1、 Copyright CMO Council.All Rights Reserved.20181REPORTTURN UP THE VOLUMETURN UP THE VOLUMERethinking Where and How Customer Voice Enhances Experiences Copyright CMO Council.All Rights Reserved.20182REPORTTURN UP THE VOLUMEKey FindingsConclusionDetailed FindingsDemographicsAbout the CMO CouncilAbout
2、SAP Customer ExperienceAbout HootsuiteTABLE OF CONTENTS3131525333333 Copyright CMO Council.All Rights Reserved.20183REPORTTURN UP THE VOLUMEMARKETERS ARE LISTENING.Marketers are listening,some quite intently,for the crystal-clear signal only derived from the voice of the customer.In fact,accord-ing
3、to an audit of over 160 senior corporate marketing leaders across Europe,63 percent of organizations have some form of customer listening initiative underway.Even among the 37 percent not currently engaged in a listen-ing program,13 percent indicate that a new strategy is in place and awaiting kick
4、off.While marketers ARE listening for the voice of the customer,they are failing to gather the real-time insight around behavior,intent and sentiment from across the omni-channel landscape that could significantly improve contextual customer engagement and the development of lasting,personal custome
5、r relationships.In shortmarketers are listening to a lot of noise but are falling short of truly HEARING the voice of the customer.Fairly GoodVery GoodPoorExcellentDO YOU HAVE A CUSTOMER LISTENING PROGRAM?How Effective Is Your Listening?51%19%21%10%63%37%Copyright CMO Council.All Rights Reserved.201
6、84REPORTTURN UP THE VOLUMEThis statement bears out in the simple admission from the marketers surveyed,who admit that the listening programs in place are,at best,mediocre,specific to their ability to listen,analyze and respond to the customer voice.Only 10 percent of respondents believe their formal
7、 initiatives are exceptional,while just over half(51 percent)believe their programs are“fairly good,”despite being limited to corporate-owned feedback channels and struggling to integrate insights from these limited channels across the entire organization.When asked to consider where customer voice
8、could be heard most clearly and accessed most easily,marketers pointed to social media(65 percent),customer feedback forms(51 percent),direct mail from the customer(45 percent),website engagement(43 percent)and service and support communications(42 percent).Yet lets pause to consider that marketers
9、have already admitted that their listening programs are struggling because of limitations in where listening most often occurs namely brands only listening via corporate-owned channels and failing to capture real-time insights across all channels in the customers own(read:unstructured)voice.Copyrigh
10、t CMO Council.All Rights Reserved.20185REPORTTURN UP THE VOLUMEThis begs the question:Is“social media”really an easily-accessed and clear listening post?Or are brands only listening in their own controlled and managed social accounts and channels?If we listen in.Nearly 2 out of every 3 marketers poi
11、nt to social as an effective listening post,which is incredibly positive,until you marry that with the reality that the very nature of so-cial media is unstructured data flooding into systems,challenging both IT and marketing resources.Social media is the antithesis of a“corporate-owned”channel and
12、is,in reality,the outlier to all of the channels marketers also identified as a clear listening post.Social is bi-directional,conversational and,most im-portantly,a channel owned and directionally controlled by the customer.They are in total control of their voice and the volume,tone and tenor.Can s
13、ocial really be the“easiest”channel to hear the voice of the customer?The answer may lie in the very perception the organization has of what social media actually is and how it is valued.It also shines a light on a second critical question:Is the most valuable customer voice data being left behind i
14、n favor of data that is easier to harness and collect in touchpoints controlled and owned by the organization?TOP CHANNELS TO EASILY ACCESS CLEAR VOICE OF CUSTOMER65%51%45%43%42%DIRECT EMAIL FROM CUSTOMERCUSTOMER FEEDBACK FORM/SURVEYWEBSITE ENGAGEMENTSERVICE/SUPPORT FORMS AND ONLINE CHATSOCIAL MEDIA
15、 Copyright CMO Council.All Rights Reserved.20186REPORTTURN UP THE VOLUMEThe first disconnect to tackle is the foundational perception of social media.When asked how the organization views social,respondents admitted that social was,by and large,a push-message mechanism to amplify public relations ef
16、forts,relegated to being a“free”customer communication tool.Advertising and attempting to push connec-tions through the noise has positioned orga-nizations in opposition to the organic cus-tomer conversations that reveal the context of a customer and aid in delivering relevance.Rather than being par
17、t of the community,too many brands have chosen to take to the sidelines,safely out of the fray and“mess”of unstructured data and real-time sentiment.Just below the top five sits a response that is rather telling about the challenges marketers face when trying to reshape the perception of social medi
