重新构想客户体验：以人为本，人工智能驱动

Table of contents Who should read this report and why? Emerging technologies, in particular AI andagentic AI, are accelerating the evolution ofcustomer expectations. In response, customerexperience (CX) has evolved from a strategicpriority into a primary driver of growth. perception gap between the executive lensand actual CX. Ultimately, we underline thecritical importance of human led, AI poweredengagement in rebuilding trust and longterm loyalty. The report is designed for leaders drivingCX strategy across sectors, particularlythose leading AI and generative AI (GenAI), digital transformation, analytics, andexperience innovation. The findings of the research on which thisreport is based reveal shortcomings inemotional connection, end to end journeycontinuity, data trust, and effective AIadoption. They also highlight the widening This report will be particularly helpful to CEOs,CMOs, CIOs, CTOs, CDOs, CSOs, chief customerofficers, chief learning and development officers,and leaders involved in shaping and acceleratingthe CX transformation journey. We draw on insights from two complementarysurveys, to capture both customer and leadershipperspectives. The research spans 10 sectors:banking, insurance, telecom, utilities, travel andhospitality, public services, retail, consumer •The executive and front-line staffsurveybrings together insights from 1,200 seniorleaders and front-line consumer facingstaff across small, mid‑sized, and largeorganizations. Respondents represent 10sectors spanning 13 global markets: Australia,Brazil, France, Germany, India, Italy, theNetherlands, Norway, Singapore, Spain,Sweden, the UK, and the US. products, automotive, and pharmaceutical/medical device manufacturers. •The customer or citizen surveyis basedon a comprehensive global study of 9,500consumers aged 18 and above across 16countries: Australia, Brazil, France, Germany,Italy, Japan, the Netherlands, Norway, Spain,Singapore, Switzerland, Sweden, Saudi Arabia,the UAE, the UK, and the US. Executive summary report outlines the deficiencies of current CXpractices, how AI is transforming expectations,and what organizations must do to build dynamichuman-led, AI-powered CX. Evolving consumer expectations are challengingorganizations to reimagine the design, delivery,and scaling of customer experience (CX).Consumer expectations are no longer linear;they are dynamic and differ based on context.Organizations have to address these “liquid”consumer expectations in every situation. AIhas moved from experimental technology toa critical enabler of next-generation CX. This confidence is driving rapid adoption – Gen AItool usage is expected to climb from 21% todayto 51% over the next three years. •58% of consumers believeAI agents can savethem time by automating their routine monthlypurchases and payments. AI adoption is accelerating rapidly across bothconsumers and enterprises: •68% of organizations believeAI agents willoutperform traditional CX channels, and this 58% of consumers believe AI agents can save themtime by automating their routine monthlypurchases and payments. Executive summary CX failures no longer surface as isolatedcomplaints; they translate directly into immediaterevenue loss and long-term churn. Strong CX,by contrast, creates positive experiences thatdeepen loyalty and increase lifetime value. For organizations, CX has long been a strategicpriority, but it is now widely recognized as a coredriver of commercial success. 84% of executivesview CX as a core driver of their growth strategy. 1. Lack of a clear CX roadmap:Without a unifyingstrategy, CX initiatives remain fragmented andtactical, limiting their ability to scale or delivermeasurable value. Despite CX being a stated priority, leadershipperception remains dangerously out of sync withcustomer reality. This perception gap leads tooverconfidence, underinvestment, and missedearly warning signals of customer dissatisfaction. •40% of organizationscite the absenceof key performance indicators (KPIs) or atransformation roadmap as the most significantbarrier to improving CX. •Impact of poor CX: 63% of customers haveswitched competitors and 61% reducedspending after poor experiences. •Impact of good CX: 70% return as repeatbuyers after good CX, while 65% say positiveexperiences make them feel genuinely valued. 84% •Executives overestimate consumer willingnessto recommend their products/services (84%versus 45%). Multiple gaps in today’s CX landscape are makingit harder for organizations to deliver betterexperiences. A series of systemic failures areundermining customer experience, leading tobroken CX: •Only 14% of customers associate positiveemotionslike confidence in the quality ofproduct/service they receive, versus 77% ofexecutives who believe they do. of executives view CX as a core driverof their growth strategy Executive summary •83% of executives agreethat theirorganization fails to offer seamless transitionbetween channels. 3. Fragmente