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

i1.口intentCustomerinteractionsarenolongersimple.Althoughthetraditionalcustomerbuyingjourneystillholdstrue,today'scustomerschannel-hopandoftenleaveatrailofirregularengagementpatternstoodifficultformostbusinessestotrackandkeepupwith.Asaresult,customerintentismisinterpreted,andthecustomerexperiencefallsshortofexpectations.Imaginethefollowing:acustomerbuysaphonefromaparticularretailerandencountersdifficultiesduringtheactivationprocess.Momentsafterunsuccessfullytryingtoresolvetheissuewithcustomerservice,theyexperiencesomethingthatonlyexacerbatestheirfrustration:theyreceiveanadforanewphonefromthatsameretailer.Clearlythere'sadisconnectwithintheorganization.Butisitpossibletopreventthistypeofinsensitivemarketing?Mostbrandstrytopredeterminethestepscustomerstakeontheirbuyingjourney:theydrawastraightlinefromwherecustomersexploreadesiredproducttowheretheypurchaseitandproceedtowardfulfilmentandbeyond.Butinreality,thisjourneyisn'teasytopredict.Thecustomercanstartthesamejourneyinmanywaysand,asnewchannelsgetintroduced(thinkmetaverse,thinksocial),they'reofferedmorealternativeroutes,whichaddsevenmorecomplexity.Additionally,theinfluenceofdigitaltechnologieshasempoweredcustomerswitheasieraccesstothingslikereviewsandrecommendations.Thisabundanceofinformationsignificantlyimpactstheirengagementwithabrandastheyseekvalidationandsocialproofbeforepurchase.ComingtogripswiththeumessymiddlenIt'ssafetosaythatthecustomerjourneyisnowanon-linear(attimesaimless)unpredictablesquigglylinethatcrisscrossesbetweenphysicalanddigitalworlds.Customers'reasonsforengagingwithabrandcanchangeatanymoment,sothejourneythatgetsthemtowheretheywanttogoisoftenamulti-tripmulti-stopaffairfilledwithuncertaintyandevolvingmotivations.Thisspace,wherecustomersnavigatethroughvarioustouchpointswhileconsideringmultipleoptions,hasbeencoinedthe"messymiddle"byGoogle.It'saconvolutedandcomplexarea,whereonejourney'sprematureendmarksanother'sbeginning.ApathcustomersembarkonmayfollowaseriesOftwistsandturnsastheirintentistriggeredbymanyeventsandspur-of-the-momentbehaviors.Forexample,todayacustomermightsetouttodiscoverandpurchaseanewproductbutalongthewaymightgetdistractedandendupinvestigatingwhereapendingorderisorcontactingcustomerserviceaboutarecentnegativeexperience.Thiscustomercyclekeepsrepeating(thoughtheengagementpatternswillvaryindustrytoindustry)-theymightbuygroceriesdailytoweekly,fashionweeklytomonthly,andinsuranceannually.Whilenewtechnologyhasgivenbrandsthemeanstoidentifywherethatmeanderinglineofcustomerambitionisatanymoment,brandsstillhavetroublerespondingwithrelevantactionstoalwayskeepcustomersona*,happypath.”Whyisthat?Whatisthehappypath?Thehappypathreferstothebestroutethatleadsacustomerdirectlytowheretheywanttogowhenengagingwithabrand.Basically,it,saseriesofstepsthathelpsthemcompleteadesiredgoal-quicklyandnveniently.Whencustomerssetoffonthejourneyofcompletingsomething,thereareusuallylotsofindividualmomentsalongtheway.Thesehaveahabitofknockingthem。仟course:theoriginallyplannedhappypathmaygettemporarilyreplacedwithadifferentone.Thenitmayhappenagainandagain.Butthat,sokay.Aslongasthenewpathisclearedofallobstaclesanditsendisinsight,thehappypathwillremainhappyregardlessofwhichjourneyandchannelthecustomerison.The"happy"partmayseemmisleading.AccordingtoForrester,manycompaniesgetemotionwrong.Ratherthandesigningexperiencesbuiltonabroadspectrumofemotions,theyequateemotionwithdelight.Moreover,contrarytoconventionalwisdom,makingcustomershappydoesn'talwayscorrelatewithmakingthemloyal.Customerexperience(CX)prosneedtocombineknowledgeabouttheemotionofdifferentcustomersandjourneyswiththemomentsthattriggeredthem.Theyneedtodeterminewhatsparkedandshapedotheremotionslikenfidenceanddisappointmenttomakecustomersfeelunderstoodandrespected.,J7heEmotionsAndMomentsInTheCustomerJourneyThatReallyDrive1.oyaltyForresterBroadenTheSpectivmOfEmotionsAndMomentsThatMatterInYourJourneys,January19th,2022,JoanadeQuintanilha,VP1PrincipalAnalyst:linkIntegrationinsteadoffragmentation【刁Multichannelmarketingstrategy:Strengthencustomerrelationshipsandalignmultichannelmarketingmixeffortstodrivebusinessgoals:linkManybrandshaven'tyetdeliveredonthepromiseofdynamicandadaptiveomnichannelexperience.Gartnersaysthat,despitehighambitions,over90%cannotseamlesslyconnectmorethanthreechannelstogetheraroundabuyingjourney*】Theyinsteadresorttoasiloedmultichannelapproachthatdoesn'tfactorinvaluablecross-channeldatainnext-bestdecisions.Itmeansthat,althoughtheymayknowwhereacustomerisatanygiventime,theyhavetroublefiguringoutwherethatcustomerhasbeen.Thispreventsthemfromputtingthatknowledgetogoodusetosupportthecustomer.Theylackthebiggerpictureand,consequently,respondinawaythatoftenleavescustomersbaffled.AccordingtoSalesforce,56%ofcustomerssaycompaniestheyinteractwithdon'tnsidertheirpersonalpreferencesandpriorinteractions.Thisisriskyassometimesoneill-timedmessageoractionmaybeenoughtoflipacustomer'sperc