Ed Thompson, VP and Distinguished Analyst, Gartner

1. CONFIDENTIAL AND PROPRIETARY
This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other intended recipients. This presentation may contain
information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates.
© 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Digital Customer Experience
Big Trends and Best Practices for 2016
Ed Thompson
Gartner

2. 1 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.1 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Agenda
1. Big Trends
• Demand-Side
• Supply-Side
2. CEO Thinking
3. Best Practices

3. 2 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.2 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Agenda
1. Big Trends
• Demand-Side
• Supply-Side
2. CEO Thinking
3. Best Practices

4. 3 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Longer Lived
Source: UN

5. 4 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Less Violent
Source: Steven Pinker, The better angels of our nature: why violence has declined

6. 5 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Living Alone
Source: Statistics Finland, 2012

7. 6 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Time Starved

8. 7 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Always On

9. 8 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Information Rich

10. 9 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Willing to Talk

11. 10 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
66% of consumers stopped doing business
with a provider and switched to another in 2013
due to poor customer service experiences, up
4% from 2012 and up 17% since 2005
— Accenture Global Consumer Pulse Research Study 2013
Willing to Walk

12. 11 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Less Predictable. In 2030, Will the Customer
1. Environmentally
Conscious
1. Unwilling to
Pay2. Privacy
Protective
3. Algorithm
Trusting
3. Expert
Reliant
4. Embed
Tech in
Body
2. Willing to
Take the
Risk
4. Not What
Nature
Intended
Be… Or…

13. 12 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.12 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Agenda
1. Big Trends
• Demand-Side
• Supply-Side
2. CEO Thinking
3. Best Practices

14. 13 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
The Nexus Provided the Foundation 5 – 10 Years Ago

15. 14 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
The Internet of Things Was the Next Accelerant
Source: Forecast: Internet of Things, Endpoints and Associated Services, Worldwide, 2014
2020
7.3 Billion
Personal Devices
30 Billion Internet
Connected Things
Things Connected
to the Internet Will
Outnumber People
by at Least 5 to 1
2009
1.6 Billion
Personal Devices
0.9 Billion Internet
Connected Things

16. 15 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Digital Business Is the
Creation of New Business
Designs by Blurring the
Digital and Physical Worlds.
Digital Business Capitalizes on Smart Things

17. 16 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Smartphone to Bus:
I'm Waiting.
Car to Parking Meter:
Open space detected —
50 yards on right.
Parking Meter to Car:
I'm the Closest Available Spot.
Bus to Smartphones:
I'm Running
10 Minutes Late.
How Would It Impact Your Organization
If Everything Is Listening, Acting and Replying?
Street to Nearby Autos:
I'm Closed From
10 a.m. to 3 p.m. Today.
Building to
Maintenance Provider:
My Furnace Is About to Fail.

18. 17 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.17 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Anyone Has the Ability to Generate New and Innovative
Business Models. They Are …
… and they WILL COMPETE WITH YOU.

19. 18 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
And Not Just Start Ups…

20. 19 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
But…On which of these areas will you really focus most
of your Digital investments through 2020?
A: Digital Business Model Innovation –
transforming the way business is done
B: Digital Core – renovating core platforms
to scale and support the next generation
C: Digital Experience – removing paper,
Digital Marketing, Web customer self-
service and more

21. 20 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.20 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
How Will Customer Engagement
Accelerate in this New World of
People, Business and Things?

22. 21 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Business Moment Scenario
Saving a
Business Trip from
Weather Delays

23. 22 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Business Moment Scenario
Consumer Part
Business Part
Thing
Flight delayed Scott decides to
continue with his
business travel

24. 23 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Consumer Part
Business Part
Thing
Meeting
attendees
notified
New schedule
and bookings
confirmed
Smartphone
used as airline
ticket
Rental
car agency
notified
Airline
notified
Hotel
notified

25. 24 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Consumer Part
Business Part
Thing
Car unlocked
with smartphone
Meeting attendees
informed about new
arrival time
New meeting room
scheduled based on
arrival time
Directions
uploaded,
optimized for
traffic

