack of budget and organisational buy-in,not enough people or an absence of the right skills,a lack of the right technologies,and an absence of the required processes to

122、be successful.We examined these challenges to determine which were most prevalent across the customer journey management capabilities,and found:Data management:Respondents pointed to a lack of budget(49%),people-related challenges-lack of resources or skills(43%),and technology issues(40%)as the big

123、gest challenges to achieving a 360 customer view.Journey analytics:Legacy or absent technology(43%),people-related challenges(42%),and the lack of organisational buy-in were cited as the biggest challenges respondents face in their ability to organise and segment their customers.Decisioning and orch

124、estration:The most commonly cited barrier to orchestrating omnichannel experiences was the absence of the right technology(47%),significantly higher than those that cited the lack of budget and process(both 29%)and lack of organisational buy-in(27%).We also asked about barriers to the use of machine

125、 learning and the most cited challenge was the absence of the right technology(51%),lack of budget(40%),and lack of people or skills(38%).Personalisation and engagement:Technology(41%)was again the most cited challenge to personalising offers and content at speed.However,it was closely followed by p

126、eople challenges(37%)as well as the lack of budget(31%),processes(30%)and organisational buy-in(29%).Measurement:The lack of people resources or skills(47%)was the most cited challenge relating to measuring marketing effectiveness across the customer journey,followed by the absence of the right tech

127、nology(39%)and lack of budget(35%).WHATS HOLDING COMPANIES BACK?Customer journey management is a lot more about how your organisation is going to change utilising data,technology and strategywith net results measured by customer success.Global Data and Technology Company EMEA VP21THE COMPONENTS OF C

128、USTOMER JOURNEY MANAGEMENTHOW TO IMPROVE YOUR MATURITY Its great to know where you stand in comparison to some sort of industry benchmarks,but its even better to know what to prioritise to enable you to move up.Conscious Avoiders to Early ExperimentersThe key to moving out of the starting blocks is

129、to define where improvements in the customer journey can deliver a financial return,and over what timescale that return needs to be measured.The most obvious is having a team or function that is responsible for understanding the customer,customer journey,and customer data and building and testing ac

130、tivities that leverage this data in a measurable way to drive personalisation based on data and analysis.Data is most likely still fragmented with some latency,but the key to moving away from the lowest rung is to own,plan,action and measure.Early Experimenters to Fledgling PractitionersThis step ch

131、ange is characterised by a greater mastery of data across the enterprise,either via a data warehouse or a customer data platform.These solutions will almost certainly not encompass the whole breadth of data but they act as tools that enable inbound and outbound data signals to sit in the same enviro

132、nment and drive multiple campaigns that constitute some limited or partial customer journey mapping and measuring.Fledgling Practitioners to Pace SettersTo make this migration,advances and investment in comprehensive real-time data need to be made,along with complementary investments in“lights out”a

133、nalytics driven by machine learning.These investments will enable a good view of the customer journey across channels and touchpoints,a measured understanding of the friction points,and the ability to observe in one channel and action in another,under many circumstances in real time.This step is per

134、haps the hardest,because the easy single-channel or non-real time multi-channel journey points have all been resolved,and the easily measured outcomes delivered.However,at this stage of maturity there are some parts of the organisation or journey that arent harmonised.Pace Setters to Organisationall

135、y OptimisedThe change here is in the breadth of the data,the comprehensiveness of the customer journey and the depth of ambition.It is also characterised by a constant desire to improve in every aspect and across every touch point.Ownership of journey knowledge and actions is centralised,with all pa

136、rts of the organisation aware of the benefits of this cohesion.HOW TO PROGRESSThe successful organisations tend to have centralised teams across marketing and technology.They have a top-down mandate to do things better its a cultural thing more than anything else.They have more agile teams internall

137、y that are able to take on ideas and run with them.Global Agency EMEA SVP 22THE COMPONENTS OF CUSTOMER JOURNEY MANAGEMENTNot surprisingly,we find that the prevalence and use of the components of journey management differ across maturity levels:Conscious AvoidersEarly ExperimentersFledgling Practitio

138、nersPace SettersOrganisationally OptimisedData managementRely on individual applications and fragmented data managementBeginning to invest in capability but still struggle with disparate systems and managementStarting to leverage identity solutions to develop a centralised view of customer;beginning

