They are more likely to be using emerging technologies and creating personalized and omnichannel experiences. They are more likely to use data to predict and anticipate consumer needs, understand lifetime value, and track customer advocacy
From a demographic standpoint, these leaders are more likely to be based in North America, be the larger organizations, and have both B2B and B2C business models. They are more likely to be found in business or professional services, financial services, and technology industries. Customer experience laggards were more likely to be smaller companies or those with an entirely B2C approach.
Unlike those identified as followers (the 53 percent with somewhat-effective customer experience practices) and laggards (the 32 percent with less effective customer experience practices), nearly all customer experience leaders have a clear and coherent customer experience strategy that is understood by all employees.
But perhaps what really sets apart leaders—and even followers—is that they believe there is no time to waste in transforming to deliver a superior customer experience. They are convinced customer experience is key to performance today, while laggards believe this will be the case in two years’ time. Thus, they have already begun the hard work of defining customer experience outcomes, developing new customer-centric strategies, and rethinking people, processes, and technologies to deliver better customer experiences and improve overall performance.