Experience ’26 marked a defining moment for the future of customer experience. The conversation has shifted decisively from reactive, survey-led programs to a proactive, agentic model where every signal 鈥� voice, digital, social, and employee feedback 鈥� is converted into measurable business impact.

Central to this transformation is the evolution of experience professionals from scorekeepers to changemakers. Rather than simply reporting on the past through static dashboards, these leaders are now acting as conductors of organizational change, using real-time insights to drive the growth that the C-suite actually cares about. (As 糖心原创 CEO Mark Bishof noted in his , 鈥淐EOs kind of care about scores and sentiment, but they really care about impact and financial outcomes.鈥�)

Leading the charge are the recipients of this year’s 糖心原创 Expy and Partner Awards. These organizations represent the forefront of what modern experience excellence looks like in practice, driving meaningful gains in revenue, retention, and cultural transformation 鈥� proving that a bold commitment to experience is, above all else, a competitive advantage.

These awards celebrate organizations and individuals who are leading the way in this transformation, turning insights into action, empowering employees, and delivering measurable impact. These changemakers set the standard for what鈥檚 possible when experiences are truly transformed. 

糖心原创 Expy Award Winners

CIBC: The Growth Accelerator

CIBC took home the Growth Accelerator Award by proving that CX belongs at the center of the business model. , who leads enterprise client experience strategy for CIBC, shared that their journey began a decade ago when they realized their brand felt fragmented and they were lagging behind peers.

The solution was a massive cultural and operational overhaul. “We built a really mature operating model so that we were listening, learning, and acting from our client insights in a meaningful way,” Leheta said. Crucially, they moved beyond NPS to a “Client Experience Index,” tracking 20 metrics tied to variable compensation for everyone from the frontline to the CEO.

Perhaps the most actionable takeaway for practitioners was CIBC鈥檚 governance model. “We actually built CX into our enterprise delivery framework,” Leheta explained. “Projects do not get funded unless they complete this client experience assessment. We get to be at the table, and we’re actually evaluating client risk.”

Vanguard: Insights to Impact

Vanguard was honored with the Insights to Impact Award for their ability to look beyond what customers say to what they actually do.

, who leads the engagement technology team, highlighted the power of digital behavioral signals. “Prior to us having digital insights, our CX experts really struggled to understand what clients were doing based on our experiences,” Civera noted.

By utilizing session replays and heatmaps, Vanguard could visualize friction points that surveys missed. This shift led to a massive bottom-line win: “We were able to pinpoint and address an issue with why we weren’t converting sales leads. Now we’re seeing double the amount of sales leads from our website.”

Verizon Business: The Power of Employee Empowerment

Verizon Business received the Employee Empowerment Award, proving that a world-class customer experience is impossible without an engaged frontline. , who leads CX and EX for Verizon Business, shared how they bridged the gap between internal jargon and customer reality.

 “Customers don’t speak Verizon,” Scott pointed out. To fix this, they brought the Voice of the Employee under the same umbrella as CX. They also launched the “Experience Hero” program to drive a cultural shift. “It was a required training for the entire organization, not just the sales and service teams. Everyone needed to know that the work you do on a daily basis eventually produces something that your customer will see.”

Santaluc铆a: Leading Experience Transformation

, CX Manager for Santaluc铆a in Spain, was named the Experience Transformation Leader of the Year. 

In the insurance industry, interactions are often high-emotion “moments of truth,” such as a home fire or the loss of a loved one. Paraja recognized that relying solely on NPS was insufficient due to a lack of context and timing. “We were just measuring dissatisfaction, but we were doing nothing to prevent it,” she said. By transitioning to an omnichannel model 鈥� listening to 100% of calls and over a million digital sessions 鈥� Santaluc铆a moved toward prevention. “We are avoiding 54% of churn risk that we detect over all these patterns,” Paraja shared, adding that “listening is not a project鈥t鈥檚 a discipline.”

糖心原创 Partner Awards: Celebrating Innovation and Growth, Together

During the Partner Summit, 糖心原创 also recognized the partners that make these large-scale transformations possible. As 糖心原创 CSO Sid Banerjee noted, these partners are “critical in helping drive value across the CX landscape.”

惭别诲补濒濒颈补鈥檚 Annual Partner Awards Program celebrates partners who go above and beyond to deliver customer value, drive innovation, and accelerate growth through collaboration. 

糖心原创 Partner Award Winners

: Services Partner Award, for the services partner with the highest sourced revenue for 糖心原创 in 2025.

: Technology Partner Award, for the technology partner with the highest 糖心原创 software revenue impact.

: Fastest Growing Partner Award, for the partner with the highest percentage growth for sourced revenue year over year for 糖心原创.

: New Partner Award, for a new partner with the highest sourced revenue for 糖心原创.

: Business Impact Award, for the partner that delivered the greatest overall business impact.

: Solution Innovation Award for the partner with most impactful solution innovation built on the 糖心原创 platform.

: EMEA Partner of the Year, for the partner with the highest sourced revenue for 糖心原创 in the EMEA region.

: LATAM Partner of the Year, for the partner with the highest sourced revenue for 糖心原创 in the LATAM region.

: APAC Partner of the Year, for the partner with the highest sourced revenue for 糖心原创 in the APAC region.

鈥淲inning together matters. These achievements reflect shared accountability, strong execution, and a deep focus on client outcomes 鈥� and we鈥檙e incredibly grateful for the partners who make that possible,鈥� said Eric Din, 糖心原创 SVP of Alliances.

Closing Advice from the Award Winners

For experience leaders looking to mirror the success of these winners, our spotlight panelists offered three final pieces of advice:

Prioritize Progress over Perfection: “Momentum matters,” said CIBC鈥檚 Stephanie Leheta. “Even if those first few steps aren’t perfect, you’ll actually build confidence.”

Normalize Failure: Verizon鈥檚 Samantha Scott urged leaders to “be bold and to normalize failure as a moment to learn.”

Change the Language: As Santaluc铆a鈥檚 Paloma Paraja emphasized, when you stop speaking “CX speak” and start speaking the language of business value, you earn your seat at the table.

The award winners of Experience 鈥�26 proved that CX is no longer a “survey shop.” It is a growth engine, a risk-mitigation tool, and the ultimate differentiator in an AI-driven world.

For years, customer experience (CX) teams have taken the temperature: checking scores, tracking sentiment, reporting trends.