26. 25 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Consumer Part
Business Part
Thing
Hotel notified
of arrival
Directions uploaded,
optimized for traffic
Smartphone used to
unlock hotel room
Waiter
delivers
dinner

27. 26 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Consumer Part
Business Part
Thing
Hotel sends
folio after
departure
VPA compiles
expense report and
loads today’s
itinerary
Scott gets in rental
car and drives to
next city

28. 27 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Business Moment Scenario
Consumer Part
Business Part
Thing
Hotel
notified of
arrival
Meeting
attendees
notified
Flight delayed New schedule
and bookings
confirmed
Directions
uploaded,
optimized
for traffic
Car unlocked
with smartphone
Smartphone
used as
airline ticket
Meeting attendees
informed about new
arrival time
New meeting room
scheduled based on
arrival time
Rental
car agency
notified
Smartphone used to
unlock hotel room
Waiter
delivers
dinner
Hotel sends folio
after departure
VPA compiles
expense report
and loads
today’s itinerary
Airline notified Hotel notified
Scott gets in
rental car and
drives to next city
Scott decides to
continue with his
business travel
Directions
uploaded,
optimized
for traffic

29. 28 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
More things = More data = More
(and faster) business moments
And more complexity

30. 29 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.29 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
We are
just getting
started
Here are
some signs

31. 30 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Run With
the Big Boys

32. 31 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Grow
More
Food
Picture of a
farm with a
digital overlay
or pick up an
image from
their website
Image Source: onfarm.com

33. 32 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Push
a Button
Image Source: amazon.com

34. 33 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Save Me From
Embarrassment
Image Source: dfree.biz

35. 34 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Gamify
Your Sales
Organization

36. 35 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Anticipate My
Questions

37. 36 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Track
Your Beer
Image Source: steadyserv.com

38. 37 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Take Your
Medicine
Image Source: dosesystem.com

39. 38 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Make Your
Own Thing
Image Source: raspberrypi.org

40. 39 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.39 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
But there is Much More to Come…

41. 40 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Device Mesh Information of Everything
Adaptive Security Architecture
NEW IT REALITY
Mesh App & Service Architecture
IoT Architecture & PlatformsAdvanced Systems Architecture
DIGITAL MESH SMART MACHINES
Ambient User Experience
3D Printing Materials
Advanced Machine Learning
Autonomous Agents & Things

42. 41 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Device Mesh Information of Everything
Adaptive Security Architecture
NEW IT REALITY
Mesh App & Service Architecture
IoT Architecture & PlatformsAdvanced Systems Architecture
DIGITAL MESH SMART MACHINES
Ambient User Experience
3D Printing Materials
Advanced Machine Learning
Autonomous Agents & Things

43. 42 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
From Desktop to Mobile to Wearables
Hands
Medical and safety
Clothing
Quantified self Pets
Feet
Carryable or pocketable
Jewelry/Accessories
Audio and video

44. 43 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Device Mesh Information of Everything
Adaptive Security Architecture
NEW IT REALITY
Mesh App & Service Architecture
IoT Architecture & PlatformsAdvanced Systems Architecture
DIGITAL MESH SMART MACHINES
Ambient User Experience
3D Printing Materials
Advanced Machine Learning
Autonomous Agents & Things

45. 44 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Moving Toward a Postapp Era
Separate apps on separate devices
Intelligent assistants provide basic control and automation
New "app platforms" and services emerge
Fluid, contextual action
Wearables drive context and new interaction types
Notifications replace some app functions
Automated collaboration across devices
2014 2020

46. 45 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Device Mesh Information of Everything
Adaptive Security Architecture
NEW IT REALITY
Mesh App & Service Architecture
IoT Architecture & PlatformsAdvanced Systems Architecture
DIGITAL MESH SMART MACHINES
Ambient User Experience
3D Printing Materials
Advanced Machine Learning
Autonomous Agents & Things

47. 46 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Smart Machines Enabled By Machine Learning
Deal With
Complexity
Make Probabilistic
Predictions
Actively
Adapt
Passively
Learn
Act
Autonomously
Appear to
Understand
Reflect a Well-
Scoped Purpose
Machine
Learning
Generates
Novelty

