• December 9, 2015

HPE Insights to Successful Customer Engagement: Counting the New Numbers

Understanding How Customer Engagement Drives a Positive Customer Experience

A positive customer experience can be achieved by following five steps that cover before, during and after every interaction with the customer.

Key Challenges

  • Customers draw positive or negative conclusions from each interaction with an organization. Without commitment to the intentional design of an engagement program, the resultant “experience gap” will undermine satisfaction and loyalty.
  • The customer experience is entwined tightly with the organization and its employees. Appropriate alignment, understanding, empowerment and motivation are company prerequisites for customer engagement to be positive.
  • Customer experiences are about interactions and the emotions they create. Those that fail to examine the resulting emotions have missed the point of improving the customer experience (CX).

Recommendations

  • Know your customer. Discover and understand customers’ latent needs through a variety of research mechanisms.
  • Set customer expectations and match solutions to them. Designing with the intent of satisfying customers is as much about taking things out as putting them in.
  • Design for the experience. Though the experience hinges on a moment of delight, it is far more than one point of interaction – it requires an entire experience ecosystem, including business processes, back-end systems and delivery channels, all seamlessly aligned.
  • Deliver the experience. Today’s IT skills and technologies are only part of what you need to deliver a satisfying CX. This must be an integrated enterprise effort encompassing an ensemble of diverse organizational elements.
  • Measure the reaction and learn from it. Leading enterprises use a mix of operational, behavioral, business and customer reaction metrics to understand how well they met customer expectations and to iteratively improve their design.

Introduction

This research looks at how a focus on managing customer engagement can improve the customer experience (for Gartner’s definitions of customer experience, customer experience management and customer engagement, see Notes 1 through 3). The most important point is as follows:

Gartner defines customer engagement management as the attracting and influencing of customers in order to hold their attention and induce them to participate in a relationship at length.

Creating a customer experience cannot be avoided, whether intended or not. Every interaction with a customer has the opportunity to make or break the customer experience. Of those organizations that do consider the customer experience, 95% measure the customer experience through customer satisfaction surveys, but only 35% make use of the lessons learned, and only a few commit enough resources to manage and improve it holistically, in an ongoing manner over the long term.

Customers have experiences during each interaction, which in turn produce perceptions that an organization may or may not anticipate. This experience can be a one-off event or a series of experiences accumulated during a period of time. Experiences have rational and emotional elements and can involve all five senses. For example, a polite, punctual and knowledgeable field engineer might affect the customer experience in a negative way if he or she smelled of cigarette smoke. A poor experience can affect customer satisfaction, loyalty, and ultimately revenue and profit.

However, what constitutes a poor experience for one organization may not be true for another:

  • Companies should anticipate customer experiences and design the defined expectations based on core value propositions, reflected in corporate branding and used as a guide for addressing customer touchpoints and designing processes.
  • Once designed, every touchpoint that influences the customer experience – from a field engineer’s mannerisms to the layout and scripting of the company website – needs to be aligned and optimized to deliver consistently against the intended experience.
  • Companies need to analyze the actual experience delivered to customers to ensure
    continuous improvement.

These three aspects effectively equate to before, during and after the customer interaction. We recommend adopting a balanced approach to the management of the customer experience by investing in the “before” and “after” aspects, as much as the “during” aspects of a customer interaction. In this research, we present this approach in five steps.

Analysis

Know Your Customer

Improving the customer experience always relies on knowing customers well. This can mean having long-term, face-to-face relationships where the knowledge is in the account managers’ heads, or it can mean a single view of the customer for analysis in a database. Neither experts nor equations have the whole answer. If the knowledge is not shared either from the frontline employee back to the analyst or from the analyst to the frontline employee, then the customer experience will eventually suffer in all but the smallest organizations. This knowledge includes not just the descriptive details about the customers and their interaction histories, but also their behaviors and attitudes. It means building a picture of the customer that goes beyond the physical to an emotional, intellectual and ethical view of the customer (see “The Four Attributes of Customer Engagement”).

Set Customer Expectations and Match Solutions to Them

The most overlooked aspect of the customer experience is the setting of expectations based on company brand values or, in more B2B environments, the organization’s reputation. These brand values need to be differentiating, appealing to customers and aligned throughout the organization. For example, the expected quality of a customer experience when visiting Ikea is quite different from a visit to Selfridges, but the same customer can be satisfied equally with both experiences because expectations were clearly set and met. This situation has existed for more than a decade; however, leading organizations recently have gone to a greater level of granularity. Although high-level brand values remain important, what is more important is how detailed expectations are set on a day-to-day level by employees, and how those expectations align with the higher-level brand or reputation.