But 2026 is the year CX grows up. Listening isn鈥檛 enough. Reporting isn鈥檛 enough.

The organizations that win will be the ones that treat customer experience like the central nervous system of the business. A system that senses what is happening, diagnoses issues, triggers action with speed and precision, and proves value that leadership cannot ignore.

These are the trends that will separate the reactive from the resilient. 

Here is what 糖心原创 experts say will define the leaders in 2026.

2026 CX Trends: 15 Predictions for the New Year

Agentic, generative, and predictive AI will transform customer interactions.

1. Agentic AI will resolve issues, complete transactions, and change the balance of power

Agentic AI is moving from concept to everyday reality.

Customers will use personal AI agents to negotiate prices, rebook travel, manage returns, and make purchases without ever speaking to a human or navigating a website.

鈥淎gentic commerce is going to really take root next year. We’re going to see some meaningful revenue coming from agentic commerce. That’s my bold prediction for 2026,鈥� says , Vice President and Executive Advisor for Retail at 糖心原创, who previously led customer experience and digital innovation at 7-Eleven. 

鈥淲hat鈥檚 going to happen is we’ll go from countless service loops and conversations to real instant resolution,鈥� adds , Vice President and Executive Advisor for Hospitality at 糖心原创, who has held management and operational roles with Hilton Worldwide, Marriott International, and more. 

2. The new customer journey will not begin on your website

With generative platforms producing answers, recommendations, and even purchases, customers are making decisions before they ever reach your website. Brands will need to engage where discovery and action now take place.

鈥淚n 2026, I expect brands to lose upwards of 40% of all of their customers coming to their websites,鈥� says , VP, Digital Center of Excellence at 糖心原创, the pioneering founder and transformational leader of 惭别诲补濒濒颈补鈥檚 Digital Experience practice with 15 years of experience in CX.

After all, now end without the consumer clicking through to visit a company鈥檚 website, thanks to generative AI overviews. This type of zero-click customer journey is likely to increase as consumers are able to complete transactions directly within GenAI platforms like ChatGPT, Gemini, and Perplexity, he adds.

3. AI will evolve from a feature to the engine powering CX

AI-powered CX solutions will dominate how brands drive better outcomes across sales, marketing, retention, and operational efficiencies. 

鈥淚n 2026, we’re going to really see a shift in the way that people collect, analyze, and act on customer experience data using generative AI,鈥� says , Chief Strategy Officer at 糖心原创, the former founder, CEO, Chairman, and Chief Strategy Officer of Clarabridge, who has held leadership roles at Ernst & Young and Sprint. 

GenAI-powered CX systems will help brands find, synthesize, and analyze data better and faster, and empower organizations to deliver the best action in response to both negative and positive customer experiences. 

鈥淣ot only that, we’re going to see generative AI being used to turbocharge and create agentic systems that will actually automate a marketing campaign or personalize a digital experience or even take action when a customer is trying to do something with a company,鈥� he adds. 

As part of this latest big wave in AI, which will begin to unfold next year but may take longer than 2026 to fully play out, platforms like 糖心原创 will be able to create agentic interactions with other systems in brands鈥� tech stacks so companies can leverage CX to influence all aspects of the business.

4. AI will accelerate creativity and innovation

鈥淏uild your program with the right platform and tools that allow you to create a foundation of stability, but also open the door to curiosity and innovation,鈥� says , SVP Strategic Presales at 糖心原创, whose over 10 years of experience in CX includes leadership roles at Clarabridge. 

5. Reactive feedback is over, and true responsiveness begins

Survey-only approaches will not keep up.

Consumers expect every interaction to feel personalized, coordinated, and responsive, 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. 

鈥淎I won’t just summarize feedback, it will be used to fuse digital, contact center, and care signals into a single adaptive nervous system that can truly sense and respond to human needs instantly,鈥� she adds.

6. Warning: The 鈥淎I tax鈥� is coming

Inevitably, as more customer experiences shift to being driven by AI, some consumers may be less forgiving of errors caused by AI versus if the same type of issue were the result of human error, which could lead to an 鈥淎I tax,鈥� or cause negative KPIs like churn, detractors, customer complaints, negative brand sentiment, and negative reviews to spike. 

鈥淚f I could give one piece of advice to CX leaders for 2026, it would be to start getting ready for the coming AI tax,鈥� says , Sr. Director, Head of Research Insights at 糖心原创, who has advised some of the biggest brands across retail, restaurants, and other industries.

鈥淎s practitioners look at their ratings and reviews and trends in their metrics, they should be well-aware of how AI is playing a role in changes,鈥� he adds.

7. AI without responsibility will fail

鈥淭he leaders that will stand out are those that will be able to bridge and apply cutting-edge technologies with human empathy, operationalizing AI responsibility while keeping customer trust at the core,鈥� says , Partner at .

Surveys-only CX is out; Omnichannel CX is in.

8. Real-time insights will become a competitive advantage

Most CX practitioners recognize that surveys alone aren鈥檛 enough to understand their customers. Next year鈥檚 innovators are going to get ahead of the pack by using a 鈥渨ider arsenal of tools to get insights for customer experience,鈥� says Custage.

鈥淚n 2026, the leading organizations are going to be the ones that move much further to combine survey insights with those from conversational data, customer service interactions, digital experience analytics, market research, employee feedback, social listening, and many other tools,鈥� he adds.

9. Silent signals will become the most powerful signals

鈥淪top treating the survey as the primary source of truth,鈥� says Ryskamp.

Why? Because by the time they鈥檝e been filled out, it鈥檚 already too late. 

Think: Digital frustration scores, operational delay data, and insights from back and forth customer messaging and call center transcripts. This is the type of information that can reveal the real, underlying cause of customer complaints. 

Brands that stop chasing scores and start fixing friction will rise to the top.

10. Employees become the most underrated and valuable source of insight

Employees have all the context.

We know customer feedback survey rates are declining. In 2026, one of the best antidotes will be right at brands鈥� fingertips鈥攖apping their own employees鈥� insights into what鈥檚 happening for customers, says , PhD, VP, Executive Advisor for Employee Experience at 糖心原创, who previously served as a leader in HR and analytics at Liberty Mutual Insurance and Citizens Bank. 

鈥淭hey’re able to tell us about the issues our customers are experiencing, they can tell us what obstacles they face in their ability to serve our customers, and they’re able to suggest solutions,鈥� she explains. 

