本文源引自Tom Nolle在《NICE》2024年3月28日的刊文，采用中英双语排版，由ImmersiveTranslate提供翻译支持。
Companies have lost control of the customer experiences they’re trying to manage – which is bad for both the customer and the enterprise. Taking charge of customer experience management starts with personalizing information.
公司失去了对其试图管理的客户体验的控制——这对客户和企业都不利。负责客户体验管理从个性化信息开始。
Stick the word “customer” in front of any technology initiative and you command attention. Customer experience (CX) in particular is a hot button, a set of practices, recommendations, and tools that aim to improve the way an enterprise relates to customers. The problem with CX is that it hasn’t kept up with the transformation that the Internet created. Today, many enterprises know that, and they’re increasingly focused on the “digital experience” or DX. Unfortunately, the customer experience management (CEM) element of CX hasn’t fully aligned with the modern DX thinking. Enterprises know that too, and in this blog and the next two, I’m going to talk about the CEM/DX revolution, and the positive and negative forces that are impacting it.
在任何技术举措前面加上“客户”一词，您就会引起注意。客户体验 (CX) 尤其是一个热门按钮，是一组旨在改善企业与客户关系方式的实践、建议和工具。 CX 的问题在于它没有跟上互联网带来的变革。如今，许多企业都知道这一点，并且他们越来越关注“数字体验”或 DX。不幸的是，CX 的客户体验管理 (CEM) 元素尚未完全符合现代 DX 思维。企业也知道这一点，在这篇博客和接下来的两篇博客中，我将讨论 CEM/DX 革命，以及影响它的积极和消极力量。
Good revolution stories are always grounded in the past. For both consumers and businesses, the process of buying and selling used to be fairly personal. You went to the store, pawed the goods, and bought things, checking out with human clerks. Same with banks and restaurants. Today, you buy online after researching on websites, you bank online, and you order takeout online. There’s often hardly any human contact involved, which is why many enterprises see customer practices evolving from person-to-person CX to online DX.
好的革命故事总是植根于过去。对于消费者和企业来说，购买和销售的过程过去都是相当个人化的。你去商店，扒货，买东西，然后在人工店员的帮助下结账。银行和餐馆也是如此。如今，您在浏览网站后在线购买、在线办理银行业务、在线订购外卖。通常几乎不涉及任何人际接触，这就是为什么许多企业看到客户实践从人与人的 CX 演变为在线 DX。
Of 341 enterprises who have offered me views on CX, 331 said that their customer interactions were more online than in person, if you measured either by the number of interactions or the total time spent interacting. They say that the primary reasons for this are the need to manage the human cost of commercial exchanges to boost profits, and the perceived convenience of online experiences. All 341 say that they’ve changed their customer experience management procedures to accommodate the growing online dependency, but over the last year, a growing number admit they simply started too late and aren’t as far along as they’d like.
在 341 家向我提供过对 CX 看法的企业中，有 331 家表示，如果以互动次数或互动总时间来衡量，他们的客户互动更多是在网上，而不是面对面。他们表示，造成这种情况的主要原因是需要管理商业交易的人力成本以提高利润，以及在线体验的便利性。所有 341 家公司都表示，他们已经改变了客户体验管理程序，以适应日益增长的在线依赖性，但在过去的一年里，越来越多的人承认他们只是开始太晚了，而且进展没有达到他们想要的程度。
As one CIO commented, “We didn’t realize that the Internet was now the biggest part of the customer experience.” In all, 248 of those enterprises said that their CEM changes didn’t fully address how profound the online shift was to their relationship with customers. Of that group, 201 said that their website was now the primary face of the company, where before it had been product advertising or sales calls. For support, 226 said that online support was at least as important as other support channels today, and 233 said that they believed that customers did online product research and price comparisons in an average of two-thirds of purchases of products costing over $50, or on any recurring services. The digital experience has taken over, and that’s created two challenges.
