Sydney, Australia – Multinational tax services company H&R Block in Australia has appointed InMoment, the experience improvement (XI) software and solutions company, to be its customer experience improvement partner.
H&R Block deems to be the leading tax services company in the country, providing advisory on income tax returns, tax preparation, and refunds.
The partnership aims to expand H&R Block’s current Voice of the Customer (VoC) program, with the goal of understanding exactly what customers want and expect. The new program will include listening posts across critical moments in the customer journey. By gathering solicited and unsolicited feedback, as well as using text analytics data from InMoment and its XI technology, H&R Block will unlock richer customer insights, to employ more innovative ways to deliver an improved digital experience for customers.
According to H&R Block, they are committed to differentiating themselves by deep-diving into each customer’s experience along the process of preparing taxes. It plans to push industry boundaries and proactively meet customer’s needs in an evolving, digital-first world.
H&R Block’s Managing Director Brodie Dixon said, “Our primary goal is to provide the very best customer experience possible on every visit. Whether you visit one of our stores or engage in our digital services, we believe a strategic differentiator is our focus on continual experience improvement.”
Meanwhile, David Blakers, the managing director of InMoment APAC, commented, “This partnership is special to me on a personal level as I trained as an H&R Block tax consultant for my first proper job. We are so excited to partner with this iconic brand and see the industry as a whole turn toward being more customer-focused.”
Singapore – As customer experience (CX) company Astute Solutions and digital marketing company Socialbakers recently announced a merger of their business entities, both companies have announced the brand launch of Emplifi, which will be catering to a middle ground of services centered on CX strategies for digital marketing purposes.
Emplifi will give organizations the tools they need to connect social media marketing, customer care, and social commerce to address critical customer experience gaps. Its entry into the CX scene comes with a whole list of existing clients from both Astute Solutions and Socialbakers such as McDonalds, Delta Air Lines and Ford Motor Company.
According to both companies, Emplifi was born out of the need to better connect brands and their customers. With constant shifts in consumer behaviors and rising customer expectations across channels, brands need a unified approach to customer experience management. Consumers now prefer instant convenience and speed as evidenced by a surge in interest in social shopping, social care, and digital self-service.
Mark Zablan, CEO at Emplifi explains that the brand reflects the company’s mission to help their customers better empathize with their customers and amplify their brand experiences – wherever they might be.
“Customer expectations are shifting fast and brands need to be able to respond quickly with powerful, empathetic experiences. As customers turn to more social and digital means to connect, communicate and transact, Emplifi is well positioned to help brands succeed today and scale for new channels tomorrow,” Zablan said.
The brand launch comes in timing as the social commerce industry in particular has exploded, as social media orders in Singapore, Thailand, Philippines and Vietnam more than doubled in the first half of 2020. According to data from Bain & Co, social commerce accounted for 44% (US$47.96b) of Southeast Asia’s US$109b e-commerce revenue last year.
Meanwhile social media videos have emerged as a key channel for product discovery. Almost 8 in 10 Southeast Asians watch videos on social media while 66% have created or interacted with videos on these platforms. This has led to a rise in live-stream shopping in the region. According to iKala, the share of retailers who used live-selling techniques increased nearly 13% to 67% between the first and second quarter of 2020.
Lastly, brands have taken notice and are doubling their social media ad spend. In Q1 2021, marketers spent 60% more on Facebook and Instagram advertising globally as compared to the same period last year. The growth in ad spend has led to an increase in ad costs. In Southeast Asia, ad costs grew by as much as 66% year-on-year.
Singapore – Most organizations in APAC fail to meet consumer expectations around login technology, highlighting how a login box can impact the user experience of a brand, new findings from global modern identity platform Auth0 and market research company YouGov.
According to the study, consumers across APAC want significant choices in login technologies. About 51% of APAC consumers surveyed say they are more likely to sign up for an app or online service if a company offers Multi-factor Authentication (MFA), while 52% are also more likely to sign up if a company offers Single Sign-On (SSO) – using a single ID and password for multiple related services. This was followed closely by demand for biometrics with 47%, social logins with 42%, and passwordless logins with 40%.
The study found that most APAC businesses don’t offer these login options, despite the demand, and general frustration with using traditional passwords. While 45% of businesses across the region surveyed do offer SSO capabilities, less than one-third offer MFA (31%), biometrics (28%), social logins (37%), or passwordless (22%). Across the six markets surveyed, namely the UK, France, Germany, and Australia, as well as Singapore, and Japan, about 11% of the IT and marketing decision-makers said they don’t offer any of these login technologies.
