2022-2025 Trends Report

Leadership trends report: customer experience A 2022-2025 roadmap for e昀昀ortless experience and complete integration @2022 ServiceNow

Introduction The world is changing, and the quality of the experiences you provide needs to keep up The world can change overnight, but some things never change. Two key examples: the imperative for organizations to innovate, and the need to meet demands from the business and customers alike. The customer experience had to be completely reimagined for an increasingly digital, contactless world. And while organizations rose to meet the challenge, new issues are still cropping up—especially when it comes to the global economy. 1 Since 2020, the economy has operated at only 90-95% of its capacity. That’s not distributed evenly, of course: while some countries are doing well, others are struggling. All of which means that customers have less buying power and less disposable income, and with uniformly good customer service across organizations, there’s less to di昀昀erentiate one company from another. In other words, service doesn’t just need to meet a high standard. It needs to stand out. It needs to be exceptional. To keep your organization competitive, check out the trends, challenges, and opportunities that will de昀椀ne the customer experience in 2022.

3 In this trends report you’ll 昀椀nd: What’s new in ‘22 3 trends having the biggest impact 4 “Road to optimization” playbook 5 “Welcome to the future” assessment 6 Challenges and opportunities For the chief customer o昀케cer 8 For the VP of customer service 12 For the line of business GM 16 For the chief operating o昀케cer 20 For the chief information o昀케cer 24 A practical example 28 Next steps 29

What’s new in ‘22 4 Trend 1: Experience is the Trend 2: Rework Trend 3: Smarten up new sales and reward The good news: 81% of Americans report that businesses Here’s something to consider: 80% of call center agents According to one estimation, 40% of all customer interactions 2 9 are meeting or exceeding their expectations for service . say that having up-to-date customer service software will be automated by 2023. There’s a catch, though: 82% of US The bad news: ditto. is critical to their engagement, but only 35% have and 74% of non-US consumers desire more human interaction, 6 10 access to it . In other words, the people tasked with not less . Standards are high. It’s no longer enough to just provide keeping customers happy don’t have the tools to do good service. Organizations need to stand out from the their job, and organizations are paying for it—59% of Don’t despair just yet, though. As a Deloitte report suggests, crowd, and to do that, they have to 昀椀nd better ways to customers will walk away after several poor customer “marketers should aim to create a more integrated machine– 7 address customer needs and provide additional value. services experiences, and 17% give up after just one. human hando昀昀 to better serve customers and support They need a business experience model that extends 11 employees .” As repetitive queries and manual tasks are past traditional customer touchpoints and in昀氀uences It’s clear that things need to change. Siloes need to automated, employees will have more time to focus on product innovation, employee experience, and even the be eliminated. Cross-function collaboration needs to specialized requests and escalations. Even better, they’ll organization’s purpose and values. And most importantly, become the new normal. And the walls between the have the resources to focus on more strategic priorities: they need to rede昀椀ne the customer in a way that puts front, middle, and back o昀케ce need to be knocked solving issues before the customer even knows anything’s positive experiences 昀椀rst. down, so employees can manage and see case happened, identifying what assets to prioritize during volatile activity, prioritize tickets, and work together. circumstances, de昀椀ning a novel service o昀昀ering, and more. This isn’t just a B2C trend, either. Gartner predicts that B2B companies that provide e-commerce personalization will But that’s only one hurdle. The next? Retaining top In other words, working smarter really is better than working outsell by 30% compared to those that don’t3 talent in a time when 40% of employees are at least harder. . “somewhat likely” to leave their job in the next six 8 months . Skilled employees make for happy customers, How many B2B CMOs consider the customer after all—and unfortunately, the opposite is true, too. of all customer interactions will be 4 86%experience to be “very important” 40%automated by 2023 How many of those same CMOs report 57%marginal CX performance4