11. Real-time access to insights will reach the frontlines

Frontline employees need more than reports. They need information that powers action in the moment, says , JD, PhD, Chief Client Experience Officer at 糖心原创, who was previously the Head of Global Dealer Training for the Harley-Davidson Motor Company, where she led the strategic transformation and operationalization of customer experience for the global dealer network.

In 2026, she expects leaders will empower their frontline employees who are able to 鈥渋nfluence and take action in the moment,鈥� giving them the right data 鈥渢o engage in immediate, predictive, and proactive service recovery.鈥�

CX will evolve into a horizontal function that operates across the business.

12. The new way to achieve success? Teaming up across the C-suite

Companies that want to mature their customer experience management programs will need to form partnerships across the organization, understand other teams鈥� shared goals, and articulate how CX can help these business partners achieve their goals, says Bloch.

Banerjee and , Managing Director at 惭别诲补濒濒颈补鈥檚 partner , agree. 

鈥淚f I could give one piece of advice to CX leaders heading into 2026, it would be, 鈥楧on’t think of yourself as just a CX leader,鈥欌�� says Banerjee. 鈥溾�楾hink of yourself as a business executive, helping to drive collaboration and transformation across sales, across marketing, across support.鈥欌��

The new imperative for CX leaders? To work with teams across the organization to help them understand not just how to respond to customer feedback, but also how to use these insights to update processes, systems, and tools to 鈥渃hange customer experience for the better,鈥� he explains.

鈥淐X leaders in 2026 will be the great connectors, bringing the customer and the business closer together than ever before,鈥� adds Buchanan.

Rather than simply producing reports that go unused, real CX leaders will fully integrate their teams into the ways the business operates, she explains.

13. CX and marketing will move in lockstep

Traditional marketing tactics and metrics will evolve to incorporate CX insights and metrics. Marketers will no longer be able to rely on messaging and positioning alone. They鈥檒l need to own not just how brands show up, but how customers feel across every brand interaction.

鈥淐X-anchored measures will become the new indicators of brand health, loyalty, and long-term growth,鈥� says , Chief Marketing Officer at 糖心原创, who has over 25 years of experience leading high-performing teams, transforming brands, and driving revenue growth for global leaders like Cision, American Express, and Kantar. 

鈥淭eams that blend structured and unstructured signals, from feedback to real customer behavior, will uncover insights that power smarter, faster, more resonant strategies,鈥� she adds.

Delivering quantified business value will be the #1 KPI for CX teams. 

14. Connecting CX to financial outcomes will become the new measure of success

鈥淲e’ve been talking about the importance of business value-add and and making sure that what we do as CX leaders contributes to the bottom line for some time, but in 2026, talking about it will no longer be enough,鈥� says , Vice President and Executive Advisor for Financial Services at 糖心原创, who has held customer experience leadership roles at Sprint, Citi, and UMB. 鈥淚t’s no longer nice-to-have. It’s become a real critical, must-have, non-negotiable for any successful CX leader.鈥�

That鈥檚 a sentiment , Partner at , and Searl also echo. 

鈥淢y advice for CX leaders in 2026: Make every insight actionable, relevant, and financially grounded,鈥� he adds.

CX professionals shouldn鈥檛 simply report on what customers are saying, but elaborate on what changes need to be made to unlock greater value for the business, he explains. 鈥淭hat’s how CX becomes part of the operation, not just a report.鈥�

In 2026, Searl expects a big shift in the evolution of experience management, as CX priorities move from focusing on signal capture and service recovery to measuring the impact of experience management on overall business performance.

15. Listening is not enough. Action is what proves value.

For too long, CX teams have focused on customer listening. But without action, where鈥檚 the impact? Next year, CX teams will have to prove their value鈥攁nd the tool you鈥檒l need is structured problem solving, says Bloch.

It鈥檚 a simple, yet transformative process: Name the problem. Define your why鈥攚hy you鈥檙e doing customer experience management and what impact it will have on the business. Build the business case. Implement a change and measure the impact. 

CX’s New Non-Negotiable

Too many organizations are still treating CX like a thermometer. Score watching. Pulse taking. Guessing. Hoping.

There is a smarter approach.

Customer experience has become the central nervous system of the business. A living intelligence that senses, diagnoses, and acts. A system that does not simply observe the temperature but understands the cause and triggers the right response.

Our experts predict a wave of change for customer experience in 2026. If you are ready to lead it, the is your step-by-step guide to making this shift for real.

Behind the scenes, and 糖心原创 work in lock-step to make those moments possible.

Ipsos provides the strategic advisory, implementation, and operational delivery that shape The Watches of Switzerland Group鈥檚 customer experience program. 糖心原创 powers those efforts with the cutting-edge technology needed to capture insights, activate feedback, and fuel the brand鈥檚 ambitious experience goals. Together, we bring these experiences to life, supporting The Watches of Switzerland Group at every step of the journey.

An international retailer of the world鈥檚 leading watch brands, including , , and , The Watches of Switzerland Group is known globally for its craftsmanship and luxury watch and jewelry selection. But what truly sets the company apart is its philosophy: The Watches of Switzerland Group is not just a retailer, it is a curator of experiences and relationships.

To better understand how the brand builds connections that stand the test of time, 糖心原创 spoke with Natasha Jarvis, Customer Insight Executive at The Watches of Switzerland Group, about the three pillars underpinning its timeless approach: loyalty, longevity, and legacy.

Loyalty: Building Relationships That Last

For The Watches of Switzerland Group, every client interaction is about more than a transaction: it鈥檚 about trust and care. Whether commemorating an engagement, a graduation, or a milestone anniversary, customers choose a piece embedded with emotion, and the company treats this purchase with the reverence it deserves.

85% of CX professionals believe that the experience of interactions is a key driver of loyalty, according to . The company鈥檚 Xenia program is designed to place client experience at the very heart of the business. Inspired by the ancient Greek concept of hospitality, Xenia is built on three promises: Know Me, Wow Me, Remember Me.

鈥淴enia drives every interaction,鈥� says Natasha Jarvis. 鈥淚t brings hospitality to life at every touchpoint, so clients remember not just the products they purchase, but the experience and feeling we create for them.鈥�

From inviting, browsable, and modern showrooms to a market-leading online platform, The Watches of Switzerland Group ensures customers feel at ease at every touchpoint. Retail teams go above and beyond, offering beverages and treats鈥攃hampagne, tea, and biscuits鈥攖o make every moment of the experience feel luxurious. Beyond these gestures, the team focuses on building personal connections, taking the time to understand each client鈥檚 goals, the occasion behind the purchase, and the details of what they鈥檙e looking for so every major investment is made with confidence and complete satisfaction.