48. 47 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Device Mesh Information of Everything
Adaptive Security Architecture
NEW IT REALITY
Mesh App & Service Architecture
IoT Architecture & PlatformsAdvanced Systems Architecture
DIGITAL MESH SMART MACHINES
Ambient User Experience
3D Printing Materials
Advanced Machine Learning
Autonomous Agents & Things

49. 48 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
A Spectrum of Autonomous Smart Machines
Physical
Virtual
ObviousUnobtrusive
Robots
Drones
Driverless Vehicles
Smart Camera Systems
Intelligent Sensors
Smart Appliances
Translation & Speech to Text
Smart Security & Operations
Smart Enterprise Apps
Virtual Customer Assistants
Virtual Personal Assistants
Smart Advisors

50. 49 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.49 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Agenda
1. Big Trends
• Demand-Side
• Supply-Side
2. CEO Thinking
3. Best Practices

51. 50 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
2016 Economic Landscape
Economic Uncertainty
Organizations need to focus on
cost optimization
Digital Disruption
Organizations need to
evolve to digital business

52. 51 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
When Will You Become a Digital Business?
Source: Gartner, Digital Business Is Here Now
22%
50%
83%2015
2017
2020
Are You Ready?

53. 52 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
52
Ranked categorization of top three mentions
Growth
54% Technology-
Related
25%
Workforce
24%
Customer
21%
Financial
13%
Operations
Improvement
13%
Cost
Management
12%
Profit
Improvement
11%
Product
Improvements
10%
Innovation,
R&D
9%
Marketing
9%
“Please tell us about your organization’s top 5 strategic
business priorities for the next 2 years”

54. 53 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
26%
27%
41%
41%
42%
42%
45%
45%
46%
51%
54%
35%
29%
32%
25%
34%
29%
30%
28%
32%
30%
25%
26%
28%
18%
21%
17%
19%
18%
18%
17%
13%
12%
13%
16%
9%
13%
7%
10%
7%
9%
5%
6%
8%
Changed board of directors composition…
Acquired one or more businesses related…
Created one or more new businesses…
Initiated a specific committee or…
Created a new organization unit or…
Created new C-level role
Created new senior leader roles below…
Started an education and awareness…
Given new job scope and powers to CIO
Started an education and awareness…
Started regular briefings to the board…
We have done this Will do this by the end of 2016 We have not done this, nor plan to do it by 2016 Not applicable
“Which digital and technology strategy actions, if any, have
you been taking or are you likely to take by year end 2016?”

55. 54 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
42%
60%
77%
Now In 2 years In 5 years
CIO survey (n = 344)
16%
25%
37%
22%
31%
41%
Now In 2 years In 5 years
CIO survey (n = 609) CEO survey (n = 400)
Digitalization Is Intensifying; Stakes Are Rising
Private Sector Public Sector
What % of your revenue is digital? What % of your processes is digital?

56. 55 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
37%
32%
28%
27%
24%
23%
22%
20%
20%
19%
19%
18%
18%
16%
15%
Customer experience…
Digital marketing
Business analytics
Cloud-based business
Data science/big data
Digital products and services
Smart/intelligent processes
Supply chain optimization…
Sustainability
Internet of Things/…
Product cost analytics
Social engagement…
Enterprise mobility
Enhanced business…
M-commerce
Less Than 15%
"Thinking"/intelligent computers 14%
Social collaboration (internally) 13%
Design thinking 12%
Pay as you go 10%
Mass customization 10%
Location intelligence 10%
Robot staffing 9%
Gamification 7%
Additive manufacturing 7%
Neurobusiness 6%
E-discovery 6%
CEO Survey 2015 Top Technology Investments,
Next 5 Years
“Which five technology enabled capabilities will be the most important areas
of investment to improve your business over the next 5 years?”

