If you are responsible for the customer experience in a company, you know how challenging it is to put together an annual plan full of effective strategies. It is necessary to consider a series of factors: uncertainties, new regulatory milestones, changes in customer demographic data, acceleration of innovation, growing data volumes, fragmented infrastructure, and variable expectations. All these elements need to be carefully analyzed and integrated into the planning
As marketing technologies evolve and expand beyond the marketing department, the challenge of building internal consensus intensifies for Customer Experience professionals. Now, it is essential to develop increasingly robust and comprehensive plans that involve multiple areas of the business.
Furthermore, it is essential to have interpersonal skills to ensure that all interested parties within the companies are aligned with customer experience goals and strategies. Within companies, there are many opinions on how to interpret analytical data and what to do with these insights. One customer recently commented that the more data they have, the more uncertain they feel about what to do. What a paradox!
So, what are CX leaders thinking to better prepare for 2025?
Here is my opinion:
- Unlock the value of data for internal and external customers
- Prioritize AI in areas under your control
- Prepare for regulatory uncertainty worldwide
Unlock the value of data for internal and external customers
The volume of global data is growing exponentially, in a phenomenon called the “dataverse”. According to Statista, the total amount of data created, captured, copied, and consumed globally will exceed 394 zettabytes by 2028.
There are countless new data sources being collected worldwide, coming from various IoT devices. Marketers are literally drowning in data, and the big question is how to make these new data sources work together to create a holistic 360-degree view. I suggest that data be thought of as the currency for business relationships. The trend towards becoming more “client-centric” means we need to break the data silos and create a 360 view of each individual.
This is valid for those in a B2B business model as well as those operating in the B2C space, allowing surrounding contact records with enriched data from external partners.
Breaking silos is like trying to boil the ocean – a massive task. But we already know the secret: data is valuable. Everyone, from sales, finance, operations, to customer service, these areas are always seeking insights and asking for help to activate customer experiences.
To succeed in complex marketing and customer experience initiatives, it is essential to adopt structured and well-planned approaches such as:
- Simplify internal processes: Create onboarding systems that allow internal stakeholders to leverage your team’s resources. Structure the approach into a few “pieces” (e.g., “Engage with our content”, “Engage with our event”, “Engage with our solutions”). Develop templates and project plans to facilitate execution.
- Diversification of use cases: Build a diverse portfolio of use cases and organize them within a matrix of efforts mapped against value (in consulting, this tool is called “Impact Effort Matrix”). This helps identify tasks and make execution order easier. This approach aids in managing expectations and balancing stakeholder demands. Consider hiring a consulting firm to navigate sensitive areas.
- Application of design thinking: Utilize design thinking to create a repeatable and scalable way to build customer journeys and engage stakeholders. This method fosters collaboration and minimizes resistance. In the long run, it saves time as everyone will feel heard during the creative process.
- Document tasks before digitizing: Documenting before digitizing is crucial for creators to understand data flows and customer journeys before development begins. Even in agile processes, careful planning and documentation pay off in the long run.
By adopting these strategies, companies can create more robust and integrated processes, providing a superior experience to customers and optimizing organizational performance.
Prioritize AI in the areas under your control
To create engaging customer experiences across multiple channels, it is essential to focus on the use of AI and emerging technologies like conversational commerce. LLMs (Long-term Language Models) and RAGs (Remote Access Generators) are emerging with ‘Low Code’ interfaces, making it easier to implement these innovative solutions.
These capabilities allow CX professionals to create stunning interactions on platforms like WhatsApp, chatbots, web, apps, and emails. Additionally, omnichannel experiences can be centrally managed and distributed across all channels, ensuring a cohesive and integrated approach.
I recommend that CX professionals go back to basics and focus on what they can control. This includes deeply segmenting and analyzing customers, collecting data about them, and utilizing third-party tools to enrich this knowledge. Centralizing this data in a repository with clear standards for information input is crucial to becoming the sole source of data for every customer relationship.
Simplify omnichannel communications using platforms that allow for creation and publishing in one go. To speed up the content supply chain, use platforms that optimize this process, especially considering trends in hyper-personalization. AI tools like Adobe Firefly can help generate initial content and then produce variations for different channels, integrating these tools with a suitable digital asset manager to avoid the use of shared servers.
Combine your hyperpersonalization efforts with the timeliness of your data. To ensure effectiveness, select use cases based on the impact they can have on business and data readiness quality. This continuous integration of technology, data, and content strategies will ensure efficient resource utilization and maximize ROI without overspending on underutilized data.
Prepare for regulatory uncertainty worldwide
The US Department of Justice is pressuring Google to sell Chrome and break up the Android business, proposing the sale of the Chrome browser as part of a reform to end search monopoly. Simultaneously, Microsoft faces antitrust lawsuits, being investigated for abusing market power in productivity software. If regulatory pressures aren’t enough to change Google’s search business management, the massive user migration to SearchGPT demonstrates that the nature of paid search is changing.
European regulators are also actively monitoring cases against Google, Apple, and Meta, with the “Digital Markets Act” imposing more restrictions on gatekeepers and demanding more transparency. Even for local companies, what happens globally will impact contracts with platforms.
Even being a local company, what happens globally can impact your contracts with the platforms you use. Therefore, it is essential to pay attention to global trends, think broadly, and act locally.
Take control of your data: The best way to prepare for regulatory uncertainties is to own your customers’ data and store it on reliable platforms that you pay for.
Innovate in business models: Uncertainty is not limited to the regulatory environment. Many companies can explore new ways to generate revenue using their customers’ data. Innovating in business models is not exclusive to large corporations. Invest in creative monetization approaches. For example, Starbucks has effectively become an unregulated bank, accumulating $1.8 billion in unused money deposits. Meanwhile, Panera’s coffee subscription and Red Bull’s paid influencer program are examples of innovations on a smaller scale.
Expand the boundaries of your industry: Evaluate partnerships or platforms that enable the adoption of new business models. The boundaries between manufacturers, media companies, and financial institutions are becoming increasingly blurred, creating opportunities for even small businesses to innovate.
In a scenario of constant global changes and uncertainties, it is crucial for companies, regardless of their size, to be proactive. Controlling their own data, innovating in business models, and exploring strategic partnerships are essential steps for companies to remain competitive and resilient.
The democratization of innovation
A bonus trend, which may be the biggest trend for 2025, is the democratization of innovation. All advancements in data, software platforms, and business models are now accessible to companies of all sizes to empower today’s visionaries to create tomorrow’s customer experiences.
Innovation is not exclusive to big tech companies; small businesses can and should innovate as well, thinking globally and acting locally is necessary. The lines between different sectors are becoming increasingly blurred. Consider partnerships or platforms that enable the adoption of new business models. The boundaries between manufacturers, media companies, and financial institutions are becoming more fluid, creating opportunities for everyone.
In summary, preparing for global regulatory uncertainty and adapting to new technological trends are essential for any company wishing to thrive. Maintaining control over customer data, innovating in business models, and staying abreast of regulatory changes are crucial steps. Adapting quickly to new market realities will enable companies to maintain their relevance and competitiveness. Therefore, investing in solutions that ensure data security and continuous innovation is a necessity in the dynamic business landscape.