Expectations often are set in customers’ minds by past experiences, friends and family, a comparison of websites, online communities, and a range of other factors outside an organization’s control. These expectations may not be correct and, therefore, need to be reset by the organization. This will entail a specific customer engagement plan to alter the expectations. For example, information such as claims-handling process times or delivery schedule facts should be accessible from the back office to help the front office set expectations more realistically. In addition, social media monitoring or listening is becoming a necessary corporate requirement to determine if the organization is being discussed on social-networking sites like Facebook, Twitter, LinkedIn and Pinterest, and to trigger active participation to ensure that an accurate portrayal is reflected.

Design the Experience

The design of the customer experience should be crafted from the customer’s perspective and can potentially be different for each customer segment. Organizations that do not fully embrace the customer’s perspective and approach the design solely from an operational perspective risk developing a significantly inferior experience. Input into the design process also should come from surveys, focus groups, business-unit personnel, consultants on best practices and strategy, research on competitors, and even inspiration from other industries. Once it is laid out on a storyboard, the design of the customer experience can be mapped to specific touch points (channels, departments and, ultimately, underlying processes), where the customer comes into contact with the organization. The most-critical touchpoints are called “moments of truth.” These are the situations that matter most to the customer and are opportunities for the organization to “live or die” by the perception of quality of experience personified by its brand. Leading organizations work on the concept of intent-driven processes, which is to employ
process design that matches customer expectations with business requirements for profitability.
This will yield to operations of the lowest cost and the highest effectiveness.

Deliver the Customer Experience

Focusing engagement resources on customer touchpoints and, in particular, “moments of truth” enables an organization to deliver the intended experience and further strengthen its brand. This requires both technological and human investment for all but the smallest organizations. Systems and customer processes must be optimized to deliver against the experience, and frontline staff likely will need training, empowerment and motivation. The cultural challenge required to ensure that all employees understand, value and demonstrate the brand values on an ongoing basis cannot be underestimated. Two key technical areas to focus on are the consistency of the experience across channels (Web, email, contact center, etc.) and department (branch, call center and billing) and the ability to personalize the experience by having a single view of the customer and using that to fine tune the interactions.

Technology investments to improve front- office productivity, such as e-commerce or knowledge management, also have an effect on the customer experience. The customer will benefit directly from the technology and/ or from activities enabled by technology that create positive experiences (for example, better knowledge management leading to increased first-call resolution). This may lead to greater customer loyalty, brand recognition and sales. Consequently, future front-office application investments should focus on technologies that combine greater productivity with significant contributions to the customer experience in their value propositions. In an economic downturn, the pressure to cut operational costs can result in a significant reduction in the quality of the customer experience. For example, the poor implementation of interactive voice response (IVR) systems can leave customers confused and frustrated while trying to reach help. However, some technological investments, such as Web self-service, can help cut costs (by reducing call volumes) and enhance the customer experience at the same time if implemented well. These win- win technologies should be given priority.

Measure the Reaction and Learn From It

The design and delivery of the customer experience needs ongoing refinement. Thus, the company must first understand the experience, then identify opportunities for improvement, including determining relevance of specific actions, validity of underlying assumptions and consequences of resulting outcomes. An ad hoc approach to making fixes based on anecdotal evidence may fix a specific problem but will not address what customers care most about other than by accident. In particular, the organization needs resources skilled at conducting analyses and mechanisms to encourage customers and employees to provide feedback information. There are numerous approaches for collecting feedback, ranging from external market research and secret-shopper programs to more formal customer surveying.

The current departmentally-siloed approach to customer surveying gradually is making way for a more holistic approach, called voice of the customer (VoC). The approach aggregates data, creates a common repository of questions and answers, and manages customer survey communications across all departments to ensure that the right customer is sent the right questions at the right time on the right channel. This can include anything from a letter to electronic channels, such as Web, email and SMS. Complementary insights also can be obtained from tools that capture implied feedback, such as the use of speech and Web analytics to gather input from customer-agent interactions and online communities (blogs, chat rooms and forums). Additionally, operational analytical tools can provide feedback on the customer experience, such as a customer’s frustrating quest for information that took him or her from the organization’s out-of-date website to the unhelpful interactive voice response to the busy agent. Although a VoC solution should form the core feedback mechanism, organizations should also seek to embrace other feedback mechanisms to obtain a more holistic understanding of the customers’ direct, indirect and inferred feedback.

