That鈥檚 why we conducted our 2026 State of Customer Experience Report, to see what CX teams can do to better connect the powerful engine of customer experience to the rest of the enterprise, once and for all.

Spoiler (but really, who鈥檚 surprised?): More than ever, the most successful CX teams are proving their worth by unlocking greater value for executives across the C-suite, delivering insights and actions that boost operational efficiencies, cost savings, and revenue growth. 

While the complete report is packed with customer experience statistics, data, and charts that will help you make the case for greater investment in CX, here are three findings that demonstrate what CX can bring to the table for your CEO (high-impact action across the org), CRO (greater savings, greater earnings), and COO (a more empowered frontline, achieving 2026 goals).  

2026 Customer Experience Statistics and Charts to Share with Your C-Suite

1. For Your CEO: Reporting Structure Impact on Executive Action

The data: Executive action on CX insights drops off sharply when CX teams report to leaders other than a dedicated Chief Customer Officer (CCO) or Chief Experience Officer (CXO). Executives are 1.3x more likely to act on customer experience insights when the CX team is under the helm of a CCO or CXO.

Despite this, currently only half of CX practitioners report to a CCO or CXO.听

Furthermore, 2 out of 3 CX practitioners are operating on teams with limited scope, managing only a specific channel or lifecycle stage rather than the whole journey.

The takeaway for your CEO: Failing to act on customer data is an organizational design problem, not a data problem. Without strong, centralized ownership of CX, cross-functional alignment breaks down. To implement cross-departmental changes that actually improve the customer journey, CX needs the structural authority and executive sponsorship to mandate those changes.

Next steps: While momentum is on your side, get your CEO up to speed on the benefits of hiring a CXO and how to set them up for success and share our guide to hiring a CXO.

2. For Your CRO: The Performance Multiplier of Conversational Intelligence

The data: Across the board, only 1 in 5 CX practitioners say they鈥檙e on pace to surpass their department鈥檚 yearly goals. However, CX teams that use conversational intelligence data are 63% more likely to say they鈥檙e exceeding their goals than teams that do not. Despite this massive advantage, conversational data remains vastly underutilized, with only 30% of teams using it frequently.

The takeaway for your CRO: Insights from unstructured conversational data from across sources (phone calls, live chat sessions, social media conversations, and more) empower brands to detect friction immediately, the second potential concerns develop 鈥� and intervene in the moment, reducing the risk of costly churn, declining brand reputation, and loss of referrals.听

Next steps: Stay with us as we break down The Hidden Cost of Ignoring Conversations and what the average enterprise-scale organization can save by leaning into conversational intelligence. 

3. For Your COO: AI Maturity Gap and Frontline Impact

The data: Currently, organizations are prioritizing AI for backend insights, with 36% rating their AI data analytics capabilities as “advanced.” In contrast, only 29% report having advanced GenAI for internal/employee-facing uses. 

However, practitioners know this is a vulnerability: A massive 83% say equipping their frontline employees with usable AI tools is a critical part of reaching their 2026 goals.

The takeaway for your COO: Empowering the frontline with AI has the potential to be transformative. Sitting on the sidelines will only hold companies back, behind brands that are investing in equipping the teams that directly interact with customers with tools to help them do their jobs more effectively. 

Next steps: While you have your COO鈥檚 attention, get our Frontline-Ready AI capabilities on their radar, solutions frontline employees at the world鈥檚 leading brands are using to act faster, solve problems smarter, and deliver results in the moment, all by harnessing the power of AI in their hands.

Next Steps to Break Down CX Silos

If you鈥檙e not as connected to your enterprise as you鈥檇 like to be, you鈥檙e not alone. Nearly three in four CX practitioners (73%) tell us that CX insights are slipping through the cracks and not being shared effectively across the org and nearly half (41%) worry their teams are too siloed from the rest of the company to be able to reach their goals in 2026.

So what can you do? Use the charts we鈥檝e highlighted here to break down for the C-suite why partnering with CX will enable your team to drive the kinds of high-impact business outcomes they鈥檙e looking to achieve.

We鈥檝e officially entered the new era of customer experience. But what does that mean, exactly? 

To go beyond the discourse and get the real pulse of the current experience landscape, we went straight to the source. We surveyed over 550 CX practitioners and 1,500 consumers, and analyzed benchmarks from over 600 of our anonymized enterprise customer experience programs 鈥� making this our most comprehensive research to date.

Our full 2026 State of Customer Experience Report reveals the extensive, genuine, and gritty details of where customer experience is excelling and falling short. We recommend you pour yourself a cup of tea and read this cover to cover 鈥� we鈥檙e here to arm you with critical statistics and insights (and even help you win a CX category in Jeopardy, if that ever becomes a thing).

But of course you鈥檙e eager for the TL;DR now, so here are the biggest takeaways:

2026 Customer Experience Trends: 5 Surprising Findings from Our State of CX Report

1. A massive perception gap still exists between brands and consumers.

Brands think they鈥檙e doing it right… but consumers are not convinced. The gap between what practitioners think about their experience quality and how consumers feel is so wide that CX teams are almost 4x more likely to say their experience has improved over the past year compared to consumers.

More likely than not, your customers are telling you how they really feel, across social chatter, frustrated phone calls and live chat sessions, and through their app and website abandonment activity. You just don鈥檛 have the tools in place to capture the full story. 

It鈥檚 time to step up how you measure experience, so you and your customers can get on the same page about what鈥檚 working (and what鈥檚 not). 

2. Under current org structures, insights don鈥檛 turn to action.

Despite what their titles may indicate, most experience professionals don鈥檛 actually have oversight over the full customer experience. In reality, they may only be responsible for a specific dataset, stage of the customer lifecycle, customer segment, channel, product or business unit, or region.

Our research found that only 1 in 3 CX teams have insight into the full customer experience of their entire organizations. 

As a result, insights sit without any action being taken on them, progress stalls, and it鈥檚 harder and harder for CX teams to influence meaningful outcomes. 

3. Companies are prioritizing AI enablement across the frontline 鈥� but should stay vigilant about introducing errors.

While most practitioners (83%) say giving their employees the AI tools they need is critical to reaching their 2026 goals, even more (85%) say the right tools can help team members better serve their customers. And a similar share (81%) have defined which parts of the customer journey should be handled by AI, humans, or both. 

But, at the same time, companies that lean into AI at the expense of the customer experience need to be prepared to pay an AI tax if issues arise. Consumers have little tolerance for AI-generated errors, whereas nearly half (42%) say human errors are more forgivable.

4. Traditional surveys are losing effectiveness. 

Fewer consumers are opening surveys they receive from the brands they do business with and even fewer are taking the time to fill them out. Most (60%) question whether it鈥檚 worth taking the time to let companies know about negative experiences when they occur. 

Unsurprisingly, CX teams are taking note, recognizing that surveys alone aren鈥檛 cutting it, and starting to do something about it. 