5 Roadmap to optimization One small step for you, one giant leap for your business. It’s as easy as one, two, three. This roadmap shows the path forward for your organization, and your role in it. See what business imperatives will matter most and how you can collaborate with peers to achieve your goals. It’s a team e昀昀ort, and here’s the playbook. 0 - 6 months Stage 2 Stage 3 Ongoing Consolidate existing systems to drive Remove barriers to cross-functional team operational e昀케ciencies, employee operations and customer issue resolution. COO productivity and financial impact. Automate and optimize processes and Use insights from accurate, single Enable new business models and revenue provide end-to-end visibility. E.g intelligent system of record to drive innovation streams (e.g. direct-to-consumer) . CIO routing and automated reporting. across the organization. Enable customers to self-serve requests without AI and ML free resources, but also creates Identify emerging problems and Innovate with immersive, hybrid experiences contacting a representative. Intelligent routing provides valuable source of customer intelligence to pre-emptively resolve issues before powered by technology to meet customers CCO better business reporting and allocation of resources. guide future product/ service development. they escalate. where they are. Secure customer data. Enforce access permissions Uncover issues before customers are aware. Improve employee satisfaction and retention Connect hybrid workforce and ensure VP and automated compliance rules to create a Proactively solve and communicate known with more meaningful and positive VP last mile customer experience. Customer trustworthy digital experience. issue status and resolution timing. customer interactions. customer service Service Single system of both record and action provides teams with Improved process documentation, LOB onboarding Expert/ experienced sta昀昀 contributes to up leveling skill across full visibility and allows teams to work concurrently to save and training metrics and overall performance reporting. the team and creating self-service Knowledge resources. LOB GM time and improve outcomes. POC innovations are faster and simpler to roll out. This roadmap to success is based on ServiceNow’s experiences working with industry leaders and helping companies from a range of industries achieve their digital transformation initiatives. This is not based on any one organization, and several assumptions have been made about the organization’s size, digital maturity, and alignment to industry imperatives.

6 Welcome to the future Digital leaders will need to keep pace and thrive as new technologies are adopted across the enterprise. But not everyone is a Google or an Amazon. Most companies will take one of two approaches: they work to catch up as quickly as possible, or they wait to see what everyone else does 昀椀rst. Fast starters have the chance to catch up to the industry leaders over time, as they innovate and carve out market space. Late adopters, on the other hand, won’t have the right foundations in place to keep up— and in tomorrow’s marketplace, they’ll fail. Here’s a quick look at how digital leaders, fast starters, and late adopters will fare in the next few years, along with a few key milestones. 2022 2023 2024 2025 As the gap narrows between leaders and fast Leaders quickly recognize business starters, the ability for individual employees to gains of hyperautomation. innovate without limits, becomes a major competitive dierentiator. Leaders have already invested in technology that provides them with the agility and scale to add new functionality and test POC solutions quickly. Fast starter employees previously burdened with manual tasks help drive adoption of new tech, share skills, and contribute to a rewarding work culture of innovation. Digital experience leaders Fast starters learn from Web 3.0. They strip back their complicated legacy solutions, empower sta and create a streamlined trajectory for digital trans- formation. After months of competitive analysis, late adopters Fragmented and legacy infrastructure erodes introduce new technology solutions. technology gains made through acquisitions. Digital fast Core functions cannot support the starters speed and scale necessary to compete. Digital late adopters Always-on mobile AI and ML converge in Biometrics are widely Every role is aided by AI AR and VR technologies are Blockchain enters the Quantum computing connectivity becomes hyper-automated workflows incorporated in personal and automation. Workers integrated into onboarding, corporate mainstream as a enters enterprises for rapid standard to enable remote that eliminate repetitive devices for secure access build their own apps as training and remote secure transactional record, scenario modelling and and hybrid workforces. manual e­ort. to systems. needed. support services. removing data compliance calculating. risks. This roadmap to success is based on ServiceNow’s experiences working with industry leaders and helping companies from a range of industries achieve their digital transformation initiatives. This is not based on any one organization, and several assumptions have been made about the organization’s size, digital maturity, and alignment to industry imperatives.

7 Take me to the essential insights Discover the challenges facing your role in 2022—and learn what opportunities lie ahead For the chief For the VP of For the line of For the chief For the chief customer o昀케cer customer service business general operating o昀케cer information o昀케cer manager Let’s go > Let’s go > Let’s go > Let’s go > Let’s go > Click on the title closest to yours to learn more.