139、 to invest in technology to supportCombining third party identity graphs with first party data to develop a centralised view and understanding of customer and customer journey;use EDW or CDP to supportDevelop proprietary first party graph while leveraging third party data to enhance understanding of

140、 customer data,behaviour,transaction and campaign histories and modeled data;use CDP to supportJourney analyticsRely on manual processes;limited technology to supportSome evolution of process and utilisation of campaign management platformsBeginning to invest in fit-for-purpose technology but still

141、spread across campaign management platformsHave invested in journey planning or analytics platforms to better understand customer journeys and where a customer is in a journeyMaximise value of journey planning or analytics platforms to understand customer journeys and where a customer is in a journe

142、yDecisioning&orchestrationRely on manual processes;limited technology to supportSome evolution of process but not yet utilising enterprise decision management toolsBeginning to invest in fit-for-purpose technology but still spread across campaign management platformsHave invested in enterprise decis

143、ion management tools and beginning to personalise based on the customers need and stage of their journeyMaximise value of enterprise decision management tools,delivering a seamless omnichannel experience for the customerEngagement&personali-sationNot utilising or investing in customer engagement and

144、/or per-sonalisationHave begun investing in customer engage-ment,leveraging personalisation and starting to see value accordinglyUtilising personalisation to drive customer engagement but not yet maximising potential valueUtilising personalisation to drive customer engagement but not yet maximising

145、potential valuePersonalisation to drive customer engagement and loyalty a core capability and continued focus for investmentMeasurement and ReportingBasic,fragmented reportingHave begun to integrate measurement and reportingMeasuring and reporting acrossMeasuring and reporting acrossHolistic measure

146、ment and reportingA COORDINATED RESPONSE DELIVERS ORGANISATION-WIDE BENEFITS TABLE 3-HOW CUSTOMER JOURNEY MANAGEMENT CAPABILITIES DIFFER BY MATURITY23THE COMPONENTS OF CUSTOMER JOURNEY MANAGEMENTWhen we examined the structure and processes of organisations,we found those at the higher end of maturit

147、y tend to have a more holistic,cross-functional approach to customer journey management,with structured support and clearer,more actionable insights.It also highlights where even the most advanced organisations continue to struggle most notably with senior level buy-in and understanding where a cust

148、omer is in their journey at any given moment.Generally,we need to get marketers away from batch and blast mindset,emailing their entire database.We are a long way off from maturity.North America Digital Transformation Agency Practice LeadCompletely DisagreeCompletely AgreeConsciousAvoidersEarlyExper

149、imentersFledglingPractitionersPaceSettersOrganisationallyOptimisedClear ownership of customer relationshipConsistent view of customer Focused on holistic journeys over campaignsClear insight into journeys customers takeUnderstand where a customer is in their journeyManage customer journeys across fu

150、nctionsUtilise inbound and outbound signalsIntegrate digital and offline channelsSenior level buy-in FIGURE 6-HOW ORGANISATIONAL ATTRIBUTES DIFFER BY MATURITYABOUT OUR SPONSORSABOUT OUR SPONSORS 25ABOUT OUR SPONSORSPREMIER SPONSORGreat experiences have the power to inspire,transform,and move the wor

151、ld forward.And every great experience starts with creativity.Creativity is in Adobes DNA.Our game-changing innovations are redefining the possibilities of digital experiences.We connect data and introduce new technologies that democratise creativity,shape the next generation of storytelling,and insp

152、ire entirely new categories of business.In this experience economy,every business must be a digital business.As the leading global solution for powering digital businesses,Adobe Experience Cloud addresses todays digital transformation challenges.With solutions for customer journey management,data in

153、sights and audiences,content personalisation,commerce and marketing workflows,Adobe Experience Cloud is driving Customer Experience Management(CXM)across both B2B and B2C for companies of every size.Adobe Experience Platform the foundation of Adobe Experience Cloud is the industrys first purpose-bui

154、lt CXM platform,enabling personalised customer experiences in real-time at scale.For more information,visit A SUPPORTING SPONSORSMerkle is a leading data-driven customer experience management(CXM)company that specialises in the delivery of unique,personalised customer experiences across platforms an