正如一位首席信息官评论的那样：“我们没有意识到互联网现在已成为客户体验的最大组成部分。”总共有 248 家企业表示，他们的 CEM 变化并没有完全解决在线转变对其与客户关系的影响有多大。其中 201 人表示，他们的网站现在是公司的主要形象，而之前的网站只是产品广告或销售电话。对于支持，226 人表示在线支持至少与当今其他支持渠道一样重要，233 人表示他们相信客户平均有三分之二购买的价格超过 50 美元的产品会进行在线产品研究和价格比较，或者任何经常性服务。数字体验已经占据主导地位，这带来了两个挑战。
First, because online interactions determined by what links users click, companies have lost control of the experiences they’re trying to manage. Companies said that their analysis of web traffic suggested that prospects and customers abandoned their interactions before completion in over half of all cases. Of the 248 who admitted that changes were needed, 205 said that a major problem was managing how users navigated to the information they wanted, and that the companies wanted them to see. “We thought our site organization was very logical, but apparently it was logical only to us,” one said.
首先，由于在线交互是由用户点击的链接决定的，因此公司失去了对他们试图管理的体验的控制。公司表示，他们对网络流量的分析表明，在超过一半的情况下，潜在客户和客户在完成之前就放弃了互动。在 248 名承认需要做出改变的人中，有 205 名表示，一个主要问题是管理用户如何导航到他们想要的信息，以及公司希望他们看到的信息。 “我们认为我们的网站组织非常合乎逻辑，但显然只有我们才合乎逻辑，”一位人士说道。
The second challenge looms as the major challenge, which is that the online experience itself now has to be assured, because it’s the focus of CEM overall. If a website is down, the cloud is down, anything along the chain of connectivity is down, the company is down as far as customers and prospects are concerned. Of the 341 companies with CX comments, 214 recounted experiences where a problem with their website or cloud services impacted an email campaign. They found that if a recipient clicked on a link a couple times without a response, there was a better than one in three chance they would never try again, so even when the problem was fixed within an hour, the campaign would fail.
第二个挑战是主要挑战，即在线体验本身现在必须得到保证，因为它是 CEM 整体的重点。如果网站瘫痪，云瘫痪，连接链上的任何东西都瘫痪了，那么就客户和潜在客户而言，公司就会瘫痪。在发表 CX 评论的 341 家公司中，有 214 家讲述了其网站或云服务问题影响电子邮件营销活动的经历。他们发现，如果收件人多次点击链接而没有响应，那么他们有超过三分之一的机会不会再尝试，因此即使问题在一小时内得到解决，活动也会失败。
Going back to the 341 companies with comments, 227 said that their surveys of satisfaction with their online customer interactions showed that satisfaction declined in 2023. Part of this seems related to the ending of the pandemic lock downs, that a period when any online experience that could substitute for going out and risking infection was considered a positive. Online expectations rose when going out to shop in bricks-and-mortar outlets or eat in restaurants competed with pure online ordering experiences, and companies found their DX/CEM couldn’t cope with the renewed competition from the real world. What was fine in 2020 was now disappointing in 2023.
回到 341 家发表评论的公司，其中 227 家公司表示，他们对在线客户互动的满意度调查显示，满意度在 2023 年有所下降。部分原因似乎与大流行封锁的结束有关，在这段时期内，任何在线体验都不会受到影响。可以替代外出，冒着感染的风险被认为是积极的。当去实体店购物或在餐馆就餐时，与纯粹的在线订购体验竞争时，在线期望会上升，公司发现他们的 DX/CEM 无法应对来自现实世界的新竞争。 2020 年的美好现在到了 2023 年却令人失望。
What, specifically, was wrong with those online experiences, beyond hard failures in the network, the cloud, or the data center? According to enterprises who dug into the details, the big problem users had was that online interactions had to be more proactive than reactive. A live human sales/support contact can adapt, but online navigation has to anticipate. That need has given rise to both the need to control a DX, and the need to assure the elements that make it up.
除了网络、云或数据中心的硬故障之外，这些在线体验具体还存在哪些问题？深挖细节的企业表示，用户面临的最大问题是在线交互必须更加主动，而不是被动。现场人工销售/支持联系人可以适应，但在线导航必须预见。这种需求既产生了控制 DX 的需求，也产生了确保构成 DX 的元素的需求。
The control dimension of FX is trajectory management. When someone goes to your website, they are there for a reason. In some cases, as with an email campaign, you may supply them a link but in others, such as if they read a story about you or your product/service, they’ll simply start with your homepage. Why are they there? Will they find, from their starting point, the trajectory that leads to the information they’re looking for? They’d better, or experience says they won’t just wander through web pages aimlessly, they’ll give up after a couple of clicks and you may never see them again.