8 The chief customer o昀케cer Challenges and opportunities

9 Trending challenges What’s the score? Stop the churn Today, B2B customers want a B2C experience. So how can we provide it to them? All-remote call centers have made it harder for agents to quickly access up-to- date knowledge and specialized sta昀昀 such as 昀氀oor managers. This breakdown in Retail has some answers. The industry tracks CSAT and NPS scores, and has pioneered communication and slowed response times inevitably damages Customer Experience multiple ways to evaluate how they’re doing and hear customers’ thoughts about (CX)—but it also a昀昀ects Employee Experiece (EX), too. No one wants to sit on the phone the company, products, and services. It’s time for other industries to follow their lead. with a dissatis昀椀ed customer feeling powerless to help them, after all. Agents take 108 Whether you’re a software company or an auto parts manufacturer, it’s critical to focus minutes a day seeking and gathering information. That’s almost 10 hours a week. What on building relationships with customers. else could employees be achieving in that time if only they had properly functioning O search capabilities? C And this approach doesn’t just bene昀椀t your CSAT and NPS metrics. Providing a good experience can be essential to closing a deal—not to mention opening new revenue Employees are asking the same question, and it’s leading to a talent shortage and high streams in the future. churn rates. he C For t Labor costs are typically 70–80% of the budget—and oversta昀케ng can further 12 bloat costs. The CCO The VP of customer service The LOB GM The COO The CIO

Trending challenges All-remote call centers have made it harder for O agents to quickly C access up-to- he C date knowledge For t Forecasting that makes weather reports look easy and specialized Forecasting a contact center is tough. Sta昀昀 shortages can result in long wait times for customers, as well as leave agents frustrated, even unmotivated. And while customers sta昀昀 such as 昀氀oor may be forgiving of a delay once in a blue moon, you’ll lose them the moment it becomes a regular issue. On the other hand, labor costs are typically 70–80% of the 12 budget—and oversta昀케ng can further bloat costs . Companies that don’t forecast managers. won’t have the right agents available at the right time, and that’s seriously detrimental to CX. It’s a 昀椀ne balance, and a crucial one. The CCO The VP of customer service The LOB GM The COO The CIO

11 Opportunities Serve yourself Get the best of both with hybrids Customers expect their questions answered quickly and their issues resolved e昀昀ortlessly COVID measures galvanized monumental societal change. e-commerce grew by orders – empower them to make that happen. of magnitude, and continues to do so. Touchless services such as curbside pickup and virtual interactions in banking and healthcare are now not only accepted by many, but By giving customers the ability to 昀椀nd answers to their issues without having to contact actively preferred, too. That’s why enterprises must innovate immersive hybrid experiences a representative, you streamline CX and better allocate human employees to more powered by technology to meet customers wherever’s convenient for them. complex issues. But employee needs have shifted, too—so achieve their hybrid workforce goals, O Self-service enables your business to provide online customer support that doesn’t organizations must be able to engage their “everywhere talent” as much as their C necessitate interaction with humans, so you can free up your teams to tackle the tough “everywhere customer.” That means accessing new and diverse talent pools and problems that let them shine (and delight your customers). You can achieve that through converging traditional commerce with e-commerce. At the center of all this is an evolving FAQs, online discussion forums, and a knowledge base, as well as chatbots with natural hybrid work model. he C language programming and a range of predetermined answers to common enquiries. “CCO, tear down this wall!” For t Cross-functional collaboration comes about when teams or individuals with di昀昀erent functional expertise unite to work toward a common goal. By removing the barriers to cross- functional operations, you boost employee satisfaction and sta昀昀 retention, which in turn boosts CX. Collaboration e昀昀orts can happen organically when a team or individual takes the initiative to reach out and work with another, but also when the organization is looking to leverage the skills of employees from disparate departments. Combining skill sets and experiences generates new insights and approaches, and holds the potential to forge novel ways of solving old problems. Cross-functional collaboration not only increases innovation, therefore, but also fosters a more creative environment, cultivates a culture of ingenuity and ownership over one’s work, and bene昀椀ts customers by delivering to them a wider variety of solutions. The CCO The VP of customer service The LOB GM The COO The CIO