Expert knowledge, lifecycle support, and a dedicated client recovery team further ensure customers feel cared for not just at the point of purchase but throughout their ownership journey. In doing so, The Watches of Switzerland Group demonstrates that true loyalty is earned through consistency, empathy, and human connection.

Longevity: Experiences That Endure

Gaining a loyal customer can happen fast, with 52% of customers citing that they鈥檝e developed some feeling of loyalty to a brand after just one positive interaction. Lasting loyalty, however, is nurtured over time. The Watches of Switzerland Group focuses on building relationships that endure for a lifetime of occasions.

Aftercare and servicing play a crucial role in ensuring the life and integrity of each timepiece. But longevity also means evolving with customer expectations. With 195 global showrooms and a robust e-commerce platform, The Watches of Switzerland Group takes a true multi-channel approach to provide high-quality, consistent, and connected experiences in the channels that their customers are engaging in. Initiatives like next-day delivery, online appointment booking, and a Luxury Watch & Jewelry Virtual Boutique ensure that even online shoppers experience a personalized, one-to-one feel from the comfort of home. This flexibility not only benefits shoppers who can鈥檛 visit a showroom in person or prefer to begin their journey online, but it also creates new opportunities and skill development for employees.

Longevity starts with the people behind the brand. With over 3,000 colleagues worldwide, The Watches of Switzerland Group invests in training and development, including a two-day Xenia program to embed hospitality into every customer touchpoint. The company also launched Connect, an internal and external communications platform celebrating outstanding client experiences and driving engagement across all levels. 

Celebration is central to the culture: in the U.S., the 鈥�100 Club鈥� initiative recognizes individuals and teams who consistently achieve 100% client satisfaction. Together, these programs ensure longevity isn鈥檛 just about retaining clients, it鈥檚 about building a culture that sustains exceptional experiences year after year.

Legacy: Creating Stories for Generations

Luxury watches are more than objects; they are heirlooms, passed down through families as symbols of love, achievement, milestones, and more. By helping clients select meaningful pieces that commemorate life鈥檚 milestones, The Watches of Switzerland Group creates stories that endure far beyond the initial purchase. 

“We鈥檙e building a legacy of care,鈥� Jarvis explains. 鈥淓very team member, from the showroom to the support office, contributes to customer trust, helping clients select pieces that honor life鈥檚 milestones and are treasured for years to come.鈥�

This approach transforms The Watches of Switzerland Group into a trusted family partner. When clients know they can return time and again for new milestones, brand advocacy and loyalty grow exponentially. In fact, that loyal customers are more likely to spread the word and advocate for a brand. 

By focusing on storytelling, heritage, and trust, the company ensures that its legacy is not only about luxury products but about the memories and relationships their products represent.

Not Just Ideals: Daily Practices

Through more than two centuries in business, The Watches of Switzerland Group has proven that loyalty, longevity, and legacy are not abstract ideals鈥攖hey are daily practices. From champagne cheers in the showroom to turnkey virtual boutiques to celebrating success on the internal employee communication platform, every action reflects a culture built on trust, hospitality, and human connection.

The results speak for themselves. The Watches of Switzerland Group versus the prior year in constant currency, illustrating that putting people first drives both business and human impact. With , the value of loyalty as both a business driver and human principle is clear. 

Luxury is often defined by exclusivity, craftsmanship, and prestige. But The Watches of Switzerland Group reminds us that true luxury lives in relationships, not just products. By putting CX at the heartbeat of their organization, the brand has created not only commercial success but also deep human connections that transcend generations.

For organizations looking to strengthen outcomes in 2025 and beyond, the message is clear: invest in loyalty. Because when time is the ultimate luxury, the way you spend defines your legacy.

Key takeaways

鈥� CX measurement must be holistic: Focusing on isolated touchpoints can be misleading. Leading brands measure the entire customer journey and the emotional shifts within it to understand what truly drives behavior.

鈥� Technology can scale empathy, not replace it: AI and other technologies can help brands understand and act on customer feedback at scale, but they must be grounded in an understanding of human needs and emotions.

鈥� Exceptional experiences drive tangible business outcomes: Customers who have an exceptional experience are significantly more likely to recommend a brand, try new products, and remain loyal.

Brands today are at a critical inflection point. Shifting are putting new pressure on organizations to rethink how they show up for customers. At the same time, expectations are rising, attention spans are shorter, and loyalty is harder to earn. For many organizations, this is a natural moment to pause: to reflect on what鈥檚 working, recalibrate where needed, and reset customer experience (CX) strategies to drive long-term growth.

To explore how leading organizations are adapting, 糖心原创 spoke with , Chief Creative Officer at PwC, and , VP of Experience Advisory at 糖心原创. Their perspectives highlight a powerful truth: growth can be achieved by the small, intentional moments that build trust and loyalty. Here鈥檚 their guidance on how brands can put this into action moving forward.

Growth Starts in the Small Moments

Growth can start with getting the basics right and anticipating customer needs so interactions feel effortless and reliable. 惭别诲补濒濒颈补鈥檚 Connie Leary explains that trust is built in small moments like 鈥済etting an order right, an agent being super empathetic, or following up even when you didn’t have to, just showing you were paying attention.鈥� But, she adds that emotional connection is what truly tips the scale: a moment that feels human, personal, and surprisingly thoughtful.

PwC鈥檚 refreshed research, based on feedback from 3,400 UK consumers across four industries, underscores the power of these micro-moments. As PwC鈥檚 Lauren Pleydell-Pearce notes, 鈥淭rustworthy experiences are among the strongest predictors of growth, with more impact than product or price across every sector.鈥� When brands consistently deliver these small, thoughtful moments, they earn trust and create lasting loyalty.

Empathy as the Engine for Advocacy

But getting the small moments right requires intentional design. Exceptional brands don鈥檛 just respond: they anticipate, empower, and empathize. These brands create thoughtful systems that 鈥漨ake things easy at key touchpoints, empower your team to act, and close the loop when customers give feedback. It’s about making it easy to get help and even easier to stay loyal,鈥� explains Leary. But to truly elevate experiences鈥攅specially as customers tighten their purse strings and expectations rise鈥攂rands must create emotional experiences that resonate at every interaction.