FX的控制维度是轨迹管理。当有人访问您的网站时，他们访问您的网站是有原因的。在某些情况下，例如电子邮件活动，您可以向他们提供一个链接，但在其他情况下，例如如果他们阅读有关您或您的产品/服务的故事，他们只会从您的主页开始。他们为什么在那里？他们会从起点找到通往他们正在寻找的信息的轨迹吗？他们最好，或者经验表明他们不会漫无目的地浏览网页，他们会在点击几次后放弃，你可能再也见不到他们了。
How can you be proactive in trajectory management? One good strategy is to link your web content to any announcements you’ve made, any stories about you or your product. If you just made a big announcement and somebody liked it, they’ll go to your website for more information. I’ll bet that in almost every case, there is no link there that will take them to where they want to be. Where there’s no new trigger for a visit, ask yourself what would make a prospect interested, and be sure you capture the potential reasons.
如何积极主动地进行轨迹管理？一种好的策略是将您的网络内容链接到您发布的任何公告、有关您或您的产品的任何故事。如果您刚刚发布了一项重大公告并且有人喜欢它，他们会访问您的网站以获取更多信息。我敢打赌，几乎在所有情况下，都没有任何链接可以将他们带到他们想去的地方。如果没有新的访问触发因素，问问自己什么会让潜在客户感兴趣，并确保你抓住了潜在的原因。
The assurance dimension isn’t just about keeping things running, it’s about information personalization. This is very critical in customer interactions, so it’s important to first know who the customer is, and second, to know about anything they might be looking for. Let’s say they enter an account number, or that you can identify them from an IP address or cookie. If they’re a customer you have their order history, the status of any requests or complaints. You want to present them with information demonstrating that you know them, because you should.
保证维度不仅仅涉及保持事物的运行，还涉及信息个性化。这在客户互动中非常关键，因此首先了解客户是谁很重要，其次了解他们可能正在寻找的任何内容。假设他们输入了一个帐号，或者您可以通过 IP 地址或 cookie 来识别他们。如果他们是客户，您可以了解他们的订单历史记录、任何请求或投诉的状态。您想向他们提供信息，证明您了解他们，因为您应该这样做。
Personalized information is the core of CEM/DX. It consists of the information resources associated with the customer, the state of the applications that frame that information into transactions, and the state of the delivery network that connects it all to the customer or to employees who interact with the customer. While online systems or DX has reduced the human component of CX, it’s increased the IT component. We knew how to manage people in CEM, but we’re finding out that managing all the IT stuff we now depend on is a lot more complex, especially since we have to proactively plan customer experiences instead of simply responding. Information personalization keeps DX itself from being depersonalized, artificial, ineffective.
个性化信息是CEM/DX的核心。它由与客户相关的信息资源、将该信息构建为事务的应用程序的状态以及将所有信息连接到客户或与客户交互的员工的交付网络的状态组成。虽然在线系统或 DX 减少了 CX 的人力组成部分，但它增加了 IT 组成部分。我们知道如何管理 CEM 中的人员，但我们发现管理我们现在依赖的所有 IT 内容要复杂得多，特别是因为我们必须主动规划客户体验，而不是简单地做出响应。信息个性化使DX本身不至于非个性化、人为化、无效化。
Or at least it’s a pathway to that goal. There’s hope for the future, and also risk. AI offers a possible way of organizing all the issues associated with CX-to-DX evolution, but virtualization threatens to undermine a company’s ability to present the state of customer relationships, applications, and network services. I’ll address how both AI and virtualization impact CEM/DX in my coming blogs.
或者至少这是实现这一目标的途径。未来既有希望，也有风险。人工智能提供了一种可能的方式来组织与 CX 到 DX 演进相关的所有问题，但虚拟化可能会削弱公司呈现客户关系、应用程序和网络服务状态的能力。我将在接下来的博客中讨论人工智能和虚拟化如何影响 CEM/DX。