18、a,namely that nearly one in four marketers believe that while social is an important marketing tool,the organiza-tion does not believe social is critical to the customer.This is an interesting response for multiple reasons:First and foremost,it reveals that socials place in a customers life may be m
19、isinterpreted.Second,it reveals that a brands place in a customers life may also be misinterpreted.HOW DOES THE ORG VIEW SOCIAL?PR amplification channelFree push messaging for marketingCritical listening post to gather customer voiceCommunity to connect fans,advocates and global brand championsAdver
20、tising channel filled with hard to capture noise64%55%35%25%24%12345 Copyright CMO Council.All Rights Reserved.20187REPORTTURN UP THE VOLUMEIn previous CMO Council research,The Customer in Context,it was revealed that least important to the customer when thinking of what attributes make up an except
21、ional customer experience was engagement on a brands social media pages.While engagement with other fans and conversations about brands with friends and family ranked rather highly as key influencers to purchase behavior,having a“branded place”in social networks to connect with,talk about or talk to
22、 a brand was simply NOT part of a valued customer experience.While brands establish their social listening tools to listen for conversations about the brand,and otherwise monitor how customers are liking,following or commenting on brand content,the REAL voice of the customer and the key value of soc
23、ial conversations are being left out of the listening queue.Assuming that social isnt important to the customer negates what is clearly happening in the worldthat our customers are having conversations about what is most important and top of mind for them.Asserting that social isnt important assumes
24、 that these breadcrumbs and signals of where and how a brand can add value to a customers life are unimportant and cant drive action.Copyright CMO Council.All Rights Reserved.20188REPORTTURN UP THE VOLUMEThe second disconnect to examine is specific to the organizations attitudes towards data.When as
25、ked to identify the greatest challenge the organization faces when listening for and to the voice of the customer,the top responses can best be summarized as a giant dilemma over data.Clustered at the top of the list is the organizations challenge in collecting intelligence di-rectly from the custom
26、er(40 percent)and then translating the customers words into insights around needs and intentions(39 percent).It is also telling that actually understanding what is noise and what is a signal emerges as a critical challenge for 37 percent of organizations.TOPCHALLENGESBIG PROBLEMSLITTLE ISSUES40%39%3
27、7%26%24%Collecting intelligence directly from the customerTranslating words into insights on intentionUnderstanding noise vs.signalManaging the flood of data from all touchpointsAdding voice into the customer view across the enterpriseComplexity of social networks in Europe 9%Failing to act on the d
28、ata received 16%New regulations(GDPR)that have changed how data is collected 11%Identifying where customers are actually talking about brands 9%Filtering global noise to hear local needs4%Copyright CMO Council.All Rights Reserved.20189REPORTTURN UP THE VOLUMEInterestingly,the challenge is not in a f
29、ailure to act.In fact,only 16 percent of respondents felt their organizations were simply unable to action on what customer voice data revealed.The issue is clearly far more systemicwhen you cant decipher intelligence from the data being collected,it is impossible to act.This issue with data is dire
30、ctly impacting the organizations ability to consistently deliver a contextual and personalized omni-channel experience to their connected customer.Some 40 percent of respondents admit that they are just not doing a great job,missing the critical pieces of insight needed to deliver in real-time and a
31、t scale.Just as 29 percent believe they are making the changes required and are on a path from good to great,only eight percent are doing an excellent job,leveraging data and customer voice in real-time to adapt and personalize engagements and experiences across all relevant channels.Even more telli
32、ng is that only 24 percent of respondents have been intentionally leveraging customer voice intelligence to deliver and improve personalized experiences.Most organizations(46 percent)are just using customer voice to reshape content development and deployment.Few,however,are leveraging customer voice
33、 to identify future growth(only 21 percent leverage voice to identify new opportunities based on trending market conversations),or to shift product development and launch roadmaps(22 percent),or optimize media mix(22 percent)and advertising allocations based on a deeper understanding of current conv