5. “Signal depth” is the key to proving ROI.

The less you track, the less you know 鈥� and the less likely you may be to grow. 

Among teams that report on CX using five or fewer data sources, only 73% say they can measure the ROI of their CX efforts. That confidence level jumps by an impressive 26% to a total of 92% among teams using 10 or more sources.

Companies on the fast track to growth are 2x as likely as those with flat or declining revenues to leverage more CX signals.

What the Most Successful CX Teams Are Planning in 2026

Brands who are more likely to stay competitive in 2026 are expanding beyond surveys and capturing more insights, focusing less on scores and more on financial outcomes, and leaning into AI without losing the human touch. 

Most importantly, they鈥檙e not leaving critical insights at the planning stage. They鈥檙e doing. They鈥檙e fueling action across the organization in ways brands that are still stuck in silos simply cannot.听

For more insights on what鈥檚 driving wins this year, check out the complete 2026 State of Customer Experience Report.

Customer service interactions hold some of the most unfiltered signals about what customers need, expect, and struggle with. 

Conversational intelligence (CI), the ability to analyze and drive action using conversations from calls, written chats, and other service interactions at scale, has the power to unlock those experience signals in ways that surveys and traditional metrics alone cannot.

To understand how CX and contact center leaders are approaching this opportunity, we recently surveyed more than 500 practitioners across industries and geographies. Our latest report, , reveals how CI is being used today, the value organizations are realizing from it, and the barriers that still hold many teams back.

Let鈥檚 dive into not just what鈥檚 happening in the field with conversational intelligence, but what it all means for CX leaders.

Surveys alone don鈥檛 cut it anymore

Our research shows that most CX practitioners agree: feedback surveys on their own don鈥檛 provide a complete picture of the customer experience. Think about it 鈥� surveys only capture the people willing to respond, after the fact, and only to the questions you chose to ask. A customer might have had an incredibly frustrating experience in a chat session, but unless you ask the right question in just the right way, you鈥檒l never hear about it in survey form.

The implication is that organizations leaning too heavily on surveys risk flying blind to the real drivers of loyalty or churn. Contact center transcripts, support calls, and even digital behavior data often reveal things customers would never take the time to type into a survey box: repeated confusion about a billing policy, subtle frustration with a chatbot, or early signs that a customer is about to leave. These missed signals add up to blind spots that can distort how leaders prioritize investments.

The recommendation: Think of survey data as just one of many necessary pieces. 

Instead of making them the centerpiece of your program, use them as one of several inputs that confirm or challenge what you see elsewhere. Pair survey data with conversational intelligence from service calls and chats, and with digital analytics that capture what customers actually do. That mix provides a much more accurate, timely view of experience than surveys alone ever can.

Conversational intelligence is already a competitive differentiator

Our research highlights a sharp divide: leading CX programs are six times more likely to be heavy users of conversational intelligence than lagging programs. That鈥檚 not a small edge 鈥� it鈥檚 the difference between organizations that are advancing the field and those struggling to keep up.

And when we look closer at those who have already adopted CI, the value is undeniable. Nine out of ten CX teams using conversational intelligence rate it as valuable or highly valuable. In other words, once teams bring CI into their toolkit, it quickly proves its worth and becomes a capability they don鈥檛 want to lose.

The recommendation: Prioritize conversational intelligence as a core capability, not a side experiment. 

If your CX program is dabbling in conversational intelligence or hasn鈥檛 yet invested, you鈥檙e already behind those who are building strategy around it. Apply CI first to high-volume journeys like support calls, onboarding chats, or cancellation requests to demonstrate early wins. From there, expand rapidly to keep pace. Just as importantly, look outside your own four walls for inspiration. 

Competitors who harness CI effectively will set the standard and be evident to outside observers in how they display continuity of customer history across touchpoints and close the loop following them. Customers will begin to expect that level of seamlessness everywhere, and to stay on par, your organization will need to think of CI as seriously as any other capability used in service interactions.

Inter-department silos are a major barrier to more widespread use

Despite its proven value, most CX teams aren鈥檛 using conversational intelligence often. And it鈥檚 usually not because the organization lacks the capability. More often, other teams, like those in contact center or operational departments, are already tapping into CI more regularly, but they aren鈥檛 involving the CX function. In fact, this is twice as likely to be the case as the organization not having CI capabilities at all! Valuable insights are being generated, but not shared where they could inform broader customer strategies.

Practitioners know this is an issue, too. 81% of CX practitioners say their organization needs to do a better job sharing conversational intelligence data between teams.

On top of that, some other barriers to adoption are also worth noting. Practitioners cite data protection, tech integration, and skillset gaps as common obstacles. But there鈥檚 a telling split: CX professionals are far more likely to rank siloed information as a major barrier (4th highest factor) compared to their contact center counterparts (12th highest factor).

The recommendation: Break the silos before they break your program. 

Start by mapping out who in your organization already owns or uses conversational intelligence. Build a cross-functional 鈥渋nsights roundtable鈥� where the contact center, CX, and analytics teams share what they鈥檙e seeing 鈥� even if it鈥檚 a beta program at first. Don鈥檛 wait for perfect integrations; start with joint reviews of call transcripts or top themes from voice analytics. 

From there, build toward shared platforms and governance that make CI insights accessible across teams. The payoff is twofold: you鈥檒l accelerate adoption within CX, and you鈥檒l also prevent competitors from outpacing you simply because their teams talk to each other better. Breaking silos isn鈥檛 a side project, it鈥檚 the first step toward using conversational intelligence as a true enterprise-wide capability.

Getting conversational intelligence from potential to practice

The research makes one thing clear: conversational intelligence isn鈥檛 a nice-to-have anymore. Surveys still matter, but they do not provide the complete picture. Leading CX programs are already leaning into CI and reaping the benefits, while laggards struggle to keep up. At the same time, barriers like silos, integration hurdles, and data protection concerns continue to slow progress.

But those obstacles aren鈥檛 insurmountable. The organizations that move now 鈥� and move deliberately 鈥� will set the pace for how customer experience is understood and managed in the years ahead. Consider getting started with these key steps:

1. Reposition surveys as a component, not the centerpiece. Use them to confirm or challenge what you see in conversations and behaviors, not as the whole story.
   
2. Make CI a core capability. Treat it like a must-have competency, on par with digital analytics or CRM. Pilot in the most important channels and use cases, then scale.
   
3. Break down silos early. Create cross-functional forums where CX, contact center, and analytics teams share insights regularly, even before systems are fully integrated.
   
4. Build comfort with the messy middle. Don鈥檛 wait for perfect tech or spotless data; start with what鈥檚 available, then refine processes and integrations over time.
   
5. Look outside your own walls. Benchmark how peers and competitors are using CI in ways visible to the customer, and push to meet or exceed that standard.

The message for CX leaders is simple: conversational intelligence is already proving its worth. The only question is whether your organization will use it to lead or wait until competitive pressure forces you to catch up.