Once gathered, customer feedback should be disseminated to decision makers and employees, and the resultant actions must be communicated to customers. The positive effect of letting customers know that the organization listens and acts achieves three important objectives: builds credibility, reinforces positive images and helps fuel a willingness to provide further information in a landscape in which consumers are more reluctant to share their thoughts. Therefore, the advice is to ensure that there is a multichannel feedback system in place, respond to customers that provide feedback, and communicate results to employees.

Note 1
Customer Experience Definition

Gartner defines customer experience as the customer’s perceptions and related feelings caused by the one-off and cumulative effect of interactions with a supplier’s employees, channels, systems or products.

Note 2
Customer Experience Management Definition

Gartner defines customer experience management as: “The practice of designing and reacting to customer interactions in order to meet or exceed customer expectations and so increase customer satisfaction, loyalty and advocacy.”

Note 3
Customer Engagement Management Definition

Gartner defines customer engagement management as the attracting and influencing of customers in order to hold their attention and induce them to participate in a relationship at length.

Source: Gartner Research, G00255779, Ed Thompson, 03 October 2013

HPE Insights to Successful Customer Engagement

Counting the new numbers

After an intensive focus on cost management and operational efficiency in the wake of the GFC, customer service is fast becoming the core business strategy for the enterprise. “Creating a customer experience cannot be avoided, whether intended or not. Every interaction with a customer has the opportunity to make or break the customer experience. Of those organizations that do consider the customer experience, 95% measure the customer experience through customer satisfaction surveys, but only 35% make use of the lessons learned, and only a few commit enough resources to manage and improve it holistically, in an ongoing manner over the long term.”1 The shift is to a more customer- centric enterprise with systems that both improve productivity and enrich the customer experience.

Technical innovation, mobile access and social media are driving the shift to the customer centric enterprise. This New Style of IT empowers consumers to research, shop, transact directly and feedback their opinions and experience in the marketplace. They increasingly expect personal interactions and service across a variety of touch points often with immediacy.
Gartner tells us that “89% of people would discontinue their business with a company after a negative customer service experience, rising from 68% in 2006 in the previous year’s (2011) survey results. 86% of consumers would pay more for a better customer experience.”2 These trends represent big numbers which impact the bottom line. It explains why Gartner states that “seventy- seven percent of companies have a chief customer officer or the equivalent – 48% report to marketing. Eighty-one percent of organizations have a chief marketing technologist in 2013, up from 70% in 2012.”3 15% of the top global 1000 companies are already pursuing customer engagement strategies.

The customer rules

The old adage that the “customer is king” has never been more true. “A 2006 survey by Respond U.K. found that although 95% of companies collect feedback of some kind from their customers, only 45% tell their staff about what the customers said, and only 35% used the feedback in some way.”4 No wonder most US corporations lose half of their customers over the course of five years.5 Technology now makes it possible for consumers to research suppliers and products long before transactions occur. Opinions are shaped not only by your own organization’s marketing and brand values but by shared information on Facebook or Twitter. Allegiances can be shared across brands and both positive and negative recommendations are shared widely through disparate groups. As Gartner says, “design for the experience. Though the experience hinges on a moment of delight, it is far more than one point of interaction – it requires an entire experience ecosystem, including business processes, back-end systems and delivery channels, all seamlessly aligned.”6

The internet, mobile devices and social media all facilitate a customer-centric world. The immediacy of information, choice and the relative shrinking of the marketplace means that customers can inform themselves, make astute choices and shift their preferences incredibly quickly and without borders.

Engage to survive and thrive

Customers now expect your business to recognize and interact with them as an individual regardless of which aspect of your organization they connect with. Get it right and customers respond with renewed business, referrals and endorsement. Get it wrong and complaints can spread like wildfire across social media damaging your brand and business rapidly.

The ability to attract and retain customers and to induce them to participate in an ongoing relationship with your organization forms the basis of Customer Engagement Management. Your relationship is delivered not just at the point of transaction. Your brand values contribute to perception before contact is actually made.

Information, referrals and even social media chat shape perception. Everyone in your business owns customer touch points either directly or indirectly. Just as the customer speaks to each aspect of your operation in their own voice, your business must have the knowledge and agility to reply in a personal, appropriate and immediate way across whatever channel they choose.