12 The VP of customer service Challenges and opportunities

Disconnected customer touchpoints and the lack of a holistic view makes e it incredibly challenging ervic to tie individual stages of omer s the customer journey to t s speci昀椀c KPIs, and misses f cu Trending challenges Minimal visibility, maximal disconnection out on opportunities to he VP o For CX to e昀昀ectively drive ROI, every step of the customer journey must be connected in such a way that points of failure and opportunities for feedback harness work昀氀ows, AI and alike may be managed. A lack of visibility across all stages of the journey leads to For t employees struggling to collaborate on partner-based service solutions, hindering one of the primary goals of retail CX programs: to provide the organization with automation for quicker the data required to identify trends and emerging issues across the customer life cycle. Disconnected customer touchpoints and the lack of a holistic view makes it incredibly challenging to tie individual stages of the customer journey to speci昀椀c KPIs, and misses out on opportunities to harness work昀氀ows, AI and automation for issue resolution and greater quicker issue resolution and greater e昀케ciencies. e昀케ciencies. The CCO The VP of customer service The LOB GM The COO The CIO

Trending challenges Great expectations e Consumers and business customers alike increasingly demand superlative service. It needs to be frictionless, e昀昀ortless, as well as consistent even as they hop between communication channels. No more ‘You need to speak to that department—let me ervic 昀椀nd their number for you’; customers want a single uni昀椀ed experience, in which they’re recognized instantly and every time and their issues are proactively resolved. The substance of the interaction with the company also shouldn’t be a昀昀ected by the channel the customer’s communicating via. They should receive consistent, distinctively omer s branded customer service no matter which channel they’ve reached out on. t s Widen your horizons f cu Cross-selling and up-selling are essential to any service-based organization. No matter your business or industry, expanding your service o昀昀erings contributes to building new revenue streams within your current client base. But 昀椀rst, you must consider what services your company could o昀昀er. Will they save he VP o your clients time or money? For example, a manufacturing company could identify additional customer needs, opening up new opportunities to upsell new products and services in the aftermarket (and witness an explosion in revenue as a result). Evaluate For t your company’s mission, and see where you might be able to o昀昀er more solutions related to those currently utilized by your clients. Survey your client base to learn in what areas they would like to see additional products or services. Where possible, make sure they’re easy to cross-sell in your industry, too. It never hurts to widen the range of services you o昀昀er if you can make a client stickier, with a view to long-term customer retention. The CCO The VP of customer service The LOB GM The COO The CIO

15 Opportunities Map the terrain The more streams Organizations should be aiming to create a roadmap of the customer journey, with e CX problems and opportunities alike, to anticipate and prioritize at every step of the customer’s interaction with the brand. By mapping feedback inputs to the customer of revenue an ervic journey, key stakeholders can identify sources of delight and despair—and then act. Moreover, visibility into each stage of the customer journey demonstrates CX’s ROI by ensuring the full impact of every customer interaction with the company organization has, the is clearly understood. By visualizing their experience end-to-end, leaders can capture the outcomes of interactions, then take steps to improve CX and continually omer s improve processes and create e昀케ciencies with work昀氀ows, AI and automation. This t is particularly important when CX is underperforming and negatively a昀昀ecting the broader its audience s business, because the ROI of acting and 昀椀xing the problem before it snowballs is f cu unambiguous and demonstrable. can become. Get insightful To acquire customers and retain them, organizations must harness the insights he VP o garnered from customer data to execute precise business decisions. This is data Go directly to the source monetization—and the better your understanding of your customers, the easier it is to design new revenue streams. But just having one or two sources of revenue isn’t The D2C strategy is fast becoming a popular way for manufacturers and CPG brands For t enough to fully support an enterprise. Companies must therefore leverage data to enter the market direct, rather than via a middleman. Going direct to the consumer analytics to expand their niche by providing new services and provide proactive, eliminates the barrier between producer and consumer, empowering the former with greater more e昀케cient services with work昀氀ows, AI and automation which will ultimately result control over its brand, reputation, marketing, and sales tactics. D2C also helps the producer in increased streams of revenues, while strengthening services and decreasing cost of directly engage with their customers, and learn from them 昀椀rst-hand about their needs and delivery. The more streams of revenue an organization has, the broader its audience preferences. Remember, though: While the barriers to enter the fray as a startup D2C brand can become. The business can attract new customers while still in昀氀uencing existing are relatively low, you’ll be competing against retail giants like Amazon and Walmart, with customers to continue to use their products or services, and continually evolve almost unimaginably vast customer followings. So ensure you have a strategy in place to processes and e昀케ciencies along the way with time and cost reducing technologies. help distinguish your brand—and disrupt the status quo. The CCO The VP of customer service The LOB GM The COO The CIO