On the other hand, looking at the international comparison, APAC organizations are ahead of their European counterparts in offering technology such as social logins, biometrics, and MFA. Australian and Singaporean businesses are twice as likely to use biometric login, with 34% of IT and marketing decision-makers surveyed saying their companies currently offer customers the ability to log in with the use of biometrics, compared to Germany with 17%, France with 14%, and the UK with 14%.
Auth0 APAC’s General Manager Richard Marr commented that consumers want to use digital services, but if the login process is clunky or frustrating, they will take their businesses elsewhere.
He further shared that with the proliferation of online threats, organizations are challenged to find the right balance between ease and security, and it’s really an ‘aha moment’ when they realize how identity management can help.
“MFA and SSO are still relatively new technologies for the vast majority of organizations, and developing biometrics or passwordless is a heavy lift. With a modern identity platform, businesses can not only offer the easiest and most secure user experience possible, but they can also experiment with different login options to find what works best for their audience,” said Marr.
Auth0, recently acquired by Okta, is an organization that provides a modern identity platform that helps organizations meet the security, privacy, and convenience needs of their users.
‘The Login Experience Customers Want’ study was conducted online last 23 February and 1 March 2021, questioning more than 8,000 consumers and 1,200 IT and marketing decision-makers who work for businesses that offer an app/online service to customers.
Retailers across the globe were already facing challenges engaging with the increasingly digital consumer when the global pandemic hit. The sweeping lockdowns and movement restrictions only made the problem worse. Analysts predict that more than 100,000 stores will shut down by 2025 in the United States alone and retailers across the globe are experiencing disruption in the way they’ve connected and engaged with consumers in the past.
The only way to thrive in this environment is to take a connected retail approach through omnichannel engagement. Retailers can no longer remain purely online or offline players and need to stay in step with customers across multiple touchpoints. This also means brands need to rethink their engagement and communication strategies to acquire, engage, and retain customers in this context. In the process, they must ensure that every touchpoint delivers a consistent, convenient, and continuous experience to the customer.
According to IDC, an omnichannel experience can improve the customer’s lifetime value (LTV) by 30% and customer retention by 90%. These experiences are vital to recognize user behavior across multiple channels. They also magnify user actions to grow ‘micro-conversions’, the ‘wow’ moments that nudge shoppers towards a purchase, such as following a brand on social media or adding an item to the cart or wishlist. At the same time, connected experiences can highlight critical user moments to lower drop-offs.
For example, if you were in a physical store and couldn’t find the staff to help you with questions about an item, eventually you might put it back on the shelf and leave. The same can happen online if brands are not present for these moments. Finally, connected experiences allow for relevant, personalized communications across channels and a boost to LTV through loyalty programs.
A connected experience is more than just having multiple channels of communication. Gartner defines a connected experience as one during which customers can shop without any channel limitations. Customers can choose their preferred channels for purchase; how they’d like to pay; and how they’d like to obtain the items.
How can retailers create this kind of unified experience and transform brick and mortar customers into digital ones?
Before retailers start implementing a connected customer journey, they need to have a clear blueprint of how to implement it and assess preparedness. A one-size-fits-all approach could fail. A connected experience strategy can be divided into three stages: crawl, walk, and run.
Crawl: The most basic stage where foundation building happens. This is where brands and retailers understand the things that work best for customers such as typical user events and the triggers for them. The key objective in this stage is to initiate communication with customers. An example of this in practice could be sending a personal message to thank someone for following you on social media and sharing a link to your website.
Walk: With the triggers identified and messaging refined, the next stage is to connect the dots across channels. Steps in this stage are creating separate messages for acquisitions, retention, and engagement across each channel; knowing what action you want the customer to take and selecting the trigger for it (e.g., a push notification); and developing an alternate plan in case the customer proceeds in a different direction.
Run: This is when retailers begin to focus on long-term relationships. You should now be in a place to better leverage data to trigger personalized campaigns. If you are seeing strong engagement, now is also the time to introduce a loyalty program and collect feedback post-purchase. Examples of these activities could be focused campaigns for special occasions; unique offers and incentives based on past purchases; or offering promotions that can be redeemed at nearby stores.
Once you know how to build a connected customer journey and the stage you are in, the next step is execution using engagement workflows. It’s crucial to have workflows mapped across the customer journey, i.e., from micro-conversions (link clicks/page visits) to macro conversions (purchase).