57. 56 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Those Most Often Seen as Having the Best
Customer Experience
Disney
Legoland

58. 57 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Why The CEO Cares:
Customer Satisfaction Correlates With Stock Prices
Sources: Claes Fornell, www.theacsi.org, S&P

59. 58 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.58 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Agenda
1. Big Trends
• Demand-Side
• Supply-Side
2. CEO Thinking
3. Best Practices

60. 59 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
 The dictionary defines experience as:
"The sum total of conscious events."
 Gartner defines customer experience as:
"The customer's perceptions and related feelings caused
by the one-off and cumulative effect of interactions with a
supplier's employees, channels, systems, or products."
 Gartner defines customer experience management as:
"The practice of designing and reacting to customer
interactions in order to meet or exceed customer
expectations and so increase customer satisfaction,
loyalty, and advocacy."
Definitions

61. 60 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Seven Types of Customer Experience Projects
Design the
Experience
Benchmark usability
and empathy
Digital design cool
Recruit Differently
Profiling the
personalities
Balance teams
Recruit to brand
Stripped Down
Simplification
One size fits all
Standardization and
scale
Encourage
Participation
Review and
comparison
Communities
Social networks
Multichannel
Availability
Multichannel
integration
Device-independent
interaction
Adapt in
Real Time
Real-time rerouting
Analytical-driven
process decisions
Start a
Conversation
Expectations setting
Capturing intent
Manage dialogue
Brand Execution
Values and promise
Reputation
Communication
Make Clear the
Responsibility
Governance and
policing
Responsibility
Compensation and
contracts
Customize Offers
Bundling
product/service
Personal pricing
Demonstrate Trust
Honor privacy
Share data
Use only what you
need
Share Answers
Knowledge
management
Skills inventory
Better search
Redesign
Processes
Quality controls
Trading efficiency
and experience
Analyze Opinion
Value analysis
Market research
Segmentation
Propensity modeling
Have a Strategy
Executive
enlightening
Ideal and real
experiences
Program and project
plans
Empower
Employees
Education and
training
Cultural values
Ownership of the
experience
Personalize
Products
Configure to order
Mass customization
New product
development
More Accessible
Self-service
Track for customer
Add channels
Achieve Consistent
Experiences
Single view of
customer
Recognition
Find Moments of
Truth
Process modeling
Identify the weakest
link
Automate and
escalate
Collect Feedback
Multichannel
collection
Real-time alerts and
actions
Design
Better
Alter
Attitudes
Get PersonalOpen UpAct as One
From Out
to In
Listen,
Think, Do
WarmWarm Hot Hot Warm WarmCool

62. 61 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Seven Types of Customer Experience Projects
Design the
Experience
Benchmark usability
and empathy
Digital design cool
Recruit Differently
Profiling the
personalities
Balance teams
Recruit to brand
Stripped Down
Simplification
One size fits all
Standardization and
scale
Encourage
Participation
Review and
comparison
Communities
Social networks
Multichannel
Availability
Multichannel
integration
Device-independent
interaction
Adapt in
Real Time
Real-time rerouting
Analytical-driven
process decisions
Start a
Conversation
Expectations setting
Capturing intent
Manage dialogue
Brand Execution
Values and promise
Reputation
Communication
Make Clear the
Responsibility
Governance and
policing
Responsibility
Compensation and
contracts
Customize Offers
Bundling
product/service
Personal pricing
Demonstrate Trust
Honor privacy
Share data
Use only what you
need
Share Answers
Knowledge
management
Skills inventory
Better search
Redesign
Processes
Quality controls
Trading efficiency
and experience
Analyze Opinion
Value analysis
Market research
Segmentation
Propensity modeling
Have a Strategy
Executive
enlightening
Ideal and real
experiences
Program and project
plans
Empower
Employees
Education and
training
Cultural values
Ownership of the
experience
Personalize
Products
Configure to order
Mass customization
New product
development
More Accessible
Self-service
Track for customer
Add channels
Achieve Consistent
Experiences
Single view of
customer
Recognition
Find Moments of
Truth
Process modeling
Identify the weakest
link
Automate and
escalate
Collect Feedback
Multichannel
collection
Real-time alerts and
actions
Design
Better
Alter
Attitudes
Get PersonalOpen UpAct as One
From Out
to In
Listen,
Think, Do
WarmWarm Hot Hot Warm WarmCool