16 The line of business general manager Challenges and opportunities

17 Revenue is also hampered, as sales teams don’t have the insights they need to identify and act on opportunities. This becomes particularly obvious when salespeople attempt to build a relationship and establish a rapport with a customer. Maintaining and analyzing data that’s muddled is costly, and guarantees a headache for anyone endeavoring to glean meaningful insights from it. This leads to signi昀椀cant barriers for both decision makers working on high-level strategies and departmental executives simply trying to report on monthly results and activity. And don’t forget the power of arti昀椀cial intelligence One reason for customers to love AI? It can provide more personalized CX because of OB GM its access to real-time data, and open up self-service so they can solve their problems, e昀昀ortlessly. These functions enable human agents to leave behind the rote, repetitive aspects of their work to focus on more creative and strategic solutions to he L endemic issues. As an employee, you too could experience the bene昀椀ts of AI for yourself—AI is helping For t businesses deliver user-friendly HR services via fully conversational chatbots, which can Trending challenges instantly provide immediate, in-depth and personalized responses to most questions. But balancing human and AI resources to deliver optimal CX is hard, and leaders must 昀椀nd that equilibrium to maximize AI’s utility while bringing out their best in their Scattered puzzle pieces, lost revenue employees’ innovation and expertise. Time is money. And so is knowledge. When expert and experienced sta昀昀 are overwhelmed with skill-speci昀椀c tasks, costly bottlenecks can occur. Self-service knowledge bases can’t be updated. The team’s ability to operate e昀케ciently is deterred. That can quickly impact the bottom line. Additionally, with limited customer visibility, a business quickly begins to struggle with analyzing its sales trends, how well its departments are operating, and identifying the behaviors of its target audience. The CCO The VP of customer service The LOB GM The COO The CIO

Digital sprawl means employees must navigate 18 Trending challenges Tripping over digital sprawl an overwhelming number When a business can’t scale and operationalize service e昀昀ectively, it struggles to remain competitive by increasing time-to-resolution, and providing customer-centric of internal applications and products and services. POC projects are a昀昀ected by the sheer volume of collaboration and communication tools employees must use to carry out their roles. Yet the number of such tools required continues to rise, and this so-called “digital sprawl” was portals, and have to deploy, exacerbated further by the continuing health crisis. Digital sprawl means employees must navigate an overwhelming number of internal applications and portals, and have to deploy, support, and scale multiple websites. This not only wastes time and support, and scale multiple money, but also leads to dissatis昀椀ed employees who are fed up with drowning in easily solved, mundane tasks, and inconsistent and unreliable digital experience. Frustrated OB GM employees are less engaged, perform worse, and feel less inclined to bring their best websites. This not only wastes selves to work. They are also more likely to leave your organization to move to one that will prioritize their work on the cases that challenge their expertise, and give them the he L tools to do the work they do best – making customers smile. time and money, but also leads For t to dissatis昀椀ed employees who are fed up with drowning in easily solved, mundane tasks, and inconsistent and unreliable digital experience. The CCO The VP of customer service The LOB GM The COO The CIO