Retailers need to carry out a series of activities to engage customers throughout their journey, from the time they register on an app or website to the time they add items to a wishlist or complete a purchase. However, the journey doesn’t end here. The process must be repeated for each new or existing user, every time they become active on your app or website.
Best practices for creating engagement workflows include analyzing micro, ‘intent-rich’ moments to create connected journeys; segmenting by tags, events, and actions; creating workflows by deploying user event and activity conditions, and setting touchpoints using the most suitable channels for each customer segment and the point they are at in their purchasing journey.
With some insight into how to create workflows for the different stages that customers might be in, it’s time to implement. Before retailers begin, they should keep the following in mind for the best chance of success:
Set KPIs and goals based on workflow rationale: No two customers are alike. If one is in the onboarding stage, another is in the retention stage, so each workflow will need to be measured by different key performance indicators (KPIs). For example, your goal for onboarding customers could be to increase first-purchase transactions. On the other hand, your goal in the engagement phase could be to nudge customers to purchase again. The goal for the customer advocacy workflow could be to collect more feedback from customers. Focused KPIs for each of these goals will allow for better planning.
Delegate to team members: Although the marketing workflows automate processes, some functions should be delegated to team members to improve the campaign’s outcome. For example, different team members can monitor different campaigns and deliver actionable insights on how to meet goals. When team members know exactly what they need to focus on, there is less confusion and more clarity about how to achieve the desired outcomes of the campaign.
Revise workflows with a similar rationale: Remember to review campaigns periodically – weekly, monthly, and quarterly- to measure performance. Customer needs may change during the process of implementing the workflow and you can revise your workflows to integrate any new insights that you gain that could improve the outcome of your campaigns. You can also do an A/B test to know if a campaign performs well before implementing the workflow completely. However, ensure that the revised workflow does not disrupt the customer experience in any way. As is the goal with all customer interactions, it should be hassle-free and frictionless.
The digital era has placed even more emphasis on the customer experience. Gone are the days of customer service with a smile. Today, retail customers want clear communication and control of their shopping experience. For retail brands, this means that there is more pressure than ever before to deliver crisp, rewarding, and connected experiences. Taking a comprehensive approach to your digital outreach strategy and investing in the tools that streamline this process will ensure your success in the near term and beyond.
Singapore – Despite last year’s nature of culminating businesses to turn their pivots digitally, Singaporean businesses have instead created a gap between them and their customer base in terms of customer experience (CX) strategies, new study from software company SAP shows.
In its APAC-centric study, SAP notes that Singaporean businesses fall short of expectations by as much as 28% when it comes to being customer-centric, behind the APAC average of 21%. Furthermore, only half (55%) of consumers in Singapore stated that brands here are able to resolve their issues after three interactions.
SAP focused in its study the existence of key gaps as identified from the study included customer centricity, personalized experiences, openness in privacy and data control, as well as sustainability and ethical behaviour.
About three in five consumers in Singapore are now expecting brands to be purpose-driven, going beyond profits and transactional relationships, to demonstrate trustworthiness, empathy, shared values, and care for society.
Singapore consumers surveyed indicated a gap between their expectations and actual experiences on this front, in areas such as brands respecting the rights and welfare of their workers (80% vs 67% in APAC), treating suppliers ethically (76% vs 56% in APAC), actively work to reduce gender and racial inequality (73% vs 55% in APAC), and not engage in anti-competitive behaviour (70% vs 54% in APAC).
“While it’s positive that brands in Singapore have adapted quickly to the pandemic by tapping on digital tools and turning to e-commerce, customers still expect brands to deliver on the basics – this means providing them with positive experiences and swift resolution of issues,” said Peggy Renders, general manager and senior vice president at SAP Customer Experience in Asia Pacific & Japan.
The study also noted that local businesses were found to be lacking include responsiveness within 24 hours to customer queries (78% vs 51% in APAC), acting on customers’ feedback to improve products and services (84% vs 58% in APAC), resolving issues in less than three interactions (83% vs 55% in APAC), having a reward programme customised to their interests (81% vs 54% in APAC), and offering innovative or better ways to serve customers during COVID-19 (86% vs 65% in APAC).
In addition, delivery endeavors were among the most dissatisfied areas for those surveyed, with 82% of Singapore consumers expecting brands to provide timely and accurate delivery options they could trust, but with just over half (59%) saying this was met in reality. The dissatisfaction over quality and reliability of delivery services especially significant for local supermarkets, where just 55% of Singaporeans mentioned they received trustworthy delivery services (vs 80% expectation).