Surveys only tell part of the story. to uncover the actionable insights and competitive advantage hidden in your contact center conversations.

Beyond being CX professionals, we鈥檝e all been there as consumers: a receipt arrives in your inbox, and a company asks you to 鈥渢ake a quick survey.鈥� Sometimes you click. Other times you don鈥檛. But what drives that decision, and does it differ depending on whether you鈥檙e a Gen Zer, Millennial, Gen Xer, or Boomer?

That鈥檚 exactly the question our latest research, Research Report: Why Gen Z is Reshaping CX Strategies, set out to explore. We asked consumers across generations to share what motivates them to provide feedback, and the key characteristics of that feedback when they do. The goal wasn鈥檛 just to gather data points, but to uncover the deeper drivers that explain when and why people decide their opinions are worth sharing.

Let鈥檚 explore some of the biggest findings.

Many wonder about the value of being questioned

Half of consumers feel feedback requests are more common now than in the past. But it鈥檚 not that consumers are unwilling to share their thoughts, it鈥檚 that many no longer believe it makes a difference. Our data shows this skepticism is especially pronounced among Millennials and Gen Z, who are more likely to doubt that companies take action on feedback. For CX leaders, that should be a flashing red light: if the next generation of customers assumes their voice won鈥檛 be heard, they鈥檒l stop speaking up altogether.

The implications go well beyond survey response rates. When customers feel ignored, they鈥檙e less likely to invest in the relationship, less likely to advocate, and more likely to churn. The challenge isn鈥檛 just to collect feedback, but to close the loop in a way that is visible and meaningful. CX professionals should ask: How often are we telling customers what changed because of their input? And are we designing feedback programs that connect directly to improvements in products, services, or policies? 

Gen Z isn鈥檛 a silent generation 鈥� you just might not be listening to them

A common assumption is that younger generations, especially Gen Z, are less inclined to fill out surveys. After all, they鈥檙e known for shorter attention spans and a preference for quick, frictionless digital interactions. But the data tells a different story: across generations, participation rates are surprisingly consistent. Gen Z might roll their eyes at a feedback opportunity, but they鈥檙e also not opting out at significantly higher rates than their Millennial, Gen X, or Boomer counterparts.

The nuance comes in where they choose to speak up. Younger consumers in particular may be just as willing to share feedback, but they鈥檙e more likely to do it outside the company鈥檚 four walls on platforms like Yelp, Google Reviews, or social media. They actually are nearly twice as likely as Boomers to have most recently submitted their most recent feedback through a third-party site or social media platform.

For CX professionals, that鈥檚 both a risk and an opportunity. If feedback is flowing elsewhere, how are you capturing it, analyzing it, and responding to it in ways that show customers you鈥檙e listening? Closing the loop now requires looking beyond the survey form and building strategies that treat all feedback (whether on your site or someone else鈥檚) as part of the customer experience ecosystem.

Is Gen Z actually the true generation of 鈥淜arens鈥�?

The stereotype of the 鈥淜aren鈥� has typically been pinned on cranky middle-aged consumers, but our research suggests Gen Z might actually deserve the label more. They are the least likely generation to report being satisfied during a customer experience, and when they do provide feedback, it鈥檚 more often critical than that of older generations. Unlike Boomers, who are more inclined to call out great service from a specific employee, Gen Z is relatively likely to lean into pointing out what went wrong.

For CX leaders, this isn鈥檛 just a quirky generational trait. It has real implications for how metrics are interpreted. If your survey responses increasingly skew younger, you may see Net Promoter Scores or satisfaction ratings drift downward, even if the actual experience hasn鈥檛 deteriorated. Similarly, a new outreach campaign that draws in more Gen Z respondents might look like a service failure when in fact it鈥檚 a shift in who鈥檚 speaking up. The 鈥渟o what鈥� is clear: don鈥檛 just track the numbers, track the composition of your respondents. Understanding who鈥檚 behind the data is as important as the score itself, and it鈥檚 the only way to know whether you鈥檙e seeing a true signal about experience quality or a reflection of generational expectations.

Boosting feedback participation: a mix of feelings, ease, and incentives

It鈥檚 no surprise that the biggest nudges toward participation come at the extremes. Customers are far more likely to share feedback after an especially positive (or negative) experience, and they鈥檙e quick to disengage if a survey feels too long or requires annoying steps like logging into an account. Those transactional details matter, but our research shows they鈥檙e only part of the story.

Many of the strongest motivators aren鈥檛 about the experience itself, but about the relationship with the brand. Customers are more willing to respond if they have a longer history with a company, if they view it as trustworthy, or even if it feels like a smaller, more human 鈥渕om and pop鈥� business. That means participation isn鈥檛 just about asking the right questions in the right format, it鈥檚 about the emotional context surrounding the brand. 

Also worthy of note: the higher inclination to participate when requests come via text message or can be completed on social media or a third-party site. Gen Z especially over-indexes on those.

For CX leaders, the takeaway is clear: boosting participation isn鈥檛 only about survey mechanics. It鈥檚 about strengthening brand connection, meeting customers in their preferred channels, and recognizing that willingness to respond is as much emotional as it is functional.

When it comes to motivating customers to take a survey, it is no surprise that cash is king. Guaranteed money tops the list of preferred incentives, and when that is not available, customers are quick to point to close substitutes like loyalty points, discount codes, or entries into sweepstakes. These tangible rewards make the exchange feel worthwhile, especially when the survey itself requires time and effort.

But incentives do not always need to hit the budget line so harshly. Our research shows that other forms of value can be just as appealing, particularly among Gen Z. This group is more open to perks like early access to product launches, limited edition branded merchandise, invitations to local events, or special recognition statuses. These alternatives may be more financially palatable, and at the same time strengthen the emotional bond with customers. For CX professionals, the key is to think creatively. Incentives can be more than a transaction; they can be an extension of the brand experience itself.

Take action to better understand Gen Z

Gen Z is reshaping how feedback should be thought about and acted on. They are just as likely to participate as other generations, but their expectations and behaviors look different. For CX professionals, that means adapting strategies now to build trust with the next wave of customers鈥攁nd rethinking what 鈥渓istening鈥� really looks like.

Here are a few clear steps forward:

1. Close the loop visibly 鈥� Do not just thank customers for feedback; demonstrate what changed because of it. Share outcomes in-app, on social channels, or even in marketing campaigns so Gen Z can see that their voices matter.
   
2. Listen outside your four walls 鈥� Traditional surveys are only part of the story. Capture insights from third-party review sites, social media, and influencer conversations where Gen Z naturally shares opinions.
   
3. Expand the insights from interactions already taking place 鈥� Pair survey data with conversational intelligence from customer service calls and chats, or with digital experience analytics. This gives you a more complete picture of the experience as customers actually live it.
   
