通往全渠道客户参与的道路

Contents Setting the Stage3 Methodology and Demographics The Current State of Omnichannel Engagement: Digitised but Not Orchestrated6 The Identity Crisis: Data Integration as the Structural Bottleneck8 The AI Paradox: Automation at Scale, Intelligence in Scarcity10 The Insight-to-Impact Gap: From Reporting to Real-Time Execution Wrapping Up13 Rethinking the Customer Journey: Making Omnichannel Work for Your Business(Produced in partnership with Intradiem)14 Next Steps? The CCW Europe Summit17 About CCW Europe Digital18 Setting the Stage For nigh on two decades, driving omnichannelexcellence has been the prevailing mandate incustomer strategy. Organisations have investedheavily to effect integration between their physical anddigital worlds – enabling customers to research onlineand purchase offline, to browse in-store and fulfil viaan app, to engage through chat before escalating tovoice. These advances have undoubtedly createdvaluable opportunities for connectivity. This is about boldly reconceiving the CX standard. True omnichannel proficiency today is no longerdefined by the presence of multiple channels ina brand ecosystem, or even by basic integrationbetween them. It’s defined by the ability tochoreograph context, intelligence, and actionseamlessly across every interaction in real time.That requires a combination of connectivity andsystemic coherence. And at this inflection point,a widening maturity gap is emerging. Yet – and it’s a big yet – most customer journeysremain structurally linear, anchored to discretechannels rather than liberated from them. Customerexpectations have moved beyond this model. To be sure, omnichannel ambition is pervasive,but only a limited subset of organisationshas the capabilities needed to convert it intooutperformance. Most are confined to upgradingand modernising isolated touchpoints withoutfundamentally redesigning the end-to-endcustomer journey. They have implementedautomation without embedding predictiveintelligence. They have digitised interactionswithout re-architecting identity, governance,and accountability structures to supportorchestration at scale. Indeed, the new paradigm of engagementnecessitates evolution from the status quo. Astechnologies redefine the art of the possible anddata networks become increasingly intertwined,individual touchpoints must develop abovestatic nodes in a single distribution path intointelligent, dynamic portals – moments capableof simultaneously informing, transacting, anddeepening the customer relationship. Setting the Stage Breaking through this omnichannel maturity plateauhinges on reframing omnichannel from a channelstrategy to an enterprise-wide system designimperative. The consequences are now economically material. Expanding touchpoint functionality and risingcustomer demands are compounding complexity.Each additional channel introduces more data andmore decisioning. Without unified identity and real-time intelligence, that complexity overwhelms ratherthan differentiates. Incremental channel optimisationyields diminishing returns. Costs persist. Frictionaccumulates. Competitive advantage deterioratesquietly. It relies on: Treating unified customer identity as foundationalinfrastructureEmbedding predictive and proactive AI intojourney orchestrationAligning cross-functional teams around journeyaccountability and economic outcomesMoving from retrospective reporting to real-timeperformance steering The organisations that make this shift will do morethan improve service efficiency. They will redefine theengagement landscape – turning operational signalsinto anticipatory action, and converting experienceinto measurable growth. This report examines the maturity gap in detail –revealing where capability lags ambition, what mustchange, and which investments will define the nextgeneration of CX leaders. Methodology and Demographics To build this study, CCW Europe surveyed 100+thought leaders from the CCW Europe community. Allpioneers in their respective fields spanning customercare, support services, customer operations,customer insights, product management, and manymore, the respondents collectively came from a rangeof companies of all sizes plying their trade acrossall the major industries including financial services,healthcare and pharmaceuticals, hospitality andtravel, retail, automotive, telecommunications, energy,and government and NGO services. This is a snapshot of the respondents’ job titles: Chief Experience Officer, Chief Marketing Officer, Global Chief Product Owner, Chief TechnologyOfficer, Chief Customer Operations Officer, Marketing Director, Customer Care Director, SeniorDirector of Loyalty & Partnerships, Global Digital Marketing Director, Group Head of Value Proposition,Global Head of CRM, Head of Marketing Enablement, Head Of Customer Experience, Head ofCustomer Analytics, and Head of eCommerce and Digital Transformation. The Current State of Omnichannel Engagement:Digitised but Not Orche