Proactiveness in engaging customers was another area cited as an area of improvement, with just around half of Singapore customers shared that brands are actively updating them on relevant specials and new products (56%), is proactive in anticipating their needs and wants (55%), and provides tailored suggestions based on their purchase history and preferences (50%).
Being intuitive mobile natives, Singapore customers also want brands to provide omnichannel experiences that enable their lifestyles, expecting brands to provide them with a network of physical and online stores (76%), have easy to transact options across multiple channels such as online to in-store (81%), yet still provide a consistent experience irrespective of channel (82%).
“It is sobering to know that despite all the efforts businesses have put into digitalisation over the past year, fundamentals around customer centricity are still not being met in Singapore. There is clearly an urgent need for brands to humanise the gap between digital actions and the heartstrings of consumers,” Renders added.
Having transparency and control over their data and orders is also a key area brands are falling short on, with Singapore consumers highlighting shortfalls in having full transparency over how their personal data is being used (35% gap), security of their private data and not sharing it with third parties (33% gap), only obtaining private data from customers to serve them better (25% gap), and making it easy to track their orders and queries (23% gap).
Despite the negative light, Singapore brands fair slightly better than the APAC average on the expectation-experience gap, in the areas of whether brands look for new ways to recycle and reuse products, packaging materials and materials (12% vs 18% APAC gap), having specific policies to reduce and report carbon emissions (10% vs 14% APAC gap), and having a strong focus on sustainability and ethics in sourcing and selling their products (4% vs 10% APAC gap).
“The pandemic has laid bare the criticality of the customer experience in our hyperconnected world today. The key to sustainable growth in a post-COVID world lies in the right solutions and leadership that transform the customer experience. As a future-forward nation that is home to the region’s leading businesses, brands in Singapore have a golden opportunity to transform to give customers exactly what they want, and when they want it, in a future that is entirely digital,” Renders concluded.
Shanghai, China – Midea, the global appliance manufacturer headquartered in China, has announced its upcoming state-of-the-art virtual factory – the Midea Thailand Smart Factory – and it has partnered with creative technology company MediaMonks to create an innovative immersive experience for Midea’s customers.
MediaMonks was named partner during this year’s Midea RAC (Residential Air Conditioning) Online Canton Fair, with the aim to deliver richer, and more interactive experiences to consumers, and to give greater clarity and understanding on its brand, vision, and products. The smart factory is only one of the two main projects that the two are working on, with the other being the Midea Vision or what is also called the M-Vision project, a digital interactive platform. Both aim to demonstrate Midea’s strong vision for the future.
On the smart factory in Thailand, MediaMonks utilized a WebGL experience to provide customers with all aspects of its construction. To give them a comprehensive view of the innovative construction process, MediaMonks came up with the idea to create a virtual tour to this ‘future factory’. Customers are able to freely explore the facets of the factory online and get a deep understanding of its key features and highlights.
According to Technical Director for MediaMonks Shanghai Ron Lee, the virtual factory environment was achieved with the combination of aerial and ground photography footage built upon a 3D modelling technique called photogrammetry.
“On the fly through experience, we enabled our digital visitors to navigate across a 3D modeled factory represented in the clean, modern aesthetic of minimalism,” Lee said.
Lee further explains that visitors can now explore interactive hotspots. Alongside the archived time lapse videos, customers can choose to watch a live camera feed for a real-time look at the factory’s construction, and finally, a dedicated news tab keeps customers up to date with relevant information.
Ramzi Chaabane, also a head of strategy for the Shanghai team, said, “The factory of the future is characterized by the integration of digital technologies into manufacturing processes. The ‘smart factory’ – or Factory 4.0 – aims to achieve further competitiveness and will rely on the convergence between the industrial and digital worlds.”
“This is hinged on existing tools and creativity – sensors, automation, big data, IOT, cloud computing – being propelled, and the arrival of new activities in energy, green products, robotics, molecular biology, genetics adding value and innovation to marketing. This thinking will empower Midea and its partners and help future-proof and create lasting business impact,” Chaabane adds.
Meanwhile, the Midea Vision, which is under the air conditioning line of Midea, is a digital interactive platform, which will be the integrated home to all the latest RAC and Light Commercial Air-Conditioner (LCAC) products, as well as core technologies, branding, manufacturing and company information. It will also be including the RAC Canton Fair virtual center, enabling Midea RAC to connect all global business customers closely by utilizing a cutting-edge AR product launch event, interactive live streaming and immersive product experiences.