4. Tailor outreach 鈥� Meet Gen Z on their terms. Shorter, mobile-first surveys and text message invitations can feel less like a burden and more like an easy ask.
   
5. Rethink incentives 鈥� If you need to offer more, think beyond cash. Early access to launches, special statuses, or branded events can strengthen loyalty while appealing to Gen Z鈥檚 desire for exclusivity and community.

The message is clear: understanding Gen Z is not about lowering expectations, it is about evolving how we ask, listen, and respond. The brands that make that shift will not only improve feedback participation, they will future-proof their CX programs as customer voices continue to change.

So how do you get started? Consider your current feedback ecosystem. Are you listening beyond standard feedback surveys? And are surveys requested under the timing and channel preferences that best resonate with Gen Z? And how do customers observe the loop has been closed and their feedback was worthwhile? Building trust with the next generation is less about a single initiative and more about creating a consistent rhythm of listening, acting, and proving their voices have impact.

How is the loyalty landscape changing? 糖心原创 teamed up with our partner , the industry-leading global market research and consulting firm, to get insights straight from the source: CX leaders and experts.听Together, we surveyed over 800 practitioners across sectors, including financial services, retail, healthcare, and more.听

We also asked our industry experts, who help oversee customer experience programs for the world鈥檚 biggest brands, about what stood out to them the most from these new findings. Here are the top four customer loyalty statistics they highlighted from the report that they say customer experience (CX) teams need to know about.听

The full report, , is packed with even more insights about the true value of customer loyalty, where brands excel (and fall short), the critical role of employee and customer experience management in shaping loyalty, how loyalty programs fit in, and the trends shaping loyalty鈥檚 future.

4 Customer Loyalty Statistics That Will Change How You Think About Customer Experience

1. An overwhelming majority of CX professionals agree (86%) that customer loyalty will increase in importance as a business metric.

Nearly all of our participants (87%) say that investing in loyalty initiatives delivers a return on investment and nearly all (97%) agree that loyalty is a driver of overall success.听

糖心原创鈥檚 Vice President and Executive Advisor for Financial Services, , who has led CX initiatives at Sprint, Citi, and UMB, says this finding is noteworthy because it aligns to a key objective of brands across industries and within the financial services sector in particular: achieving 鈥減rimacy.鈥�

When this happens, companies, such as retail banks, become a customer鈥檚 go-to, or primary, choice for meeting a particular need. Primacy is the ultimate goal because once this level of customer loyalty is earned, it鈥檚 鈥渟ticky,鈥� she explains. It can be fostered and retained over a customer鈥檚 lifetime.

鈥淔or instance, in retail banking, think about how much effort is involved to move your primary checking account, especially if you have had it for years,鈥� she says. 鈥淭he magic really happens, however, when brands are able to combine 鈥榮ticky鈥� products with a great experience. Without the experience component, we could debate if primacy is indeed a loyalty indicator 鈥� too many banks stop short, knowing there is a high barrier of change.鈥�

2. The top three issues that fuel customer churn are related to product quality, price, and interactions with unhelpful or unfriendly staff.听

When we asked CX practitioners the most common reasons why customers may stop doing business with a brand, one factor that may not be top of mind for brands stands out: the experience of interacting with a company鈥檚 employees.听

鈥淭his underscores the pivotal role of the employee experience in shaping customer loyalty,鈥� says , Vice President and Executive Advisor for Hospitality at 糖心原创, who has over 20 years of experience in hospitality and has held leadership roles with Hilton Worldwide, Marriott International, and more. 鈥淏y prioritizing your employees’ experiences, ensuring they feel聽valued, motivated, and engaged, they are more likely to provide exceptional service, creating a ripple effect that enhances customer satisfaction and fosters loyalty.鈥�

Our 2024 report, The State of Brand Loyalty: Demystifying what makes your customers loyal, revealed similar findings. For example, 61% of consumers cited having friendly employees as one of the top elements of a brand鈥檚 customer experience that plays a big role in loyalty.听

3. More CX practitioners say that quality (88%) and experience (85%) drive customer loyalty compared to price (70%).

Once again, our latest customer loyalty statistics illustrate how experience is an influential aspect of the brand that companies need to carefully consider and optimize 鈥� perhaps even more so than the price of products.听

鈥淔rom a healthcare standpoint, this really highlights the opportunity for patient experience leaders to focus on the fundamentals that contribute to delivering meaningful interactions for patients 鈥� including clinical excellence and exceptional communication,鈥� says , Vice President and Executive Advisor for Healthcare at 糖心原创, who has held experience leadership roles at Renown Health and worked as a clinical assistant professor at the University of Nevada.

4. Customer experience professionals say the #1 way to drive customer loyalty is by collecting customer feedback.听

While brands may put more resources behind things like offering personalized offers, proactively engaging customers who have lapsed to get them to come back, and using popular channels like social media to foster a loyal fan base, none of these make it to the top of the list when it comes to boosting customer loyalty. According to our survey takers, gathering customer insights is what has the greatest impact.听

While most organizations with loyalty programs (81%) say they use their program database to collect customer feedback, brands have an opportunity to do more with this data.听

鈥淲hen asked how customer feedback is used, only 48% indicate that they 鈥榗lose the loop with dissatisfied customers,鈥欌�� says , Vice President and Industry Executive Advisor for Telecom and Media at 糖心原创, who spent 20 years of her career working in CX for Verizon. 鈥淭his is surprising since closing the loop is a foundational element of CX programs, and even enables organizations to personalize experiences and establish an emotional connection to the brand.鈥�

Get More Insights from the 2025 Report

Companies that hone in on what really matters 鈥� including measuring and optimizing experiential factors like the customer and employee experience 鈥� have what it takes to achieve primacy (that is, become 鈥渟ticky鈥� for the customers), deter churn, and fuel their organizations鈥� overall business success.听

Check out the complete report, , to discover even more 2025 customer loyalty statistics that will reshape your customer experience strategies.

Our recent research of over 1,800 U.S. consumers, How Consumers Think About Value, reveals several unique findings on how consumers weigh price against experience, product quality, and other factors in making purchase decisions for brands like retailers, restaurants, hotels, and airlines.

Does price sensitivity mean brands should focus on being the cheapest?

Consumers choose many brands because they have the lowest prices. This can vary by industry, with retail and airline customers more commonly picking the cheapest option (60% and 59% of most recent cases, respectively) than hotel and restaurant customers (43% and 41%, respectively).  

However, there鈥檚 plenty of good news for brands that anchor their competitiveness on quality and experience over price. More than half of consumers are inclined to pay more for a better experience. This reveals that differentiation based on premium attributes like high-quality service and superior products can drive many brands to success, even if competitors win on cost.

Even in the face of inflation over the past few years, the “consumer surplus” (what consumers are required to pay versus the dollar value they put on what they receive) is still alive and well. For many industries, over two out of three consumers would have paid more than they did on their most recent transaction if the price was higher rather than abandoning the purchase altogether. This helps explain why consumer purchase frequency did not drop as much as many expected, even as prices rose dramatically.