The brands that win loyalty do so consistently, showing up the right way, every time. Empathy can make the difference between a one-time interaction and a lasting relationship. Pleydell-Pearce emphasizes that customers remain loyal not because they were delighted, but because they were understood:

鈥淟oyalty is shaped in the moments that go wrong鈥r nearly do. A complaint. A refund. A missed delivery. These are the points where trust is tested. What matters most is not speed or polish, but how the brand shows up emotionally. Was it supportive? Did it feel clear? Was it handled in a way that felt human? These are the signals people remember.鈥�
鈥� Lauren Pleydell-Pearce

These moments of recovery, when handled empathetically, don鈥檛 just resolve issues. They deepen trust and create advocates.

Shifts in emotion鈥攆rom tension to resolution鈥攁re key to why customers stay. As Leary explains, 鈥淐ustomers stay because it feels good to stay. That means clear communication, helpful people, intuitive design, and personalization that makes things easier or more enjoyable.鈥� Brands that capture these emotional signals across channels and act on them proactively demonstrate genuine understanding, creating seamless, empathetic experiences that turn customers into loyal, lifelong advocates.

Technology as a Catalyst for Scaling Empathy

Technology can be a powerful tool for creating personalized, proactive experiences. AI-powered customer feedback platforms can capture signals across channels, helping brands understand what customers are experiencing, identify friction points, and anticipate needs鈥攏ot just repeat what was needed in the past. As Leary explains, 鈥淎I can support this by making sense of unstructured feedback, flagging high-effort experiences, triggering proactive outreach, and tailoring interactions based on context.鈥�

But technology alone isn鈥檛 enough. Customer feelings must be embedded in CX design and delivery鈥攊t can鈥檛 be an afterthought or a one-off thoughtful gesture. Leary and Pleydell-Pearce agree that emotional logic must underpin how technology responds to real human needs. Pleydell-Pearce notes, 鈥淲hen journeys are designed to feel supportive, emotionally driven, and human, they build far more trust鈥攑articularly in moments of vulnerability or strain. This kind of empathy doesn鈥檛 need to slow you down or be expensive, but it does need to be deliberately embedded.鈥�

Empathetic experiences can be simple: the wording of an error message, how a complaint is handled, or targeted personalization grounded in context. The key ingredients are the right data and clear guidelines for action. When these are in place, brands can create meaningful impact, especially at the frontline. 

鈥�When frontline teams have the right data, clear guidelines, and the ability to recover a situation, they can make a real impact. Brands must also commit to closing the loop with customers to show they were heard. Empathy at scale isn鈥檛 about scripted responses鈥攊t鈥檚 about using insight to deliver experiences that feel thoughtful, responsive, and human, even in a digital environment.鈥�
鈥� Connie Leary

Focusing solely on speed and efficiency can strip experiences of feeling. Without that emotional resonance, customers are less likely to remember interactions鈥攁nd less likely to return.

CX Is More Than a Single Moment

Traditional CX measurement often focuses on isolated touchpoints, but Leary warns that this approach can be misleading. For instance, a customer might rate a support agent interaction highly, but that rating doesn鈥檛 reflect the frustration of having to call multiple times to resolve an issue. She explains, 鈥渞esearch shows that while individual touchpoints often receive strong ratings, journey satisfaction . That gap matters. Customers do not think in channels or moments鈥攖hey remember how the entire experience made them feel.鈥�

Customer journeys鈥攁nd emotions鈥攁re rarely linear. People engage with brands across time and channels, and it鈥檚 essential to understand where experiences strain and where they succeed. Leading brands measure the entirety of the journey, capturing emotional evolution鈥攖he highs and lows, the frustration and relief, and all the subtle shifts in between. Pleydell-Pearce highlights that the emotional shifts along a journey are what customers remember and what ultimately drives behavior. Measuring feelings at the start, middle, and end of the journey helps brands uncover this deeper story.

鈥淪atisfaction is static. But it鈥檚 emotional movement that creates advocacy.鈥�
鈥� Lauren Pleydell-Pearce

When brands view the full journey, they can better identify the moments that drive key outcomes such as churn, loyalty, and conversion. Without this holistic perspective, businesses risk prioritizing the wrong touchpoints, missing the opportunities that truly matter to customers.

The Business Impact of Trust

Exceptional experiences drive tangible outcomes. PwC鈥檚 research found that customers who described an experience as exceptional were:

• 15x more likely to recommend it
• 8x more likely to try something new
• 6x more likely to stay loyal or return

鈥淲hen people trust you, they forgive more easily and come back with confidence.鈥�
鈥� Lauren Pleydell-Pearce

Trust and customer satisfaction often go hand in hand, driving lower churn, more repeat purchases, and higher customer lifetime value.

The benefits extend beyond measurable outcomes. Trust also creates a sense of safety, allowing customers to engage with confidence because they know what to expect. Pleydell-Pearce explains, 鈥淲hen people trust you, they move forward with less effort. They forgive more easily, and they come back with confidence.鈥�

Leary adds that this trust acts as a buffer when things go wrong: 鈥淲hen customers trust you, they鈥檒l cut you some slack.鈥�

In a world where expectations are higher than ever, building a trust 鈥渟afety net鈥� is an intangible but powerful advantage that brands cannot afford to overlook.

Thoughts for Today, Tactics for Tomorrow

Transformation doesn鈥檛 happen overnight. But meaningful progress starts with intentional steps. Pleydell-Pearce and Leary offered some recommended next steps to differentiate:

1. Audit your journey: Review the feedback you have across channels to identify friction points, unnecessary steps, and gaps in trust鈥攖hose invisible moments where customers hesitate or abandon a purchase. Consider the emotional arc across the journey: how did customers feel at the start, middle, and end? Which signals create lasting memory?
2. Tackle the quick wins: Address unnecessary steps, reduce confusion, and smooth points of friction across the journey. Small fixes often deliver outsized impact.
3. Design systems for emotion: Embed emotional intelligence into your CX systems. Personalize in ways that are genuinely helpful, scale training for your teams on empathetic responses, and design digital experiences that anticipate customer needs.
4. Close the loop: Acknowledge feedback, act on it, and show customers that you understand the moment they are in. Closing the loop builds trust and reinforces loyalty.

