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Joining up marketing channels is not a new concept - Econsultancy used to run an event called JUMP based on exactly this theme (first held back in 2012).

The idea of providing a consistent and connected customer experience across marketing touchpoints has been mainstream for at least five years.

However, recent research from Econsultancy shows that 70% of marketers in Asia Pacific have either little management across touchpoints or completely siloed delivery.

The report - Understanding the Customer Journey in Asia Pacific, in association with Emarsys - also provides evidence that marketers' biggest challenge is a lack of collaboration within organisations.

Let's look at some of the findings from the survey.

The omnichannel customer experience is still a pipedream for many

29% of company respondents admit that all of their customer touchpoints are managed in isolation (in silos) and offer inconsistent delivery.

A further 41% say that though they understand the customer journey, there is 'little management across touchpoints'.

Though 7% have impressive 'seamless integration of channels', the remaining 24% that have 'integrated touchpoints across channels' say this work is 'channel-focused, not customer-focused'. This hints at missed opportunities.

integrated touchpoints

Complexity and collaboration are biggest barriers to understanding the customer journey

When asked what is preventing a better understanding of the customer journey, responses chimed with some of the current themes of marketing transformation. There is difficulty unifying different sources of data (34%), a siloed org structure (34%), lack of sharing between departments (28%), IT bottlenecks (26%) and chiefly a complex customer experience (44%).

At the root of many of these problems is the lack of collaboration between teams. Marketing ops teams may be formed to prioritise work and alleviate IT bottlenecks, with a customer-based / design-led approach to marketing requiring cross-functional teams.

Though culture isn't a big issue (10%) and understanding the customer journey seems to be on the agenda (only 9% say it is a low business priority), there's notable mention of lack of leadership (21%) and lack of processes (19%), which again point to the need for marketing transformation.

barriers to cx

More than half of marketers have no CX strategy

When asked about their strategy for improving customer experience, 8% of company respondents effectively said 'what strategy?' and 44% said it was in development.

This implies 2017 may be a big year for change in APAC as regards the customer journey, with companies set to focus on customer needs and established channels.

strategy for improving cx

There's plenty more revealed by the survey within the report, including a large section on the ongoing impact of mobile. Subscribers can download the research today.

Ben Davis

Published 16 February, 2017 by Ben Davis @ Econsultancy

Ben Davis is Deputy Editor at Econsultancy. He lives in Manchester, England. You can contact him at ben.davis@econsultancy.com, follow at @herrhuld or connect via LinkedIn.

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Comments (1)

Greg Randall

Greg Randall, Director at Econsultancy Guest Access TRAININGSmall Business Multi-user

Hi Ben,

Great summary!!

I am leading a customer experience strategy for a Tier 1 Australian retailer at the moment and have done the same for many other large retailers. I speak from experience when I say the above statements are accurate.

The other point worth noting is the graph in Figure 27 where the top barrier to understanding the customer journey is "Complexity". This number one issue has a direct link to "Lack of Leadership" and arguably these two should be combined.

The complexity issue is exacerbated in the absence of senior digital leaders. Brands/retailers who do not have the right senior leaders become paralysed from the noise that comes with trying to figure out consumer journeys. These leaders break through the "noise" and know where to look to uncover customer journeys.

These leaders also should be able to (and need to) pull together siloed data sets to paint a holistic customer journey picture.

This picture delivers a baseline performance to enable the business to see the gap between where it currently sits vs where it needs to be ("where it needs to be" is the business strategy).

This is the beginnings of change which then ultimately deals to the other barriers mentioned in Figure 27. For example, departments typically don't collaborate because they don't know what to collaborate on and/or they don't understand the direct impacts they have on journeys.

The customer journey ripple effect begins with the right leadership.

2 months ago

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