However, consumers being willing to pay more doesn’t automatically give brands permission to raise prices and expect volume to stay where it is. Consumers can still turn to competitors with lower prices (and get even more surplus value) when products / services are undifferentiated. 

This should force brands to think hard about the quality of experience that justifies the price being where it is. It also means we need markets in which brands can’t collude to raise prices in concert and hurt the consumer, who is left without other options.

Just like industries differ in how often consumers choose the cheapest option, not all industries are equal in their willingness to pay more if needed. When a consumer transacts with one industry, it may more often be a “need to have” than a “nice to have” compared to other industries. That further underscores the need for brands to have the right data to know why consumers choose them and how fragile that choice might be.

Considerations for the retail industry

Drivers of choice for one retailer over another may be very price-dependent, even more than drivers of choice in other industries. 

However, retailers would be missing a critical element of consumer behavior if they didn鈥檛 recognize the 鈥渟hift to convenience鈥� that drives consumers to consider price in the context of many other convenience attributes 鈥� like location, variety, channels, return policies, payment methods, and many others. 

When taken together, these can easily outweigh the attractiveness of low prices, even if each nuanced component of convenience doesn鈥檛 on its own. This explains why 40% of retail customers most recently chose an option that wasn鈥檛 the cheapest.

When shoppers seek better prices, what they are really doing is trying to drive more 鈥渟urplus鈥� for themselves. Remember that the difference between price and value is surplus, so by definition, a lower price drives a higher surplus. However, improved experiences via convenience and quality can drive that higher surplus, too. 

The fact that price is as strong a driver as it is also reveals how opportunities exist for some retailers to further differentiate themselves on attributes other than price 鈥� essentially zigging while others are zagging.

Measurement is critical alongside this finding, too. Every brand will index differently on the surplus drivers. Just like an 鈥渋mpact score鈥� helps brands understand which topics drive scores, analyzing the factors that best drive perceptions of a surplus between value and price can do wonders for helping a brand understand its positioning in the market and adjust if needed.

Considerations for the hospitality industry

The travel and hospitality industry offers a unique lens through which to observe consumer value. While price sensitivity is evident, with about half of travelers typically choosing the cheapest option for flights and accommodations, there’s a clear willingness to invest in experiences that enhance the overall journey. This demonstrates a desire to maximize not just monetary savings but also the experiential surplus derived from travel.

The Price-Conscious, Surplus-Seeking Traveler: The fact that a significant portion of travelers prioritize price underscores the importance of competitive pricing. However, it also presents an opportunity. By offering transparent and fair pricing, travel companies can build trust and attract price-sensitive customers, laying the foundation for a positive surplus perception.

Experiences that Justify the Premium: A large majority of travelers believe a better experience is worth paying more for. This directly translates to a higher perceived value and, consequently, a greater consumer surplus. For example, a one-of-a-kind boutique hotel that offers personalized service, unique local experiences, and a curated ambiance can command a higher price point because it delivers a richer, more memorable experience.

Bundling for Value: Consumers are drawn to bundled offers, perceiving them as a way to unlock greater value. For instance, a resort that packages accommodation with meals, spa treatments, and airport transfers creates a more compelling proposition than one that offers a low base rate but charges extra for each amenity. We鈥檝e found this bundling strategy can increase the perceived surplus by offering a comprehensive experience at a perceived discount.

Loyalty Programs Cultivating Long-Term Surplus: Loyalty programs are powerful tools for fostering long-term customer relationships and enhancing the perception of value. Airlines that offer frequent flyer miles, upgrades, and lounge access to their loyal members essentially provide an ongoing surplus that keeps customers returning. While building true loyalty with customers requires more than points and miles, loyalty programs drive engagement and increased opportunities to build true emotional loyalty.

Transparency as a Trust Builder: Deceptive pricing practices erode trust and diminish perceived value. This issue has been well-publicized in the industry, and experience data proves they are short-sighted. A customer鈥檚 trust will take a significant hit if they are surprised with a charge of $30 a night for bottled water upon request, wifi they can get free at any coffee shop and a small fitness center they don鈥檛 have time to use. Travel companies that are upfront about their fees avoid hidden costs, and truly offer amenities of value are more likely to be seen as offering a fair deal, which contributes to a positive consumer surplus.

Navigating today鈥檚 economic landscape

A brand鈥檚 sustained success lies in recognizing and responding to the diverse needs and preferences of consumers, balancing price with positive experiences to foster loyalty and drive growth. By focusing on elements such as convenience, superior service, and unique offerings, brands can ensure they remain competitive in an evolving market. 

For more insights into 糖心原创 Market Research, meet the team at Experience! 糖心原创 Experience 2025 is taking place in Las Vegas, NV, March 24 鈥� 26, 2025.

Artificial intelligence (AI) was one of the biggest trends in customer experience in 2024. Our experts predict it will continue to dominate customer experience trends in 2025 as brands leverage its capabilities to anticipate and meet customer needs across each and every interaction.听

Though it鈥檚 been talked up for the past few years, especially with the rise of generative AI (genAI), it鈥檚 more than just a buzzword. We鈥檝e seen firsthand how AI is transforming customer experiences, and we鈥檝e been eager to learn more about how customer experience professionals across industries really feel about AI, how they鈥檙e using it, what their AI strategies look like, and what concerns they might have.听

For answers, we conducted a 糖心原创 Market Research survey of over 800 customer experience practitioners across a balanced set of industries, company sizes, and role levels in the U.S., UK, Australia and New Zealand, and Canada.听

The major takeaways from this study are now available in our new report: Beyond the Hype: What CX Practitioners Really Think of AI. Here are the highlights:

How brands are using AI in customer experience

If we had to pick one finding that most clearly demonstrates just how AI is a lot more than hype, it would be this: When we asked CX practitioners what the impact of AI has been so far on their businesses, an impressive 60% of our survey participants told us it has exceeded their expectations. Nearly everyone 鈥� 96% of customer experience professionals 鈥� answered that it has met or exceeded expectations.

Even when asked about the newest form of AI, genAI, the vast majority of participants say they鈥檝e given this technology a try at least once, and nearly half (42%) say they鈥檙e regular users of genAI.听

And that鈥檚 only the beginning. Analyzing this survey鈥檚 results, I uncovered four unique themes that reveal a comprehensive picture of how CX professionals think about and use AI. Let鈥檚 dive into these now.听

CX professionals are optimistic about AI in customer experience聽

Most (86%) of the leaders we surveyed believe AI will change what their organizations are able to achieve when it comes to the customer experience. And more than half say AI will outperform humans in as little as five years in two key areas: looking up information across various data sources, and summarizing and explaining larger sets of information.