63. 62 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Alter Your Approach Depending on Your Customer
Experience Maturity Level
Fragmented Focus
Initial Developing Defined Managed Optimizing
Culture Change
Profit Parity
Executives
Engaged
VoC Validated
45%
30%
20%
4%
1%
"Staying on Top""Getting Started" "Stealing Ideas"
1 2 3

64. 63 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
The Measurable Benefits of Customer Experience
Brand Advocates/Net Promoters
Customer Satisfaction Scores
Customer and Employee Referrals
First-Call Resolution Rates
Product Review Ratings
Number of Support Requests
Customer Attrition/Churn Rates
Deactivation/Reactivation Costs
Loyalty Program Enrolled/Participating
Price Sensitivity
Use of Multiple Channels
Social Network Participation, Likes
Trust Rating
No. of Product or Service Upgrades
Repeat, Frequency and Order Size
Delivery Timeliness
Product Return Rates
Accuracy of Inventory and Pricing
Reduced Cost of Defect and Error Rates
Lower Cost of Returns
Lower Replacement Costs
Metrics/KPIs Benefits
Lower Cost of Service
Lower Complaint Costs
Lower Compensation Costs
Lower Cost of Sales Acquisition
Reduced Upsell and Cross-Sell Costs
Lower Retention Costs
Lower New Product Development Costs
Reduced Lost Revenue
Reduced Marketing Costs
Lower Cost of Sales Acquisition
Increased Wallet Share
Network Effect of Recommendations
Higher Margins
Customer
Satisfaction
Loyalty
Retention
Advocacy
Brand
Reputation
Quality

65. 64 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
How the Customer Measures You:
Facets of Good Experience
32%
25%
11%
18%
13%
19%
13%
11%
15%
12%
10%
12%
4%
1%
34%
15%
24%
15%
19%
10%
14%
15%
6%
8%
8%
5%
13%
10%
0% 5% 10% 15% 20% 25% 30% 35% 40%
Quality (of product/service)
Responsiveness (communication)
Value (cost, price, added benefits)
Support team (after-sales, service desk)
Timeliness of delivery
Relationship (proactiveness)
Attitude of staff
Resolution of issues
Listening to needs
Flexible/agile
Documentation/information/training
Met expectations/agreements
Consistency/ease of interaction
Online channel/email interaction
Percentage of Respondents
Business
Consumer
Multiple responses allowed
All others below 5%
Q: What did this company do specifically to provide outstanding customer experience? Coded from open-end responses.

66. 65 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Customer Life Cycle
Buy Own

67. 66 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Even Those as Famous as Starbucks Use
Customer Journey Maps to Improve

68. 67 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Business to Business Is Different
Customer Experience Activities Done For Free
• Executive sponsorship
• Customer advocates/success managers
• Customer advisory boards
• User groups
• Peer to peer communities
• Subject matter expert communications
• Early adopter programs
• Product quality feedback programs
• ROI assessments
• Customer product training