As Pleydell-Pearce and Leary emphasize, growth isn鈥檛 about doing more or spending more鈥攊t鈥檚 about feeling more: listening deeply, responding proactively, and embedding empathy into every interaction. For brands, the real opportunity lies in continuously refreshing CX strategies and focusing on the experiences that matter most鈥攂uilding trust, loyalty, and long-term growth, one memorable moment at a time.

In today鈥檚 customer experience landscape, customers and employees expect more, and organizations are rethinking their priorities. In order for brands to continue elevating experiences, CX can no longer be treated as a siloed function 鈥� it鈥檚 becoming a mission-critical strategy for driving loyalty, growth, and competitive advantage across the entirety of the business.

And one of the most valuable, yet underutilized, assets in that strategy? The contact center.

That shift was front and center between Jodi Searl, Chief Experience Officer at 糖心原创, and Swetha Kumar, Managing Director at KPMG Customer Advisory. As they explored what鈥檚 next for brands aiming to show up meaningfully for customers, they both agreed: 鈥淭here鈥檚 one place that gets a lot of attention 鈥� and that鈥檚 really the goldmine of data that lives in the contact center,鈥� as Searl explained.

The Contact Center as a Goldmine for Experience Intelligence

For many enterprises, the contact center is where experience transformation begins. As Kumar noted, 鈥淭hat鈥檚 often where our clients begin. There is just a ton of volume coming through the contact center.鈥�

But volume isn鈥檛 the only factor. The complexity of today鈥檚 customer journeys reveals just how critical this channel has become. Roughly 40% of consumers use three or more conversation channels 鈥� such as phone, chat, and email 鈥� to resolve issues. And yet, more than half (53%) report that support interactions feel fragmented, requiring them to interact with agents over multiple channels or calls. ()

Every one of these interactions is rich with insights 鈥� not just into what went wrong, but into how customers think, feel, and decide.

But many organizations still take a fragmented approach 鈥� capturing customer feedback in silos and missing opportunities to connect insights across channels such as chat, digital, and transactional systems. KPMG often sees that customer service data is particularly underutilized. Frequently isolated from operational, digital, and product data, it can fall short of delivering the enterprise-wide value it鈥檚 capable of driving.

Contact centers often focus on resolving individual issues quickly, but miss the bigger opportunity: using every interaction as a window into how customers are feeling, what鈥檚 working in their experience, and where friction still exists. When this data is connected and contextualized, it can inform strategic improvements across the business 鈥� not just within service operations.

From Feedback to Action: A New Model for Experience Transformation

As Searl and Kumar highlighted, the key isn鈥檛 just listening 鈥� it鈥檚 building a seamless experience intelligence loop that helps brands listen, connect, and act at scale. The contact center plays a pivotal role in that loop. It offers a real-time window into:

• What customers are saying (and how they鈥檙e feeling)
• Where journeys are breaking down
• Which interventions actually drive resolution and loyalty

Instead of reacting in isolation, leading organizations are adopting new models that capture and connect signals across all interactions 鈥� surfacing unmet needs (even among customers who never voice them), revealing operational inefficiencies, and uncovering new avenues for growth.

Digital leaders are prioritizing omnichannel insights, that their #1 goal is creating a cohesive customer journey across all channels and devices.

The result of an omnichannel listening strategy? A smarter experience for the business, a more seamless journey for the customer, and a more empowered workforce at the center. That鈥檚 where real transformation begins.

To harness that intelligence, leading organizations are pairing AI-powered signal capture from platforms like 糖心原创 with the operational and industry insight of global consultancies like KPMG. 

惭别诲补濒濒颈补鈥檚 AI-powered conversational intelligence analyzes every interaction in real time, uncovering emerging trends, identifying friction points, and spotting compliance risks before they escalate. By connecting insights across channels, 糖心原创 maximizes agent productivity and performance, reduces unnecessary calls, and creates revenue-generating moments through increased customer engagement. 

And the results speak for themselves. According to a recently commissioned , conducted by Forrester Consulting on behalf of 糖心原创, organizations using 糖心原创 were able to reduce callback rates by 5% to 7%, avoiding 1.2 million contacts and saving $2.4 million through continuous digital improvements and more effective issue resolution.

Further emphasizing the power of an omnichannel listening strategy, KPMG US Customer Service Leader David Klimek explained, “Harnessing insights from the contact center doesn’t just refine customer service 鈥� it reinvents products, shapes digital experiences, and guides AI innovations.”

KPMG often finds that companies who connect and leverage insights from their contact center, digital channels, and in-person facilities 鈥� such as analyzing voice recordings, product usage data, call and digital volumes, and churn rates 鈥� can identify essential customer needs and preferences. These insights can enable them to strategically revamp their product and feature roadmaps, refine customer service operations, and enhance retention rates and attract new customers. Integrating this type of customer-centric intelligence into design and development processes can spark substantial growth and turn everyday interactions into powerful strategic advantages.

The Opportunity Ahead

For CX leaders, the message is clear: the contact center isn鈥檛 just where complaints get handled 鈥� it鈥檚 where customer trust is earned, loyalty is built, and transformation begins.

But doing so requires a mindset shift. Brands must:

• Treat the contact center as a strategic listening post, not a reactive support channel
• Build connected systems that break down data silos and enable action
• Empower frontline teams with the context and tools they need to deliver consistently great experiences

As 糖心原创 and KPMG are seeing firsthand, when organizations reimagine the contact center as a source of intelligence 鈥� not just a channel for support 鈥� they unlock the full value of every interaction.

The contact center is no longer just answering calls 鈥� it鈥檚 calling for change. Are you ready to answer?

Watch the rest of the conversation on strategies for impactful experiences on . 

It feels like just yesterday I was soaking in all the excitement from 糖心原创 partners as they shared what they were most looking forward to at 糖心原创 Experience 2025, along with their prediction of trends shaping the future of CX. And in the blink of an eye, my first Experience at The Wynn Las Vegas has wrapped up. I must say, it delivered everything and more! But before I jump to the end, let鈥檚 to what made this conference so unforgettable.

If you鈥檙e not familiar, Experience is 惭别诲补濒濒颈补鈥檚 annual user conference, bringing together customers, partners, employees, and experience management enthusiasts from every industry for three dynamic days of visionary keynotes, thought leadership content, networking, and fun. It鈥檚 exhilarating, enlightening, and aspirational 鈥� an event designed to fuel innovation and connections that accelerate impact. Here鈥檚 the inside scoop on my first Experience, my favorite moments with 惭别诲补濒濒颈补鈥檚 partners, and why I can鈥檛 wait to return next year.