In other areas, such as completing actions, identifying accurate insights and drawing conclusions from data, creating or editing content, figuring out what steps to take based on information, and understanding and answering customer questions, the professionals we gathered insights from do not feel AI will exceed human capabilities in the near-term.听

Most companies have established an AI roadmap

Three in four CX practitioners believe their companies have a clearly defined AI strategy that is comprehensive of customer experience use cases and benefits for their organizations.

Similarly, investing in AI is important to most of the professionals (84%) we surveyed, with the fastest-growing companies being 4.2 times more likely to agree that their investment in AI will be 鈥渧ery high鈥� in the next 12 months compared to companies with the lowest-reported revenue growth rates.

Given the degree to which companies are embracing artificial intelligence in customer experience across their strategies and areas of investment, it should come as no surprise that AI-focused roles are becoming standard practice, with more than half of professionals (51%) reporting their organization has an AI-focused exec on board 鈥� and even more (70%) reporting having one or more roles dedicated to genAI.

AI is being embraced for a variety of evolving CX use cases

Currently, AI is most likely to be used to enhance backend analysis and streamline workflows. That said, things are likely to change this year, as more organizations embrace using artificial intelligence 鈥� genAI, specifically 鈥� for customer interactions.听

When we asked CX practitioners how they鈥檙e using AI right now, 鈥渆nhancing the quality of data analysis鈥� was the most frequently selected objective. One in five participants chose this as their top use case, two times more than any other option. The next top responses include 鈥渁utomation as a means of labor cost reduction鈥� and 鈥渋mproving data analysis speed.鈥� However, when we inquired about how organizations plan to use AI in the future, 鈥渦sing genAI for customer-facing issues鈥� was the answer that came out on top. Other frequently cited future use cases include 鈥渟imulating and predicting customer behavior or outcomes鈥� and 鈥渁utomating actioning of comms鈥� (for example, closing the loop).

CX professionals have data security concerns

We also asked CX leaders to share their priorities when selecting or developing AI tools. Data security and data privacy were the top two drivers influencing their choices, with the third being the potential return on investment of the AI solution.

It鈥檚 promising to see so many organizations approaching AI adoption thoughtfully. Data security and privacy are must-haves when selecting AI vendors. They鈥檙e areas 糖心原创 is deeply committed to, with our company focused on implementing the highest standards for security of data storage and transmission, utilizing AI security best practices, and maintaining an internal AI Moderation Council that has oversight over all of our AI products at 糖心原创 and an external AI Advisory Board that鈥檚 dedicated to the responsible and ethical use of AI.听

What鈥檚 on the horizon for artificial intelligence in customer experience?

Most organizations recognize that AI is vital to their business. Most say AI鈥檚 capabilities have met or exceeded their expectations. But how are companies evaluating the impact of AI 鈥� and in which areas do CX practitioners think they need to step up their investment in AI?聽

Check out the complete report, Beyond the Hype: What CX Practitioners Really Think of AI, for more insights into the current and future state of the use of artificial intelligence in customer experience, according to your fellow CX professionals.

We all know brand loyalty is the holy grail for every industry 鈥� but getting there is anything but simple. Sure, general trends like quick response times and smarter personalization make good starting points, but if you really want to crack the code, studying the nuances of your industry is key. Every sector has its own quirks when it comes to loyalty.听

According to 糖心原创 Market Research鈥檚 latest report, , only 24% of customers consider themselves “very loyal” to a brand. Surprised? You鈥檙e not alone. Customer acquisition is no small feat 鈥� it can cost up to $377 per customer in some retail industries, according to research from .

So why is customer loyalty such an elusive target? 糖心原创’s team of experts dove into the details, unpacking some key insights into what matters most for specific industries. The most important takeaway is that customer loyalty is ultimately a moving target. Preferences shift, expectations evolve, and the ways people interact with brands are always changing. CX needs to keep up or risk becoming irrelevant.

Loyalty in healthcare requires trust and seamless experiences

The healthcare vertical faces unique challenges when it comes to building customer loyalty. Patients trust medical providers with their well-being, making the patient-provider relationship deeply personal and sensitive. Our 糖心原创 research found that one in eight customers would abandon a company after just one poor encounter, so the stakes are high for healthcare providers to create a reliable experience patients can count on.

1. Ensure consistency across touchpoints聽聽

鈥淚n healthcare, a loss of trust can lead patients to delay care, disengage from treatment, or even switch providers, which can have real consequences on health outcomes,鈥� notes , 糖心原创’s Vice President and Executive Advisor for Healthcare. Every interaction, from initial scheduling to follow-up care, should reinforce reliability and trustworthiness if you hope to retain the patient.

2. Prioritize patient feedback

When it comes to a patient鈥檚 health, timing matters 鈥� both to their quality of care and their impression of your organization. Having a team focused on dealing with gathering and analyzing feedback can make or break the relationship. 鈥淐losing the loop on customer feedback shows that you are listening and that you care about patient opinions,鈥� explains Maraccini. Quickly dealing with patient concerns helps maintain compliance and quality of care, so it鈥檚 truly a win-win.

3. Build a holistic system that supports patients

As long-term wellness is increasingly emphasized, it鈥檚 never been more important for organizations to design systems to support their patients over the long haul. Maraccini notes that treating the healthcare experience as a holistic one can foster trust, loyalty, and improved health outcomes. From scheduling to viewing medical records to following up after a procedure, patients should be able to quickly access important information and request care in a straightforward way.

Public sector loyalty comes through genuine connections

In the public sector, loyalty takes on a unique dimension since end users are voters, taxpayers, and stakeholders relying on government agencies for essential services. Public agencies are meant to serve citizens and residents, who will illustrate their loyalty at the ballot box. Both groups stand to lose in a big way if public agencies don鈥檛 thoughtfully design and execute their service offerings.

1. Operationalize customer experience聽

, 糖心原创’s Senior Vice President and Executive Advisor for the Public Sector and Healthcare, emphasizes the importance of “operationalizing customer experience鈥� and 鈥渢reating every interaction as a moment to deliver value.” This citizen-centric approach is incredibly important for building trust and ensuring the effectiveness of public services.听聽

2. Invest in employee experience

It can be challenging to provide the best experience to the public when dealing with funding limitations or legacy software that is slow or ineffective. “Customers are 2.7 times more likely to feel loyal when they believe an organization cares about its employees,” Becker explains. This is equally relevant for government agencies, where 鈥渆mpowered and supported employees are better equipped to serve the public,鈥� building loyalty through every interaction. Elected officials and decision-makers in the public sector should try to supply employees with every available resource so they can provide better service.

3. Use real-time data and feedback loops聽

Becker highlights the importance of real-time data in aligning service delivery with citizen demands. Government agencies can keep a finger on the pulse of the public with requests for continuous feedback and responsive actions. Many agencies are also increasingly turning to AI to enhance both customer and employee experiences, particularly where parsing large amounts of data is needed.