69. 68 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
CCOs, VPs, Directors and Heads
of Customer Experience by Industry
Orange
Sprint Nextel
Time Warner Cable
Verizon Business
Yahoo
Bell Canada
AT&T
Comcast
Telstra
T-Mobile USA
Vodafone
BT
KPN
Turk Telekom
Telus
SingTel Optus
XO CommunicationsO2
DIRECTV Thomson Reuters
Bell Aliant Rogers Communications
Cablevision Systems
Cox Communications
Celcom
Bharti Airtel
Globe
du
Etisalat
Reliance
Level 3 Communications
Primus Communications
Telenor
Telecom Italia
Cable & Wireless Jamaica
Deutsche TeleKom
Telenet
Virgin Media
Verizon Wireless
Saudi Telecom
Hutchison 3G
EE
PhotoBox
Virgin Atlantic
Alaska Airlines
American Airlines
Air Canada
Expedia
United Airlines
AAA Northern California
thetrainline.com
Eurostar
Wyndham Hotels
Starwood Hotels
Marriott Rewards
Hertz
Orbitz Worldwide
Aeromexico
Avis Budget
eBookers
Jet.com
British Airways
JetBlue Airways
Delta
easyJet
Emirates
Singapore Airlines
Malaysia Airlines
Qantas Airways
Etihad Airways
Latam Airlines
AirBnB
IHG
First Great Western
Software AG
Oracle
Symantec
Saba
Polycom
Orange Business Services
Vertex Business Services
SAP
BMC
IO
Juniper Networks
Misys
ClickDimensions
Xerox
HCL
Infor
Lenovo
Salesforce
Verint
HP
Appirio
Jive
Intuit
Dell
Netsuite
Microsoft
Sage
Sears
Sierra Trading Post
Marks & Spencer
Gap
Best Buy
Wendy's
Amazon
Walgreens
Macy's
eBay
Lacoste
PetSmart
Zale
Ralph Lauren
Kohl's
Toys "R" Us
Coach
QVC
Canadian Tire
JC Penney
Kiehl's
Lowe's
Barney's
Staples
Radioshack
Sainsbury's
Carrefour
Fortnum & Mason
Moonpig
Asos
TescoHomebase
Essilor
Schneider Electric
McKesson
Fischer Scientific
SARS
Pitney Bowes
Serco
Experian
Chubb
Sovereign Housing
RWE nPower
EDF Energy
SSE
Southern Water
E.ON
Ovo Energy
United Utilities
Severn Trent
Direct Energy
PG&E
Florida Power & Light
Duke Energy
Xcel Energy
OGE Energy
NorthEast Utilities
Standard Chartered
Huntington National Bank
Bank of America
OCBC Bank
JPMorgan Chase
American Express
Royal Bank of Canada
Fidelity
HSBC
Citigroup
Barclays
Capital One
Wells Fargo
Union First
First National Bank of Omaha
Transamerica
Synchrony Financial
Riyad Bank
TIFF-CREF
OneWest Bank
MasterCard
BBVA Compass
SunTrust Bank
PNC
TD Bank Group
GE Capital
DBS Bank
Mashreq Bank
Morgan Stanley
Lloyds Banking Group
The Co-operative Bank
Volkswagen Financial Services
The Royal Bank of Scotland
MBNA
Nationwide Building Society
Mercedes-Benz Financial Services AutoTrader
Renault
Jaguar Land Rover
Chrysler
General Motors
Audi
Mercedes Benz
Hyundai
Volkswagen
BMW Nissan
InsuranceBanking
Communications
and Media
Travel and
Hospitality
Retail
High Technology
Allstate
Cigna
Travelers
USAA
Clorox
Campbell's Soup
Johnson & Johnson Consumer
MillerCoors
SC Johnson
Mars
Interstate Brands
Wrigley
Pepsico
Diageo
Coca Cola
Reynolds
Unilever
Sara Lee
Herschey's
Pfizer
GSK
Novartis
Merck
MetLife
AIG
Zurich
Nationwide
Dyson
Aegon
Sony
Domestic & General
Aviva
Standard Life
Eli Lilly and Company
AbbVie
Consumer
Goods
Pharmacology
Utilities
Others
Automotive
As of January 2015

70. 69 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
n=189
CX Leaders Have Access to Power: Half Now Directly
Report to the CEO, Board or Operating Committee
Zero
14%
One layer
away
38%
Two layers
away
31%
Three
layers
away
17%
Reporting Layers from Most
Sr. Executive
6%
5%
10%
10%
10%
11%
49%
Other
Strategic Planning
The CMO or most senior
marketing executive
The most senior sales executive
The COO or most senior
operations executive
The most senior customer service
executive
CEO, Board or Operating
Committee
Primary Function Reporting To
Q. S09: To what primary function within your organization do you primarily report?
Q. S03: How many reporting layers are you away from the most senior executive in your organization?