For instance, Hewlett Packard Enterprise worked with a noted fashion label to engage customers long before the point of purchase and to effectively predict demand. Consumers were able to watch a catwalk fashion show online and “like” designs they were viewing. This enabled the manufacturer to make the products that attracted the most interest in anticipation of demand before the item ever made it into retail outlets. This type of customer engagement not only enables an organization to satisfy customers by having the right product and quantity, it reduces waste and risk. And it delivers the added benefit of improving satisfaction with retailers and boosting employee satisfaction through successful sales.

Acting like a human

If customer management sounds more human than technical in its approach, that’s because it is. As described in the Gartner report, “it means building a picture of the customer that goes beyond the
physical to an emotional, intellectual and ethical view of the customer”7.

Successful customer engagement requires a holistic approach so that customer understanding is not limited to one sales person or surveyed by a single silo of business operations.

Much of customer engagement management draws upon fundamentals of human behavior studies, neuroscience and psychology. It is vital to recognize that customers are individuals and are each motivated and rewarded in different ways. HPE works with organizations to implement customer engagement solutions to assess, determine and help deliver information and interactions that engender loyalty. Solutions should build habits of contact or purchase and reward customers effectively and with personal meaning. By giving each customer what works best for them, your organization succeeds in cementing the relationship.

Time to value your customer

Customer engagement occurs at every phase of interaction with your organization, sometimes before you even know the customer is forming an opinion about you. Gartner’s report “Building Blocks of CRM” mentions key timeframes and says: “These three aspects of design align to the three phases of the customer’s experience: before, during and after the touchpoints.”8 HPE finds it more complete to view customer engagement as a seamless and ongoing relationship based on value – valuing the customer, delivering value to the customer and valuing the continued relationship with the customer. The relationship naturally follows three stages: customer acquisition or connection, customer retention and customer referral or influence.

The customer acquisition stage requires the enterprise to understand the customer and HPE provides services and consulting to help organizations use both existing and new technology to understand customer motivations, interests and preference. Many sources can be tapped for information about potential customers. This can include peer-to-peer conversations on social media to analysis of unstructured data like video, audio and text. Savvy organizations automate analysis of ever-increasing volumes of information to build an understanding of potential customers in order to better attract and engage them.

Keeping the customer satisfied improves retention. Retaining the customer requires ongoing, consistent engagement across every touch point and channel. But that demands an enterprise wide commitment to customer engagement not just philosophically but supported by technological agility. For example, outbound and inbound communications need to be handled with the same attitude of customer service and backed up by the same information. Inbound communication needs to be collected, consolidated and shared across the organization and be ubiquitously available. Isolated siloes of operation can frustrate customers if information is not shared and readily accessible across all the possible points of contact. HPE has global experience empowering enterprises to seamlessly integrate processes and information to fulfill customer expectations.

Once a transaction occurs, the relationship cannot be considered fulfilled or complete. Ongoing connection is needed to retain, expand and extend the relationship. This latter stage of the relationship is about both anticipating and responding. HPE helps organizations find the best ways for them to keep the customer relationship flourishing. Enterprises can use analytics to detect patterns in purchasing or choice to predict recurring demand, upgrades or new interests or gain possible referrals. Intercepting negative experiences to reshape offers or revise responses can prevent customer attrition. Deploying cloud technology to enable mobile applications can extend access to customers to heighten satisfaction. Measuring response, capturing feedback and using it can drive innovation which ultimately enables organizations to build depth and duration of customer relationships.

Hewlett Packard Enterprise finds that enterprises that embrace a company-wide strategy and commitment to customer management and support that with holistic technology and pervasive monitoring and sharing of information achieve the best outcomes. These include not just satisfied customers but improved profits, increased referrals, heightened employee satisfaction and increasing innovation of offerings.

Simple, accelerated transformation

There is no universal solution to successful customer engagement. Hewlett Packard Enterprise has found that just as each customer has a unique set of motivations, every enterprise has a special mix of resources, requirements and commitment. Building the right strategy, engendering a customer-focused culture and harnessing the right tools to support successful customer engagement can be challenging. All these components are needed to move mere ambition to results.

HPE’s experience with companies around the globe shows that technology can provide data management and streamlined processes that not only significantly enrich the customer experience but improve processes and results for employees and operations. There are a myriad of options to achieve this and HPE uses their global experience and breadth of partnerships to help organizations find the right mix of solutions. Outcomes can include greater efficiency, boosted service levels, improved sales and repeat business.