Hospitality and travel must offer true value to win loyalty

In the hospitality space, loyalty programs are essential for driving repeat stays 鈥� but today, points and perks aren鈥檛 usually enough on their own. Guests expect impeccable, personalized experiences that make them feel genuinely valued. Brands that deliver exceptional value tend to win customers for life, especially given the limited time and money customers have for vacations or nights out.

1. Enhance loyalty programs with personalization

鈥淎bout three in four (78%) of hotel customers say rewards programs influence their brand choice, according to 糖心原创 Market Research,鈥� says , Vice President and Executive Advisor for Hospitality at 糖心原创. “But the real opportunity lies in using technology to personalize these programs, making them feel meaningful to each guest.鈥�

2. Prioritize customer feedback for instantaneous recovery

“Customers in loyalty programs expect more,” Ryskamp continues. Hotels that close the feedback loop in real time can recover from any potential negative experience, demonstrating a commitment to guest satisfaction and reinforcing loyalty.

3. Anticipate needs with technology

“Understanding and acting on customer signals can unlock deeper loyalty,” notes Ryskamp. By anticipating guest needs 鈥� like preferred amenities or dining options 鈥� hospitality brands can create memorable experiences that make guests feel valued, ultimately driving loyalty.

Financial services organizations earn primacy through trust and tailored offerings

For the financial services vertical, many institutions seek to become the go-to for all a customer鈥檚 financial needs. Achieving this level of trust takes a long-term commitment to transparency, security, and anticipating each customer鈥檚 needs so you鈥檙e available to help them when they are ready for you.

1. Build relationships through trust

“Primacy reflects a bank鈥檚 competitive strength,” explains , Vice President and Executive Advisor for Financial Services at 糖心原创. By gaining a customer鈥檚 trust, they鈥檙e more likely to turn to you for all of their banking, lending, and credit needs.

How to gain that trust? When customers feel heard and understood, they’re more likely to stick around. It鈥檚 all about creating connections and showing clients that their financial institution truly cares about their unique circumstances. That way, even if a customer isn’t in the market for a new product today, they’ll remember your brand when they’re ready to make a move.

2. Offer personalized financial solutions

Personalized solutions make a difference when it comes to building loyalty. 鈥淏rands need to do more than just satisfy customers; they need to give them solid reasons to come back,鈥� explains Bloch. Financial providers strengthen that connection when they offer products and services relevant to clients’ lives.

3. Leverage data to understand needs

“Using data insights allows financial institutions to anticipate customer needs,” adds Bloch. By leveraging information to tailor offerings according to each customer’s preferences and behaviors, banks can deliver a more customized experience that is truly helpful.

Telecom and media loyalty requires personalization and real-time feedback

In telecom and media, customer loyalty hinges on creating memorable, personalized experiences that really resonate with consumers. They expect more than just a standard interaction; they want providers to understand their unique preferences and usage. This means going beyond generic promotions and recognizing that each customer is an individual with distinct needs.

1. Use data to drive personalization

“The State of Brand Loyalty study reveals that 84% of customers see personalized experiences as essential as the product itself,” says , Vice President and Executive Advisor for Telcom and Media at 糖心原创. When brands focus on personalization, they create memorable moments that resonate with customers, making them feel understood and appreciated.听

2. Recover quickly from negative experiences

To keep customers happy, every interaction needs to hit the mark. 鈥溙切脑� researchers have found that about three in four (72%) of customers would be done forever after four or fewer bad experiences,鈥� Palenik points out. Using real-time feedback can help brands spot problems early on, making sure customers stay satisfied and engaged before it鈥檚 too late.

Loyalty is about personalization, proactivity, and trust

No matter the industry, customer loyalty often comes down to personalized experiences, proactive service, and building trust. You need to understand what makes your customers tick to earn repeat business, get positive word-of-mouth recommendations, and boost revenue. It鈥檚 all about delivering exceptional experiences every time.

Want to dive deeper into our customer loyalty research and learn how to improve your company鈥檚 approach? Check out 糖心原创 Market Research’s full .

Market research helps brands gain insights to better acquire, retain, and win back customers.

It鈥檚 the ideal complement to traditional customer experience (CX) programs, because while CX insights tell companies what鈥檚 happening when their customers directly interact with their brand, market research reveals what鈥檚 happening when their customers (and potential customers) are not.听

Market research uncovers broader insights about an industry as a whole, larger trends within the competitive landscape, marketplace dynamics, and factors shaping both the customer journey and the non-customer journey.

If you鈥檙e looking to launch a market research study to supplement your customer experience program, here鈥檚 what you need to know.听聽

Getting started with market research for your CX program

Find out how to conduct market research like a pro by following these recommended steps from 糖心原创鈥檚 market research experts, who help manage market research initiatives for industry-leading brands across 150+ countries.

Step 1: Define your objective 鈥� the business question you鈥檙e trying to answer

Before starting your market research efforts, be clear about your objective and which questions your market research study will answer to drive the business forward.

鈥淚t’s very important as you design your study and you define your objectives to understand what you want the outcome of your market research study to be,鈥� explains , VP of Product, Market Research at 糖心原创. 鈥淵ou don鈥檛 want your outcome to be just interesting data that you present to your stakeholders, and they say, 鈥極k, what do I do with this right now?鈥欌�澛�

That鈥檚 a challenge the market research industry has long faced that can be overcome by collaborating closely with stakeholders as you define your objective 鈥� that way, you鈥檙e able to聽

generate actionable insights that drive more impact for the organization.听

Step 2: Develop a hypothesis of what you think the answer to your business question might be

The key to this step is to use existing data or past studies to make an educated guess.听

Now you may be wondering: how do I develop a solid hypothesis?聽

We鈥檙e happy you asked! There are four steps to this process:

1. Clearly state the expected relationship between the variables you鈥檙e looking to analyze in your study.
2. Make your hypothesis specific, measurable, and testable.
3. Use an 鈥渋f/then鈥� structure as you develop your statement, clearly identifying the independent variable (what you鈥檙e changing) and the dependent variable (what you believe the outcome will be).
4. Ensure your hypothesis aligns with your overarching research goals.

Step 3: Understand the main types of market research and select the one that is best suited to solve your challenge聽

There are three main types of market research studies:

• Ad-hoc studies enable insights teams to answer one-off questions on a one-time basis
• Foundational studies explore the essence of who a company鈥檚 customers are聽
• Ongoing studies help businesses that are looking for answers to recurring questions, where the responses may change over time or based on a scenario

Step 4: Determine your market research methodology聽

Figure out the type of data 鈥� whether quantitative, qualitative, or both 鈥� that will provide the insights needed to solve your challenge, and clearly outline the audiences you want to tap into to collect these insights.