Be the Exception: A Theme That Delivered

The theme of Experience 2025 was “Be the Exception,” and the event truly embodied that spirit. The agenda made it easy to facilitate learning and quality conversations, with engaging keynotes and networking activities that sparked new ideas and relationships.

The conference kicked off with 惭别诲补濒濒颈补鈥檚 senior leadership unveiling our vision for the future of customer experience and the latest 7 AI-Powered Capabilities. Day 1 also featured an inspiring keynote from 鈥� restaurateur and co-producer of the Emmy-winning show The Bear 鈥� who spoke about the pursuit of unreasonable hospitality, how big and small, intentional moments can create exceptional experiences. I now have Guidara鈥檚 book Unreasonable Hospitality proudly displayed on my bookshelf as a reminder to make every interaction with customers more awesome! 

kept the energy high with a powerful , led by Denise Lee Yohn and featuring leaders from Sandals Resorts International and Capital One. The momentum continued as CX legends Fred Reichheld, Jeannie Walters, and Shep Hyken took the stage with 惭别诲补濒濒颈补鈥檚 Chief Strategy Officer, Sid Banerjee, to discuss the . They explored how the experience landscape is evolving at lightning speed and the game-changing opportunities brands have to harness AI, omnichannel insights, and conversational intelligence to forge deeper customer connections. After months of tuning into their podcasts and perusing their newsletters, seeing these visionaries exchange ideas live was surreal 鈥� proof that the future of experience is brighter than ever.

The Power of Partnerships: Collaboration at Its Finest

Before the main event commenced, we kicked off Experience with our exclusive Partner Summit on Day 0. Over 100 partners from 50+ organizations gathered for an afternoon of networking, insights from 糖心原创 leaders 鈥� including CRO and Alliances leadership , , and 鈥� and compelling breakout sessions to strengthen our dynamic partner ecosystem.听

糖心原创 Partner Awards: Celebrating Excellence

In addition to great content and conversations, we shifted into celebration mode with 惭别诲补濒濒颈补鈥檚 inaugural Partner Awards Ceremony, recognizing six outstanding partners for their achievements:

• Accenture: Services Partner Award, for the highest 糖心原创 software revenue impact by a services partner.
• Salesforce: Technology Partner Award, for the highest 糖心原创 software revenue impact by a technology partner.
• Katmai: Fastest Growing Partner Award, for achieving the highest percentage growth year over year.
• NRC Health: New Partner Award, for driving the highest software revenue impact in its first year as a 糖心原创 partner.
• The Arnold P. Gold Foundation: Solution Innovation Partner Award, for developing a groundbreaking trust measurement tool for healthcare, already benefiting over 1.5 million patients annually.
• KPMG Customer Advisory: Customer Impact Partner Award, for transforming joint customers鈥� CX programs and achieving measurable success.

Congratulations to these partners for their dedication and innovation! I鈥檓 excited to see what we accomplish together in the year ahead.

The Experience Hub: Sponsors, Swag, and Simulators Galore!

The energy at Experience was electric the moment I stepped into the expo hall 鈥� also known as the Experience Hub. With the 糖心原创 Market (featuring a variety of swag from pickleball sets to dog bandanas to travel essentials from CVS), McLaren Simulator (for speed demons looking for a thrill), 糖心原创 product & integration demo stations, and the vibrant sponsor booths, the excitement was contagious.

With 16 sponsors exhibiting in the Hub, attendees had the chance to explore our partners鈥� cutting-edge solutions, watch compelling demos, and connect with experts to learn how 惭别诲补濒濒颈补鈥檚 joint solutions with our partners are shaping the future of experience management.

Thought-Provoking Content & Industry Insights

The agenda was packed with insights from 糖心原创 experts, partners, and customers. Attendees could engage in roundtable discussions on trending topics across industries 鈥� healthcare, B2B, insurance, market research, financial services, hospitality, and more 鈥� or dive into sponsor-led sessions covering everything from the ROI of trust (led by Trustpilot) to aligning loyalty with CX (led by Epsilon) to best practices with 360 feedback (led by Decisionwise).

Public sector leaders had a unique opportunity to connect over lunch at a special session hosted by TD Synnex. A panel of industry experts explored how the Department of Defense is integrating CX and user-centered design, along with key lessons from the Department of Veterans Affairs in enhancing the veteran experience 鈥� highlighting CX鈥檚 growing impact across the military.

The content didn鈥檛 stop at lunch鈥� I enjoyed exploring compelling breakout sessions that our partners Kantar, Ipsos, and KPMG presented alongside joint customers, PLDT, DHL, and Verizon, respectively, to provide a deep dive into industry best practices that are transforming experiences. Ipsos also took the stage with 惭别诲补濒濒颈补鈥檚 and to discuss market research 鈥� a must-read for any CX leader.

Unforgettable Moments: Fun, Networking & More

Beyond the incredible content and connections, Experience 2025 delivered unforgettable moments designed to bring attendees together and create lasting memories.

Day 0: The energy in the Experience Hub was electric as sponsors welcomed attendees at the 90s-themed welcome reception, complete with nostalgic activations that set the perfect throwback vibe.

Day 1: I kicked off the morning at the Ipsos Jet Lag Lounge, fueling up on coffee and pastries while meeting international attendees still adjusting to the time change. Later, at 惭别诲补濒濒颈补鈥檚 laidback beer & wine garden, I reflected on the day with fellow attendees and even got a permanent bracelet from the UserTesting jewelry station. Material surprised us all with sleek leather koozies 鈥� an instant hit!

Day 2: The grand finale? The Neon Circus-themed closing party at Encore Beach Club 鈥� a perfect sendoff filled with great food, even better company, and shared excitement for the future of our partnerships.

Every detail of these social experiences was thoughtfully designed to make Experience truly unforgettable. I left feeling both exhausted and energized, knowing the best is yet to come as we continue driving meaningful impact together.

Experience 2026: The Countdown Begins!

They say, what happens in Vegas stays in Vegas 鈥� but not when it comes to Experience 2025. The insights, energy, and connections made here are too powerful to keep under wraps. If you weren鈥檛 part of it this year, make sure you don鈥檛 miss out. Mark your calendar 鈥� Experience 2026 is bringing the excitement back to Las Vegas, February 10-12, 2026.