34、ersations and customer voice sentiment.Copyright CMO Council.All Rights Reserved.201810REPORTTURN UP THE VOLUMEIn an effort to streamline data collection and accelerate the opportunity to act on the intelligence being derived,organizations have potentially over-invested in some areas and underinvest
35、ed in others.As the technology stack exploded,talent struggled to stay up to speed as organizations race to up-skill and bring on new team members to exploit everything from analytics to engagement.As engagement channels shifted,strategies for purposeful engagement have struggled to keep pace:real-t
36、ime falls short and instead manifests as a fluctuating and ever-lengthening period of time based on how long it takes to export,import and analyze data across disparate systems of engagement.As earlier noted,organizations are held back by two critical misperceptions:around data and around social.The
37、 solution and resolution to these issues is,understandably,not as easy to implement.In fact,when asked to identify what gaps are holding the organization back from better listening to and engaging with the customer in real time,marketers struggled to single out one issue as the one area where,if res
38、olved,success would soon follow.ALL THE GAPS40%11%DATA GAP12%TALENT GAP10%TECH GAP18%BUDGET GAP9%MEASUREMENT GAPTHE GAPS HOLDING EXPERIENCE BACK Copyright CMO Council.All Rights Reserved.201811REPORTTURN UP THE VOLUMEFor most organizations,bridging these gaps will require prioritization of effort,in
39、vestment and strategy as tackling all may simply not be feasible.For many,starting by addressing the technology gap feels most intuitive.When asked to look to the future,57 percent of marketers noted that they intended to bring on new social listening and sentiment analysis tools to help bolster and
40、 improve customer listening and action.Marketers are also hoping to close the measurement gap by bringing in even more technology as 51 percent will turn their stack expansion and investment to onboard new marketing performance measurement tools.Revenue is the real measure of marketing success.Accor
41、ding to 62 percent of respondents,it is the top measure.But aside from understanding that bottom line is,quite literally,the bottom line,marketers may be missing an opportunity to strengthen their position specific to the measures that matter to the business as too many focus on whats most important
42、 to marketing and demonstrate a myopic focus on campaign performance.Copyright CMO Council.All Rights Reserved.201812REPORTTURN UP THE VOLUMETOP MEASURE OF SUCCESS62%REVENUE AND BOOST to the bottom lineWhile marketers across Europe overwhelming agree that revenue is the top measure of per-formance,w
43、hat lies just below reverts back to a retelling of campaign performance.Rather than tracking opportunities to further boost lifetime value via increased engagement or increases to upsell and cross-sell,brands are looking to reinforce a singular message:What we are pushing is working.This view is rei
44、nforced by the fact that just under one in four marketers believes that social buzz tracking positive discussions is a top measure for the business,when in real-ity buzz tracking,while a great barometer for campaign success and performance,is just the tip of the social iceberg and all that it can re
45、veal about sentiment,behavior and real-time needs and expectations of the cus-tomer in the customers own voice.53%Customer satisfaction38%Campaign Metrics24%Increases to positive sentiment around product,brands or business9%Shortened selling cycles 13%Increased repeat engagements21%Upsell and Cross
46、sell gainsMARKETING PERFORMANCE METRICSBUSINESS GROWTH METRICS Copyright CMO Council.All Rights Reserved.201813REPORTTURN UP THE VOLUMECONCLUSIONSocial media,the struggles with customer listening and marketers challenges with amplifying the voice of the customer are not new issues.Marketers,struggli
47、ng to reach the relevant and actionable data that can provide real-time context and intelligence into the micro-moments of customer needs and opportunities,have fought long and hard to bridge gaps across people,process and platform.SO WHY IS THIS MOMENT IN TIME SO CRITICAL TO SHIFT FROM THE STATUS Q
48、UO?SIMPLY:THE CUSTOMER DEMANDS IT.In consumer research conducted by the CMO Council and SAP Customer Experience of North American and European consumers,the demands and consequences of inaction were abundantly clear.First and foremost,consumers expect value to be delivered at every step of a custome
49、r experience.For their part,consumers do not have an unrealistic definition of value.Value is something that saves money,something that saves time,or something that aids,enhances or betters their lives.Corporate-controlled social spaces that just push out messages are not part of the value equation.
50、Copyright CMO Council.All Rights Reserved.201814REPORTTURN UP THE VOLUMETHE CONSEQUENCE FOR INACTION IS THAT THE CONSUMER WILL WALK AWAY FROM A BRAND,TAKING THEIR WALLETS,LOYALTY AND DATA WITH THEM.How do we begin to shift the power of listening away from gathering what is easy in passive or corpora