Deciding between a qualitative or quantitative study

Quantitative studies are a good fit if you need a larger sample size and you鈥檙e looking to ask your customers (or non-customers) a lot of questions.听

鈥淚f you are looking to get more qualitative insights and get a deeper understanding into consumers鈥� feelings and what鈥檚 shaping their behavior, you may want to consider something like a focus group or an interview with a select group of your customers,鈥� says Rashev.听

Finding market research participants

鈥淚n terms of potential market research participants, depending on your objectives, you may want to reach out to your own customer base, internal teams, or an independent research panel of a population outside of your four walls,鈥� says , Sr. Director, Head of Research Insights at 糖心原创.听

Later, when you launch your market research study, you鈥檒l want to apply quotas or weights to ensure your participants are representative of the populations you鈥檙e interested in learning more about.听聽

Step 5: Find the right market research partner

Traditionally, organizations have had to wait a long time to launch and uncover learnings from market research studies, but slow time to insights prevents leaders from keeping up with changing consumer preferences and market dynamics.听

鈥淲hen businesses are asking very important questions that relate to how to execute a specific strategy, they need insights to be faster and more accurate,鈥� explains Rashev.

鈥淏etween professional survey takers and bots skewing results, brands need to trust that the answers they鈥檙e getting are authentic. More than ever, brands need market research partners who will ensure the highest quality of data,鈥� adds , VP of Global Research and Insights at 糖心原创.

To ensure high-quality, timely results, work with a trusted customer experience and market research company that leverages a suite of omnichannel technologies that draws the connection between how consumer research insights help brands drive actions that improve customer experiences.

Step 6: Write your market research questionnaire

鈥淎s you design your questions, be sure to balance simplicity with thoroughness,鈥� says Custage.听聽

鈥淭he questions you develop should use clear language and not overwhelm the respondent, but also should have enough choices available to not leave out key possibilities. Nor should multiple choices overlap that mean the same thing,鈥� he adds. 鈥淔or example, asking a question of why someone chose to purchase from a certain retailer would lack major possibilities if it didn’t have an answer choice for the store location. Likewise, there may be improper overlap if there were separate choices for 鈥榗ost鈥� and for 鈥榣ow prices.鈥欌��

To avoid bias for specific answers, carefully consider the order of your questions and the order in which choices appear.听

Final steps: Launch your study, collect responses, and analyze and report on your findings

As you prepare your analysis, you may want to pair your results with external behavioral data sets, such as credit card datasets, foot traffic datasets, or receipt datasets available via partners or existing internal datasets 鈥� such as your company鈥檚 customer experience data, transactional data, or operational data.听聽

鈥淭hese can provide a lot of information about the 鈥榳hy鈥� behind a certain trend,鈥� Rashev explains. 鈥淭he most power always comes from combining different insights. Taking a more holistic approach helps you better understand exactly what the drivers are behind a specific issue and how to best inform your strategy.鈥澛�

Let鈥檚 walk through an example of how CX insights inform consumer research efforts. Let鈥檚 say you received a low CSAT score on a new product offering. Based on this initial feedback from your CSAT survey, you decide to dive deeper and launch a research study. This study enables you to ask more detailed questions to pinpoint what the exact issues are 鈥� as well as ask how your competitors鈥� similar products are getting it right 鈥� which ends up justifying your product team鈥檚 request for additional investment.

By leveraging a combination of insights from multiple sources, brands won鈥檛 run the risk of attempting to answer important questions using only one piece of the puzzle. Instead, they鈥檒l achieve complete visibility to the entire puzzle.

Launch your market research study faster than ever with 糖心原创

糖心原创鈥檚 self-service Agile Research capabilities enable brands to seamlessly connect their customer experience and market research efforts to answer their biggest questions in a matter of clicks.听

Quickly launch branded surveys with our easy interface, get connected to millions of participants worldwide, select your preferred demographic and behavioral criteria, launch your study, and then unlock insights in the moment with real-time, customizable reporting 鈥� empowering you to easily take your CX insights to the next level.

If you鈥檙e a seasoned CX pro, you already know that customer loyalty is pivotal to revenue growth. It鈥檚 the well-known catalyst for repeat purchases and word-of-mouth referrals. According to Harvard Business Review,  as their industry peers.

Yet, a lot about it has remained a mystery. What does customer loyalty really mean? And how can brands earn it in the modern age? Missing the early warning signs of a competitive switch can be costly to business.

Thanks to our new report from the 糖心原创 Market Research team, we have some intriguing new customer loyalty insights to share, including how to define it, win it, and keep it.  dives deep, but for now, we鈥檙e dishing out some of the most surprising 鈥� and downright jaw-dropping 鈥� findings.

1. Gen Z is the most likely to feel loyal to at least one brand.

Some iconic brands seem to grow in popularity as a generation gets older. Think of adults becoming AAA members, upgrading their home with Andersen Windows & Doors, or becoming a diehard Volvo family. It鈥檚 easy to assume that as you get older, you are more loyal to the brands that you trust. 

As it turns out, though,  than their older counterparts.

2. Loyalty falls on a continuum.

Consumers are not strictly 鈥渓oyal鈥� and 鈥渘ot loyal.鈥� It turns out that loyalty isn鈥檛  鈥� or rather, it does not exist in two states that are diametrically opposite. 

What鈥檚 really happening is that people feel loyalty on a spectrum. We found that the majority (71%) of respondents report feeling some level of loyalty, with a smaller percentage (24%) feeling very loyal.

3. Customers who repeatedly purchase from a brand aren鈥檛 necessarily loyal, either.

Customer loyalty is more nuanced than we expected. Within the CX industry, we can easily assume that the base criteria for 鈥渃ustomer loyalty鈥� is that a customer is repeatedly purchasing from one specific brand in a specific category. 

In reality, consumers might be purchasing from a competitor far more often, which means they aren鈥檛 really loyal. (Pro tip: Find out where else your customers are transacting with 糖心原创 Market Research.)

4. It鈥檚 actually not that hard to gain customer loyalty鈥ut it is just as easy to lose.

Achieving customer loyalty takes thoughtful consideration: factors like fair prices, product quality, and great experiences are all top contributors. 

This strategy pays off quickly, as our market research shows that people are not that hard to win over 鈥� the majority of customers develop at least some feeling of loyalty towards the brand they are interacting with.

Yet, once customers have those feel-good notions of loyalty, you need to continually give them reasons to stay: 1 in 8 customers will abandon a brand forever after one poor experience.

What do these customer loyalty insights mean for brands?

Customer loyalty is not as simple as 鈥渓oyal or not.鈥� It鈥檚 not the same as customer retention. And it鈥檚 not always tough to earn, but it can slip away in a heartbeat.

To really tap into the perks of stronger customer loyalty 鈥� super fans, glowing word-of-mouth, and increased revenue 鈥� brands need to focus on customer experience. It鈥檚 all about figuring out what makes your customers stick around and using that to build stronger, more meaningful connections.

Get the report: The State of Brand Loyalty

 for more fascinating insights and information, including our analysis about what these findings mean for brands, and why it makes sense to improve customer and employee experiences in light of this new research.