Opportunities 19 Unite your systems A single system of record and the tools to act on them gives teams full visibility and puts those insights to use, enabling them to work concurrently and more e昀케ciently. Money is saved. Duplicate work is avoided, collaboration enhanced, and outcomes improved on a greater array of projects. More coherently managed data paired with the tools to put it to good use can be a massive motivator for employees: It saves a huge amount of time that they might have otherwise spent searching, cleaning, and verifying data before being able to use it. Their time is freed, enabling them to focus on strategy, industry research, and experimentation, rather than repetitive and monotonous tasks which frequently o昀昀er only uninspiring results at best. Employees feel that they’re adding more tangible value to the business, and make the role their own. Furthermore, enterprises centered around a single overarching data system are most able OB GM to innovate in an increasingly competitive business landscape, staying ahead of trends and expanding their reach while nurturing their existing client base. They can deliver he L highly personalized customer communications and product recommendations. And with advanced insights into customer browsing and purchasing activity, businesses can better identify in-demand products and services and common pain points in the buying journey For t to execute bespoke campaigns. Take the most e昀케cient route Through the process of intelligent routing, also known as “skills-based” or “smart routing,” contact centers bene昀椀t from a uni昀椀ed system that sees all incoming customer queries—no matter their channel—reach the correct agent or solution. When executed well, intelligent routing makes customer service organizations more e昀케cient and economical, bolstering CX in the process. Intelligent routing via AI ensures internal experts are reserved for escalations, and that knowledge is more equitably distributed across employees. POC projects and innovation are encouraged, and regular experimentation and improvements become an embedded element of the LOB fabric. The CCO The VP of customer service The LOB GM The COO The CIO

20 For the chief operating o昀케cer Challenges and opportunities

21 Trending challenges The new C in the C-suite: CX The C suite is always elevating the importance of Employee Experience (EX) and Customer Experience (CX) as their capacity to boost business performance is increasingly recognized year on year. Organizations need solid EX to sustain great CX, after all. As COOs understand this connection better, more and more seek a way to harness the power of the two across the entire ecosystem of the enterprise. At the heart of this is a desire among OO leaders to activate employees to drive CX and the resulting business outcomes, because they realize that business success simply doesn’t happen without a strong EX. he C For t Organizations need solid EX to sustain great. The CCO The VP of customer service The LOB GM The COO The CIO

22 Many customers Trending challenges will leave your Broken crystal balls The best time to solve a problem? Before customers feel the impact. But when brand after only organizations can’t resolve issues proactively and predictively, they can’t consistently give complex issues the time they deserve. And when agents can’t solve complex issues fast, they risk losing customers (whose expectations for e昀昀ortless, fast 昀椀xes are only increasing). Lengthy SLAs are no longer acceptable. And the need to support OO the growing pace of change in intricate, interdependent systems is complicated by a handful of poor modern architectures and an explosion of data. he C When technology becomes this essential to business operational excellence and topline growth, the potential costs of an experience breakdown are exorbitant. But given the pressure that service and operations teams are under, antiquated experiences— For t technologies, manual processes, and siloed organizational structures are simply no longer enough to keep pace. Sometimes ignorance can be bliss and some will The best CX comes about when the customer is blissfully unaware of the invisible walls separating them from the company’s front, middle, and back o昀케ces. Preempting customers’ problems is a 昀椀ne way to maintain this demarcation, but doing so entails call it quits after a whole host of streamlined processes whose equilibrium can be tough to 昀椀nd. When customers don’t receive the seamless issue resolution that they expect, experience su昀昀ers. Many customers will leave your brand after only a handful of poor experiences—and some will call it quits after just one. just one. The CCO The VP of customer service The LOB GM The COO The CIO

Get proactive: 23 Opportunities • Streamline proactive problem management by automatically detecting clusters of Consolidate existing systems recurring incidents. • Improve and personalize customer experiences with intelligent routing for complex There are four ways to align EX and CX to enhance operational e昀케ciencies, employee queries, introduce self-service portals and conduct ongoing customer journey productivity, and 昀椀nancial impact. These can help companies empower employees to drive CX analysis. and e昀昀ect dramatic increases in business performance: • Implement advanced analytics to help leaders make better data-driven decisions. Analyze: Find patterns by examining statistical links between EX and CX Visualize: Make data-driven decisions with actionable insights Analyze services: OO Converge: Pool technologies and competencies company-wide Involve: Empower employees to take responsibility and create tangible change in the business • Investigate and resolve groups of problems at pace with automated he C identi昀椀cation of incidents that refer to the same situation. Follow the yellow brick road (to a great customer experience) • Continually monitor customer journey infrastructure to respond to real- time customer behavior and identify further opportunities to consolidate, For t Businesses must think up new ways to streamline their operations fast if they want to stay simplify and improve touchpoints. ahead of the competition. Fortunately, there are steps they can take: Get visibility: Proactive makes perfect Businesses should be striving to identify emerging problems and lookalike customers to • Real-time transparency provides a full view of the state of customer service proactively and preemptively resolve issues before they escalate, then communicate their operations. status to across the team. This enhances CX by ensuring issue resolution is smooth, fast, and e昀케cient, and increases the likelihood that customers will communicate their positive • Join IT service, customer service, and operations teams to create a common experiences to others. After all, everyone wants to go opt with the brand that’s speedy user interface and an interconnected picture of customer data. and streamlined, and whose services never seem to go wrong. • Discover and connect assets and relationships to create cross-functional task forces. The CCO The VP of customer service The LOB GM The COO The CIO