The expectation of instant connection to information – anytime and from anywhere – is driving a shift to a New Style of IT. This new style is business-led, with IT supporting organizational goals. It is efficient, open, flexible, scalable, and collaborative. Going forward, it will predominantly be made up of as-a-service and consumption-based models for speed, agility, and cost effectiveness.

The New Style of IT creates a world where cloud, security, big data, and mobility all converge in comprehensive solutions to better connect with customers, citizens, communities, partners, and suppliers. Most organizations look to leverage legacy systems with the New Style of IT to achieve the business benefits of successful customer engagement. HPE helps organizations uncover or redeploy resources for better customer engagement and reveals where modernization is urgently needed.

Successful customer engagement is not simply about technology. Organizations need to champion a culture of customer focus. Sometimes this is challenging to parts of the organization.

HPE has experience facilitating teams across the business to come together, shape an appropriate customer-centric vision and help it permeate the entire enterprise to support change.

HPE works collaboratively with organizations to build and execute successful customer engagement strategies.

From cloud and as-a-service delivery to mobility options, decision support tools like business intelligence and analytics and Big Data management, HPE can help the enterprise prepare, manage and achieve solutions and innovations that deliver rewarding customer and citizen experiences.

HPE helped one major US city to modernize the operational processes involved in granting building consents. The results included a win on both sides of the desk. Operational improvements resulted in fewer delays and less complexity for city workers. In turn, citizens have less confusion and complaints and feel more satisfied with their government department. That is successful customer engagement.

Shaping your Customer Engagement strategy

As you consider customer engagement for your enterprise, Hewlett Packard Enterprise offers a range of services to help. HPE has found that while many organizations want to deliver rewarding customer experiences, most are unaware of the best ways to initiate this. Frequently organizations need some assistance to educate and align all aspects of the business behind a drive for improved customer engagement.

Through our consulting services, HPE’s business value framework can help your executive team to clearly articulate the value of customer engagement to the business. HPE’s transformation consultants and client principals help shape this value in close collaboration with the executive team. We reach across the breadth of the organization to include top level executives, strategic thinkers, marketers, technical specialists and evangelists dedicated to improved customer interaction.

Together we identify and map out a strategy that incorporates a clear line of sight between milestones and business outcomes. Finally, we apply the confidence of operational excellence through our management capability, all the while leveraging HPE’s end-to-end portfolio of products, services, industry solutions, partners, and our global presence.

The next step: Act now.

The marketplace is moving fast. The New Style of IT enables immediacy and customers instantly search, learn and respond. Your competition may already be making inroads into your current customer base without either of you realizing it. Future customers are researching, referring and experiencing your organization now.

There is no time to waste.

You do not need to define the tools you want to get started on customer engagement. Together, Hewlett Packard Enterprise works with organizations to determine goals, review capabilities and assess requirements.

These are unique to your organizational culture, technology and desired business outcomes.

HPE Advisory Services delivers simple, effective consultancy services in the form of “discovery” workshops, consulting sessions and evaluations. Choose the services you need to navigate your course to better customer engagement. We can work collaboratively to help lay the specific foundation for a customer-centric enterprise for your organization and that meets your goals.

Together we can help you map the road forward with clear business outcomes.

Contact us to get started with a discovery workshop or if you would like to have a discussion about your customer engagement at [email protected]

Case studies of successful customer engagement

Turning crisis to collaboration – Meridian Energy

“Hewlett Packard Enterprise has been incredibly responsive for some of our real challenging times. At Meridian Energy we have a large operation in the South Island of New Zealand, which of course was devastated by the Christchurch earthquake. And HPE, even though they have their offices down in Christchurch as well, really stepped up and helped Meridian get back up and start to service its customers. We had to get applications to people that were in all sorts of weird places. At one point we had a number of staff working out of a church, others were working out of farms –we just didn’t have anywhere to house people. HPE played a really important role in making that happen and keeping our business alive and running, which was really important for us.”

Treating patients like customers not incidents – Grant Medical

In Mumbai, India, Grant Government Medical, operates a medical college and extensive network of hospitals and health care facilities. The organization developed a patient centered, lifelong care information sharing system. This Customer Engagement solution has allowed patients and carriers to access online key information including their records, shared care plans and to manage registrations and appointments.