155、d devices.For more than 30 years,Fortune 1000 companies and leading nonprofit organisations have partnered with Merkle to maximise the value of their customer portfolios.The companys heritage in data,technology,and analytics forms the foundation for its unmatched skills in understanding consumer ins

156、ights that drive hyper-personalised marketing strategies.Its combined strengths in performance media,customer experience,customer relationship management,loyalty,and enterprise marketing technology drive improved marketing results and competitive advantage.With 12,000 employees,Merkle is headquarter

157、ed in Columbia,Maryland,with 50+additional offices throughout the Americas,EMEA,and APAC.Merkle is a dentsu company.For more information,visit M26ABOUT OUR SPONSORS SUPPORTING SPONSORSA long-time partner of Adobe,Sinch is a global leader in cloud communications for mobile customer engagement,its pla

158、tform lets businesses reach every mobile phone on the planet,in seconds or less.Via the latest collaboration,Adobe customers can transform their mobile customer experiences through Sinchs Conversation API that is built into Adobe Journey Optimizer,it provides 100 percent reach with a single API for

159、multiple channels.Conversation API allows enterprises to view one profile,maintain conversation context,and add personalised content.Sinchs platform powers business-critical communications for many of the worlds largest companies,including eight of the top 10 tech business in the world.For more info

160、rmation,visit SThe Microsoft mission is to empower every person and every organisation on the planet to achieve more.Microsoft enables digital transformation for the era of the intelligent cloud and intelligent edge.Microsoft Azure-an intelligent,hybrid cloud platform and Adobe Experience Cloud solu

161、tions unite data,content,and processes,across lines of business and systems to deliver real-time,personal customer experiences at scale.Our deeply integrated solutions empower organisations with compelling,trusted,and secure omnichannel customer insight that can be activated to meet customer needs a

162、nd drive brand loyalty.Microsoft and Adobe help organisations supercharge the customer journey from end-to-end and deliver the unique experiences customers expect across all touchpoints.For more information,visit M27EXECUTIVE SUMMARYMETHODOLOGYMETHODOLOGY 28METHODOLOGYThe insights in this report wer

163、e validated by extensive industry research,including a Brand Marketer survey of 156 experienced brand marketers and marketing decision-makers involved in customer experience,CRM,digital experience and/or marketing automation in April 2021,as well as off-the-record interviews with some of the industr

164、ys top thinkers in the marketing sector.We are indebted to the industry experts who provided their opinions and perspective on customer journey management,conducted between March and April 2021.Survey Participants,By Industry(%of Participants)Healthcare12%Financial Services19%Insurance8%Retail(inclu

165、ding DTC)19%CPG/FMCG5%Travel and Hospitality7%Automotive12%Cable and Telecoms6%Consumer Technology6%Media and Entertainment6%Survey Participants,By Location(%of Participants)UK31%US69%Survey Participants,By Company Revenue USD(%of Participants)$100-500million22%$500 million-$1 billion 29%$1-2.5 bill

166、ion16%$2.5+billion 33%METHODOLOGY 29EXECUTIVE SUMMARYABOUTWINTERBERRYABOUTWINTERBERRY About Winterberry GroupA specialised management consultancy that offers more than two decades of experience and deep expertise in the intersecting disciplines of advertising,marketing,data,technology and commerce.W

167、interberry Group helps brands,publishers,marketing service providers,technology developers and information companiesplus the financial investors who support these organisationsunderstand emerging opportunities,create actionable strategies and grow their value and global impact.Winterberry Group Serv

168、icesGrowth StrategyHelp clients assess core competencies,understand the impact of market dynamics and build actionable,comprehensive strategies that consider a range of“buy,build and partner”opportunitiesDigital TransformationGuide brands and marketing practices through business process planning eff

169、orts aimed at helping them achieve lasting competitive advantageby transforming how they leverage data,technology and digital mediaMergers&AcquisitionsSupport investors and operators in their efforts to leverage M&A as a tool for building lasting shareholder valuehelping both buyers and sellers bett

170、er understand addressable market opportunities and dynamicsMarket IntelligenceLeverage our independent research platform to help clients and partners achieve clear thought leadership concerning issues of importance to the marketing communityContact UsMichael HarrisonManaging PCharles PingManaging Director EMEADave FranklandManaging C115 Broadway,5th Floor,New York,NY 10006WinterberryGrp 30ABOUT WINTERBERRY