24 For the chief information o昀케cer Challenges and opportunities

25 Putting band-aids on band-aids For many companies, the primary technology pain point is so-called “band-aid solutions,” which sees platforms, systems, and programs cobbled together just to get the job done in the here and now, even though these disparate elements don’t naturally tessellate. Integration problems with band-aid solutions and third-party providers fail to treat root issues, leading to customer data compliance complexities. A single task may require the employee to hop endlessly between a spreadsheet, database, and any other number of tools, while their coworkers struggle to stay on the IO same page (and experience su昀昀ers). he C Trending challenges Problems arise when For t Operating with blinders on insights can’t be garnered Customer insights are derived from data analysis, and help organizations better understand who their customers are, what they really want from the brand, and how, because of a convoluted when, and what to sell to them. But problems arise when insights can’t be garnered because of a convoluted delivery environment, and business outcomes su昀昀er as a result. Without access to these insights, marketers can’t improve CX, optimize their delivery environment, and campaign results, or increase pro昀椀tability. Despite this, many marketers continue to waste budget on misplaced ads, with the full potential of customer insights simply left by the wayside. They can’t make data-driven decisions or ensure their business outcomes su昀昀er campaigns are reaching the right people on the right channel at the right time. as a result. The CCO The VP of customer service The LOB GM The COO The CIO

Trending challenges The imperative to innovate without inconvenience A volatile business landscape means enterprises are endlessly striving to stay ahead of the curve and the competition. But to meet their strategic goals, they need best- in-class services, infrastructure, and must at the same time continually innovate cutting-edge solutions without incurring downtime or instigating service disruption. Organizations are more dependent on the availability and e昀케ciency of their IT infrastructure than ever. A seemingly inconsequential issue can balloon into a major IO problem, impacting multiple facets of the business by diminishing revenue, edging toward compliance failure, and detracting from CX while risking the tarnishing of the brand reputation. he C For t There are too many “band-aid solutions,” where platforms, systems, and programs are cobbled together just to get the job done...even when these disparate elements don’t naturally tessellate. The CCO The VP of customer service The LOB GM The COO The CIO

Opportunities 27 Mining for gold Build trust with customers Customer intelligence is the way forward for any brand with e-commerce ambition. Data privacy is paramount to the success of any business. Many stringent laws are in place By emphasizing the customer and their data, companies personalize and improve CX, to support consumers who feel their personal data has been misused. Data management which boosts conversions, loyalty, and retention. regulations put pressure on enterprises to establish systems and processes that demonstrate responsible use of customer data. Therefore, more strongly secured customer data on a Organizations typically rely on focus groups, customer surveys, and website behavioral simpli昀椀ed platform and existing in a streamlined ecosystem contributes to a more trustworthy data to get information about their customers. However, by mining a combined, up- CX. Such a platform does much to mitigate the risks associated with data protection to-date view of connected customer information, you can get a better, more holistic regulations, whose contravention can result in a hefty 昀椀ne. Customer data platforms ingest picture. data from existing systems and databases, then structure, standardize, and normalize it into meaningful information, unifying data attached to individual customers into single pro昀椀les. Another bene昀椀t? Aggregate, truly anonymous data can be used to in昀氀uence decision IO making at the industry level. he C Smooth the way with self-serve For t By empowering customers with the ability to self-serve requests without contacting 70% of customers expect a representative, enterprises provide better business reporting and more e昀昀ective resource allocation. In fact, self-service has become an all-out dealbreaker. 70% of customers expect a company’s website to include a self-service application as a company’s website to 13 simply par for the course . If it doesn’t, they’re likely to move on to another brand that demonstrates smoother CX and more coherent website navigation. Today, self-service is undoubtedly a must-have—not a nice-to-have. include a self-service application as simply 13 par for the course. The CCO The VP of customer service The LOB GM The COO The CIO

