Frost Radar™：2024年亚太地区的客户体验管理

Authored by: Sherrel Roche A Benchmarking Systemto Spark Companies toAction-Innovation ThatFuels New Deal Flow and Strategic Imperativeand Growth Strategic Imperative Factors Creating Pressure on Growth •Organizations recognize the importance of CX but need help in service delivery. Striving for excellent CX isa strategic component of every organization’s sustained business growth as they realize the significance of delivering superior CX as a competitive differentiator. Frost & Sullivan’s recent global survey found that65% of IT decision-makers are improving CX as their number-one business objective over the next year.Organizations face an uphill task of managing CX as customer interactions are no longer straightforward •Balancing cost efficiency and value creation. Providers strive to balance cost efficiency and value creation in an increasingly competitive environment. They must address client organizations’ challenges inproviding high-quality CX services and delivering the best outcomes and ROIs for their customers. Strategic Imperative Factors Creating Pressure on Growth •Value enhancement through digital transformation. Adopting a digital-first mindset is transformational forproviders and their clients to maintain competitiveness. Such adoption empowers providers to shift fromlegacy models to an innovation-led approach suitable for evolving digital-first customer expectations.Providers leveraging AI/ML and automation efficiently deliver smarter, more personalized, and seamless •Focus on data security and compliance. Data security and compliance are essential in a data-centric worldand, therefore, necessary for the CX management industry as a regulatory requirement and foundationfor customer trust and business resilience. Organizations must proactively navigate and adapt to the intricate landscape of global data protection laws while embedding advanced security measures and a Strategic Imperative Factors Creating Pressure on Growth •Focus on employee experience (EX). In today’s operating environment, prioritizing employee satisfactionand engagement is crucial for CX management service providers, as it directly influences the quality of customer interactions. Engaged and skilled employees are likelier to provide exceptional service, leadingto better customer satisfaction, loyalty, and business results. Amid ongoing talent shortages and high •As customer interactions become more complex, providers need highly skilled, engaged employees todeliver the intended outcome. With the war for talent, service providers must differentiate themselvesthrough positive cultures, continuous skill development, and employee value propositions to win and •Strategic partnerships and collaborations for a robust CX ecosystem. Forming strategic alliances andcollaborating with technology providers (including start-ups), educational institutes, and other relevantorganizations is pivotal to fostering innovation and building a robust ecosystem. Establishing a Strategic Imperative Factors Creating Pressure on Growth •Collaborative efforts help enhance the quality and effectiveness of CX services and open avenues forshared knowledge, leading to innovative, customer-centric solutions that address evolving market needs •Sustainability and social responsibility. Considerations around environmental, social, and governance(ESG) have become an essential facet of the CX management services discussion for organizations. More companies seek to integrate sustainable practices into their CX operations, aligning with corporatesustainability goals and often seeking provider guidance. There is a growing emphasis on ethical outsourcing, which ensures fair labor practices and contributes positively to local economies. Failing todemonstrate strong ESG practices and commitments could negatively impact a provider's ability to win Strategic Imperative Factors Creating Pressure on Growth •A perfect mix of globalization and localization. The interplay of global scale/presence and local expertise/delivery capabilities is critical for success in the CX management industry. A proven global service delivery model is essential to catering to a diverse, global client base. It ensures that services are accessible andefficient across different geographies yet able to cater to specific regional and cultural nuances, including Growth Environment •The Asia-Pacific CX management services industry generated revenue of $40.50 billion in 2023and is poised to reach $55.01 billion by 2029 at a compound annual growth rate (CAGR) of5.6%. Digital transformation and technology adoption across industries create new customer •Organizations recognize the importance of providing contextual, proactive, seamless, andpersonalized experiences to stay competitive and relevant in their segments. This shift brings •Delivering good CX is complex. Customers demand more sophisticated solutions, drivingdemand for CX management service providers. While self-