“Midea is a category leader when it comes to R&D, manufacturing, and shipping to name a few. The ambition is to build a solution to solve ongoing business challenges and pave the path for the future. The core of what we try to deliver is to allow users to have more discovery moments and information touchpoints to create a seamless experience,” said January Zhang, head of marketing department at Midea RAC OSC.
As part of the efforts with Midea Vision, MediaMonks will also be building Mia – Midea’s holistic AI solution – which will help solve a host of business challenges. In the near future, Mia is targeted to be a tech that helps achieve a variety of things not seen before, such as knowing customer insights and applying them on behalf of every user to improve R&D, and engaging directly with customers and managing manufacturing, shipments, logistics and production lines to improve the sales experience.
Midea Vision is already live and Mia 1.0 has already been launched this month. Meanwhile, the Thailand Smart Factory is slated to open in October 2021.
Australia – Our automobiles do a lot of things for us – they make life a ton easier. Add to that, that cars are a big-purchase item, regardless whether of some lucky spin of fortune, a car has been gifted to you or one that you bought with your hard-earned money – it no less took a hefty amount to obtain. Which is why, it isn’t surprising that a lot of owners ‘baby’ their autos; and just this recently, global vehicle brand Hyundai in Australia, in particular, has revamped its customer platform ‘MyHyundai’ to sing along to wheel enthusiasts’ tunes.
Hyundai Australia, together with Sydney-based creative technology agency Orchard, has redeveloped the ‘MyHyundai’ platform to take the brand’s customer experience (CX) a notch higher. ‘MyHyundai’ is the car maker’s customer service platform that lets Hyundai car owners manage their servicing needs such as service booking, vehicle management, service history recording, and also serves as a means to place a call for roadside assist or just simply any help on demand.
At the heart of the new ‘MyHyundai’ platform is the call for personalization. Within the platform are helpful and informative content that add to customers’ auto quotient to become better car stewards. The profile that a registered user will create will serve as the basis of the content that will appear in his or her own experience of the platform. Not only that, in the bid of Hyundai to create an even more engaging CX, it has also gamified its navigation, where Hyundai presents tasks and grants ‘trophies’ for every completion.
The Digital & CRM Marketing Manager of Hyundai, John Duff-Gordon, commented, “We are confident that the new owner portal will create a meaningful space for Hyundai to connect with customers. Improving the ownership experience is incredibly important to Hyundai by making it more convenient, rewarding, and intuitive. Our aim is to make the joy of buying a new car last longer. This is just the start of reimagining what the future of ownership looks like.”
What’s even more interesting with the platform is that it lets customers create nicknames for their units and lets them add cars to their ‘garage’.
Andrew Antoniou, managing partner of Orchard, said that in collaboration with the brand, they had wanted to develop an integrated digital experience that gives more rewards, support, and most importantly, more convenience to Hyundai customers.
“Ultimately, the MyHyundai portal makes owning simpler, and belonging, more rewarding,” commented Antoniou.
This isn’t the first time the two have collaborated on the automobile brand’s CX in Australia. Prior to the portal, Orchard has also developed an AR experience for Hyundai in the mid of social distancing measures. The AR experience was delivered across Hyundai’s most popular vehicles such as the Tucson, Kona, Venue, and i30, and Santa Fe, where customers were able to browse and ‘try’ models such as configuring their colors, place the car into their driveway, and most importantly, booking a test drive.
Currently, the new ‘MyHyundai’ is exclusive to Australia and is only available on a web-based app. Users can visit through https://www.hyundai.com/au/en/owning/myHyundai.
Jakarta, Indonesia – Digital payment solution AsiaPay has partnered with Qiscus, a multi-channel conversation platform, to simplify digital payment processes for customers through the provision of a chat and call/meet software development kit.
Through the partnership, AsiaPay aims to extend its digital payment transaction services through conversation commerce via chat for its merchants’ customers which will enable businesses in Asia to accept digital payments through chat platforms so that customers can make direct payments to them easily and practically anytime.
To customers, it further addresses the trends of making purchases during conversation, as customers find it simpler and more convenient. To merchants, it also helps businesses meet the challenges of changing customer behaviors with enhanced customer experience.
According to Joseph Chan, CEO at AsiaPay, the partnership recognizes the greater need of businesses to digitize their presence, especially as the pandemic brought to many companies unprecedented challenges, and has accelerated growth of volume and variety of digital interactions between customers and businesses.