28 The digital parking solution with a 97% satisfaction rate Car parking is becoming an increasingly digital business, and Scheidt & Bachmann are leading the way. The company’s solutions include ticketless entry and exit, cameras that monitor parking space availability, and the use of QR codes, UHF tags, RFID, and payment cards. Scheidt & Bachmann’s customers include local councils, airports, facilities managers, and large enterprises—all of which expect parking systems to work 24/7. To ward o昀昀 competition and uphold its reputation for innovation, Scheidt & Bachmann wanted to implement a harmonized service management tool and fully integrated customer portal. Their goals? To better support customers, 昀椀x issues faster, and drive Access to operational e昀케ciency. 24/7 service portal Scheidt & Bachmann implemented ServiceNow Field Service Management and Customer Service Management within all of its global subsidiaries and 20 distribution partners. This created a single service management tool with a new customer portal Customers and 11K car parks that integrated more than 5,000 customers and nearly 11,000 car parks worldwide. 5K integrated globally The decision paid o昀昀. Now, data can be accessed in real time. Businesses can investigate every service call, look at wait times, and make sure engineers have the tools they need to 昀椀x issues. Best of all, 97% of customers report that they’re “satis昀椀ed” or “very satis昀椀ed” with the new service. Of customers ‘satis昀椀ed’ 97% or ‘very satis昀椀ed’

29 Unusually high customer service sta昀昀 attrition is coming into con昀氀ict with the increasing expectations from customers who assume their issues should be able to be 昀椀xed immediately (or even proactively). They demand a seamless switch when they change communication channels or follow up on an issue, but problems are arising as more and more agents work remotely. The “swivel chair” model of the past meant sta昀昀 could rapidly interact with their coworkers in person to acquire essential information for customers, but now they rely on either 昀椀nding it themselves or else having to message and then wait for a response from a coworker. This a昀昀ects CX—and of course, being on the end of the line with an unhappy customer takes its toll on employee experience, too. The C suite is under pressure to source new, more accurate, more holistic ways of measuring CX. After all, CSAT and MTTR are now considered suboptimal indicators of the end-to-end experience. That’s where ServiceNow comes in. Together, we can empower your leaders to incentivize and motivate sta昀昀 by more e昀昀ectively recognizing and acknowledging their value, and rewarding them for their e昀昀orts. We can help you serve your customers better and operate in a lower-stress environment, where employees can develop their corporate skills and organically further their careers. By forging a superior EX across your enterprise, we in turn can ServiceNow facilitates create a superior CX. consistent, frictionless Interested in learning more about the future of customer experience? experiences across Take a look at this resource. multiple channels Let’s go >

30 Sources 1 Is the world economy recovering? 2 #WellActually, Americans Say Customer Service is Better Than Ever. 3 5 Trends In B2B Customer Experience Management. 4 B2B eCommerce Trends & Statistics . 5 The Top Five Trends That Will De昀椀ne Great Customer Service in 2021. 6 Aspect Software’s 2018 Consumer Experience Index Reveals “New Rules” for Customer Service Worth Paying For: Happy Agents. 7 Experience is everything. Get it right. 8 ‘Great Attrition’ or ‘Great Attraction’? The choice is yours. 9 Debunking Automation Myths In Customer Support. 10Experience is everything. 11 Supercharging customer service with AI. 12The Metrics of Contact Center Productivity. 13The Self Service Economy.

31 About ServiceNow ServiceNow (NYSE: NOW) makes the world work better for everyone. Our cloud-based platform and solutions deliver digital work昀氀ows that help organizations 昀椀nd smarter, faster, better ways to work. So employees and customers can be more connected, more innovative, and more agile. And we can all create the future we imagine. The world works with ServiceNow. For more information, visit: www.servicenow.com. © 2022 ServiceNow, Inc. All rights reserved. ServiceNow, the ServiceNow logo, Now, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc. in the United States and/or other countries. Other company names, product names, and logos may be trademarks of the respective companies with which they are associated.