71. 70 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
n=189
Few CX Leaders have Sole Responsibility for Decisions
83% of CX Decisions are Made by Committee
Solely
responsible
for
decisions
17%
Leader of a
group or
committee
responsible
for
decisions
83%
Q. S06: Which statement best describes your highest level of involvement in decisions pertaining to your organization’s budgeting, design, development, and/or analysis
or delivery of the customer experience?
Solely responsible for decisions
Leader of a group or committee responsible for decisions
Advisor to the group responsible for decisions
Member of group responsible for decisions
Provide recommendations or advice to a group responsible for the decisions
Do not participate in decisions

72. 71 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
1%
4%
13%
13%
22%
23%
23%
25%
38%
44%
47%
49%
53%
None
Other
Customer Intelligence department
Human Resources or Human Capital
A centralized Customer Experience dept.
New product development/ R&D
IT
Supply Chain Management
Strategy and Planning
Operations
Customer Service
Sales
Marketing
Q05a. Please tell us what department or function within your overall organization has primary responsibility for the customer experience?
Q05b. What other department or functions within your overall organization have secondary responsibility for the customer experience?
n=189
But Primary and Secondary Responsibility for the CX is
Spread Right Across the Organization In Many Departments
Multiple responses allowed
0%
8%
8%
15%
17%
35%
46%
31%
63%
58%
63%
58%
35%
None
Other
Customer Intelligence department
Human Resources or Human Capital
A centralized Customer Experience dept.
New product development/ R&D
IT
Supply Chain Management
Strategy and Planning
Operations
Customer Service
Sales
Marketing
Primary Responsibility for CX
(n=141) 75%
Those with Secondary Responsibility for CX
(n=48) 25%

73. 72 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Q10. What % of your organization's customer experience programs involve the use of information technology?
n=189
Half of CX Programs Involve the use of IT
Very Few Organizations Use Technology on all CX Programs
Multiple responses allowed
2%
26%
18%
22%
26%
5%
Mean=48.7%
100%
75-99%
50-74%
25-49%
1-24%
0
Percentage of CX Programs that use Information Technology

74. 73 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
1%
1%
31%
39%
39%
40%
40%
40%
41%
41%
42%
44%
45%
46%
46%
46%
47%
48%
49%
49%
49%
50%
50%
51%
56%
61%
None
Other
Peer to peer communities
Digital personalization
Multi channel engagement and optimization
Campaign management
Contact center infrastructure
Master customer data consolidation and management
HR and Talent management
Social listening and engagement
Portals
New product or service ideation
User experience design
Customer journey mapping technologies
Web and Mobile analytics
Customer self-service
Digital or E-Commerce
Security and Privacy management
Customer analytics, modeling and insight
Customer data enrichment
Content management
Loyalty management
Business process management
Sales force automation
Voice of customer, feedback and survey
Customer service and support
Q11a. Which of the following technologies do you see as part of enhancing the customer experience for your organization?
n=189
A Wide Array of Technologies Are Being Used For CX
Multiple responses allowed
Technologies viewed as part of enhancing the customer experience

75. 74 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.74 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Recommendations

76. 75 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Don't ask …
observe.

77. 76 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Take Your Own Road
Go Offroad
• External Incubator
• Technology Partnerships
• Digital Business Consulting
Use the SatNav
• Best Practices Review
Go in a Convoy
• Innovation Day
Take the Road
Less Followed
• Internal Incubator
• Niche Consulting Firms
• Agile Projects

78. 77 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Be Open to Changes on the Way
Business Models Will Change
Products
to Services
Services
to Products
Services
to Services
Industrial
Internet

79. 78 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Functions
Will Change
!
Think Destination Implications
R&D
Let's add a
sensor to our
product!
Marketing
Cool! We can
wrap a service
around it.
Sales
Wait, how do
we sell and price
a new service?
Finance
Wait, we'll need
to bill differently.
Supply Chain
Wait, what
about product
maintenance?
Customer Service
Wait, we'll need
to notify customers
of sensor issues.

80. 79 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Recommended Reading
1999
2006
1989 20052002
2008
2004
2006 20132012
For more information, stop by Gartner Research Zone.

81. CONFIDENTIAL AND PROPRIETARY
This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other intended recipients. This presentation may contain
information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates.
© 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Digital Customer Experience
Big Trends and Best Practices for 2016
Ed Thompson
Gartner