“We are excited to partner with Qiscus to help drive conversational commerce and engage with consumers where they spend their digital lives on messaging platforms. This multi-channel chat enables entirely new experiences, and brings new sales conversion of merchants in Asia with online chat conversation. Besides, it provides merchants with flexible payment alternatives,” Chan stated.
Meanwhile, Delta Purna Widyangga, CEO at Qiscus, said that their partnership with AsiaPay will help synergize the need for chat-based transactions in particular sectors, such as retail, insurance, hospitality, and others.
“Additionally, we are looking to include AsiaPay as our partner in their customer experience ecosystem. The Qiscus CX Ecosystem is a marketplace that allows existing Qiscus customers to choose a payment option provided by AsiaPay. Qiscus also expects to move forward with AsiaPay towards enabling a chat-based payment mechanism where sellers and buyers can transact seamlessly via a Conversational UI in a simple process,” Widyangga added.
Manila, Philippines – Cebu Pacific, one of the largest airlines in the Philippines, has announced that it will now be discontinuing its CEB PH call center, starting 1 May 2021, to make way for a more contactless and self-service customer experience.
According to the airline, the move to drop the hotlines is in line with its mission to speed up its digital transformation and to further accelerate the improvement of its overall customer experience.
Cebu Pacific has taken great strides in its customer service in the past recent years in specific touchpoints such as online booking, check-ins, booking management, and Charlie the chatbot.
In 2017, it was among the first airlines in Asia to invest in an integrated facility and technology for social intelligence and customer engagement. Then the year after, Cebu Pacific introduced its very own Charlie the chatbot which enabled passengers to receive real-time answers to common queries and transactions, and since then, Charlie has been continuously improved and is now able to respond to more queries, without the passengers having to talk to an agent.
The airline shared that by the first quarter of 2021, it has noted a total of 87% of passengers maximizing the Cebu Pacific website to directly book flights.
Candice Iyog, the vice president for marketing and customer experience of Cebu Pacific, said that the company is glad to have started its digital transformation journey even before the pandemic, as they have come to rely on it in the new normal environment.
“We continue to prioritize the safety and convenience of our passengers, that is why we have accelerated our digital efforts to support contactless and self-service processes. Rest assured Charlie, along with our Customer Care team, are online 24/7 to assist everyJuan. We continue to enhance existing processes as we remain committed to empowering customers and ensuring access to the information they need anytime, anywhere, without having to call the hotline or go to a ticketing office,” said Iyog.
Singapore – Experience management (XM) platform Qualtrics has announced the launch of several customer experience (CX) oriented tools, including an XM-oriented operating system called ‘XM/OS’ which enables companies to bring together all of their experience data—what their customers and employees are telling them about their company and brand—analyze it, and easily take action.
Through XM/OS, companies can design new ways of working by listening to their employees and acting on their feedback, so they can attract and retain the best talent, increase employee engagement, and improve productivity. It also helps them use customer feedback to design the products, services, and experiences that their customers want next, resulting in decreased customer churn, increased lifetime value, and reduced cost to serve.
At the core of XM/OS are three interconnected services—XM Directory which listens to and remembers customer needs, iQ which uses AI to automatically understand what’s happening and why it’s happening among customer sentiments, and xFlow which builds a culture of action around customer and employee feedback.
“Companies that want to emerge as leaders in the future need to capture and truly understand the feelings and emotions of their customers and employees, and then act on that data to design the experiences they want next and continuously improve them over time,” said Brad Anderson, president of products and services at Qualtrics.
Other CX tools Qualtrics have launched include:
DesignXM: a powerful new research and testing platform for insights professionals, market and consumer researchers, and user experience designers. DesignXM provides these professionals with the ability to easily conduct sophisticated research, access quality market, and customer data on-demand, and make confident business decisions based on customer insights.
Experience Design Studio: includes 16 new solutions that enable any business leader across every function—product, marketing, UX, and more—to quickly and easily design new products, services, and campaigns based directly on customer feedback and input. With expert-built research methodology, pre-configured analytics, and visualizations, these new solutions make it easy to optimize every product, package, and pricing decision based on what customers are saying they want.
Market Research: Identify and Prioritize Investments Based on Customer Insights
Product Experience: Design Breakthrough Products Customers Will Love
Customer Experience: Create Loyal Customers Across Every Touchpoint
“At a time when it’s easier than ever to change providers, every business leader is trying to understand what their customers want and need, and deliver those experiences better and faster than their competitors,” Anderson stated.
He added, “The companies that thrive take an outside-in approach to designing new products and services—they’re constantly in touch with how their customers think and feel, and they act on those insights to deliver what they want now and in the future.”
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