Grant’s Customer Engagement strategy follows the premise of thinking like a customer, one of the key building blocks of successful customer engagement. It focused on patient need from the perspective of the total experience recognizing that conventional medical systems tracked episodes and types of treatment, not humans.

The patient or customer often had to coordinate the sharing of information between medical and service divisions at what can be a stressful or difficult time.

The outcomes of the Customer Engagement strategy have included a reduction in patient registration time of 90% and speedier treatment cycles through streamlined delivery of test results, histories and other data. Patients have reported greater feelings of well-being and empowerment through information transparency and their engagement in decisions on appointments and some aspects of care.

Hewlett Packard Enterprise has been the key enablement partner in this example of the successful marriage of systems of record with systems of engagement. The need for a more humanized form of customer engagement led to the integration of back-end systems to be effective service agents delivering a real time, integrated and secure experience.

Similarly, HPE has collaborated with various government departments, tax authorities, banks and service providers around the globe delivering more customer-centric services with efficiency and affordability.

Hewlett Packard Enterprise Offering

Though it is true that in business the customer has always been king, the proliferation of social media, digital and mobile devices puts the consumer in complete control of the relationship.

CIOs of organizations need to start thinking less about machines and more about how technology is delivered and consumed, and how it helps solve their issues. It is more about how users engage with technology than the technology itself. They will need to connect millions of devices securely through the cloud via new applications.

Consumers, citizens, and employees will continue to demand increased flexibility in the services and devices they use. Organizations will have to figure out how to extract better value from the increasing volumes of data they gather. And all of the systems will need to be secured in an environment that is protected from ever- increasing cyber threats.

At Hewlett Packard Enterprise, we believe there are four business drivers that will impact your organization:

  • Customer experience / Citizen engagement – Understanding the needs and desires of customers and citizens and using technology to better connect with them
  • Employee empowerment – Empowering and retaining your talented workforce with technology options that enable productivity and flexibility
  • Acquisitions and divestitures – Generating enterprise growth and value faster than can be accomplished through organic expansion alone
  • IT-enabled transformation – Using technology to transform the way business and government works.

HPE Advisory Services can help you prepare by aligning your business outcomes, with the enabling solutions, services, and technologies that empower success.

How can the New Style of IT benefit your business? Find out with the HPE CIO Agenda Workshop.

Contact your HPE Account /Sales Executive today or email [email protected]

A safe pair of hands

Hewlett Packard Enterprise has global scale and deep relationships with more than 400 of the world’s Fortune 500 companies. Our portfolio of infrastructure, applications, and business process outsourcing services makes HPE a leader across numerous industries and geographies. And we have been providing solutions to some of the most complex enterprise and government environments for more than 50 years. That’s why clients view us as a “safe pair of hands” and why we’re able to serve more than 1,000 clients in 135 countries.

Just as we have done through technology changes in the past, we will listen to your concerns and collaborate with you on purposeful innovation that keeps you a step ahead. And we won’t stop until we have achieved the outcomes that matter most to you. We’re successful when you are.


HPE Insights to Successful Customer Engagement is published by Hewlett Packard Enterprise. Editorial content supplied by HPE is independent of Gartner analysis. All Gartner research is used with Gartner’s permission, and was originally published as part of Gartner’s syndicated research service available to all entitled Gartner clients. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. The use of Gartner research in this publication does not indicate Gartner’s endorsement of HPE’s products and/or strategies. Reproduction or distribution of this publication in any form without Gartner’s prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner’s Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see “Guiding Principles on Independence and Objectivity” on its website.

Sources:

1 Gartner Inc., Understanding How Customer Engagement Drives a Positive Customer Experience, G00255779, 3 October 2013

2 Gartner Inc., 8 Building Blocks of CRM: Customer Experience, G00247665, 14 February 2013

3 Gartner Inc., Digital Marketing Budgets Increase, Reflecting Focus on Customer Experience, G00255396, 9 January 2014.

4 Gartner Inc., Fifty Things to Do Right Now to Improve the Customer Experience, G00152537, 9 November 2007

5 “The customer engagement/value interface: An exploratory investigation,” Hollebeek, L, Australasian Marketing Journal (AMJ), Volume 21, Issue 1, February 2013, Pages 17–24

6,7 Gartner Inc., Understanding How Customer Engagement Drives a Positive Customer Experience, G00255779, 3 October 2013

8 Gartner Inc., 8 Building Blocks of CRM: Customer Experience, G00247665, 14 February 2013