Let鈥檚 stay connected in the meantime! Follow us on social media, and keep making moments that matter. See you in Vegas! Thank you again for our amazing sponsors for making Experience 2025 one to remember: , , , , , , , , , , , , , , , , , , and . 

Six months ago, I joined 惭别诲补濒濒颈补鈥檚 partner marketing team, and I couldn鈥檛 be more excited about my journey here. While reflecting on the past few months is tempting, today I want to share what I鈥檓 most looking forward to in the next six months 鈥� one word: Experience.

My early days at 糖心原创 were filled with enlightening one-on-ones with colleagues across the marketing organization as I immersed myself in the dynamic world of experience management. These conversations not only offered words of wisdom for navigating my new role but also introduced me to Experience.

Curious about this common theme in my discussions, I dove deeper. 鈥淲hat is Experience?鈥� you might wonder, as I did the first time I heard it. Experience is 惭别诲补濒濒颈补鈥檚 annual user conference, where inspiring brands, experience management pioneers, and influential peers come together for three dynamic days of thought leadership, networking, training, and fun. However, as I explored further, I realized Experience is much more than just a conference. It鈥檚 where passion meets practice, a place where CX visionaries and enthusiasts turn inspiration into impact. Experience equips attendees with both the technology and best practices necessary to drive meaningful action across their organizations, delighting customers and employees.

Beyond 惭别诲补濒濒颈补鈥檚 customers, employees, and CX enthusiasts, Experience wouldn鈥檛 be the same without 惭别诲补濒濒颈补鈥檚 partners. Since joining the team, I quickly learned that 惭别诲补濒濒颈补鈥檚 partner ecosystem is filled with some of the most passionate CX leaders dedicated to delivering exceptional experiences across all touchpoints. With Experience 2025 in Las Vegas approaching this March, I was eager to hear what our partners are most looking forward to and the 鈥渂ig bets鈥� they plan to share with conference attendees on the future of CX. After connecting with partners SMT, Ipsos, ComOps, New Metrics, and KPMG LLP, I鈥檓 excited to share what I discovered.

What 糖心原创 partners are most looking forward to at Experience 2025

Uncovering new use cases to delight customers and employees

, Director of CX at , explained that if she had to pick one thing she鈥檚 most looking forward to at Experience, it would be learning how organizations of various sizes and industries use 糖心原创 technology to measure and manage experience.听聽

鈥淚 am always amazed about the new use cases I uncover at Experience,鈥� she adds.听

, Partner of Technology and Analytics at , is already planning to showcase inspiring success stories at Experience that highlight the transformative power of CX platforms. He explains, 鈥淲e鈥檒l share success stories from leading Middle Eastern organizations that have enhanced customer experiences through data-driven personalization while learning from international best practices.鈥澛�

is gearing up for its speaking session at Experience with , US Customer Experience & Engagement Leader, sharing: 鈥淭his year is an exciting opportunity to co-present with one of our clients who we have been working closely with to push the boundaries of what 糖心原创 can do for them. The critical focus for us has always been in showing the value that a powerful platform like 糖心原创 can bring, providing the deep customer insights that help inform critical customer decisions.鈥� Mango looks forward to diving into how mature VoC programs can generate multifold ROI for customers in their speaking session.听

Success stories can speak volumes in showcasing the real-world impact of technology and its ability to solve even the most complex challenges. Experience 2025 will be a hub for sharing these inspiring stories, celebrating achievements, and uncovering the lessons learned along the way.听

Exploring the exciting role of AI in transforming experience management聽

鈥淲hat excites me most about聽Experience ’25 is how it will spotlight AI鈥檚 game-changing role in customer experience. From AI-driven feedback to hyper-personalized engagement, we鈥檙e looking at a serious shift in how we approach customer and employee journeys,鈥� says , VP of CX at .听

Haffar (New Metrics) shared, “Experience 鈥�25 is a unique opportunity for our clients to move beyond basic analytics and truly anticipate customer behavior. With 惭别诲补濒濒颈补鈥檚 advanced AI, businesses can detect patterns like service inconsistencies and make meaningful, targeted improvements鈥� We鈥檙e excited to explore how these AI-driven capabilities can continue to elevate customer journeys and seamlessly integrate digital with human experiences.”

Conference attendees will certainly get a sneak peek into the ever-evolving world of AI and its integral role in shaping the CX industry.听

Learning from, and connecting with, other experience leaders and peers

There鈥檚 something special about in-person gatherings. The energy in the room as passionate individuals exchange ideas, stories, and unique perspectives creates an atmosphere ripe for learning and connection. Polyard (ComOps) shares how engaging with peers and thought leaders is invaluable, especially when exchanging best practices for building empowered teams and driving customer loyalty. He adds,聽“Experience is the perfect chance to collaborate, innovate, and connect with others who are just as passionate about creating unforgettable experiences.鈥澛�

, CEO of , agrees with the sentiment, sharing that 鈥渕eeting prospects and customers face-to-face鈥� is what he鈥檚 most looking forward to at Experience.听

Big bets for the future of CX

Focusing more on employee experience

Great customer experiences are often a result of great employee experiences. Employees can be critical in uncovering issues impacting the customer experience and for developing solutions to enhance customer experiences. Polyard (ComOps) shares that 鈥淢ore organizations are recognizing that great customer experiences start with empowered and engaged employees. When staff have the tools, autonomy, and support to make decisions that enhance the customer journey, the end-to-end service experience transforms.鈥�

He adds how ComOps has seen this in hospitality: “An empowered team is the key to delivering standout guest experiences. Plus, it鈥檚 a win-win: happy employees lead to happy guests, and that boosts both satisfaction and retention across the board.鈥澛�

Enhancing personalization to improve customer journeys and drive long-term loyalty聽

Personalization and journey orchestration are Costa鈥檚 (SMT) big bets for the future of CX. In a world inundated with data, brands will stand out by acting on customer insights and tailoring experiences to meet individual needs. Organizing and analyzing the data is a critical preliminary step. Haffar (New Metrics) notes, 鈥淚n 2025, we expect organizations to expand their CX analytics programs to include a more comprehensive set of experience and operational data. By streamlining data analysis and insights generation, companies can improve efficiency and deliver highly personalized customer experiences at scale.鈥澛�

When a brand can show that it鈥檚 listening to customers in every moment and in every channel, that鈥檚 where the magic happens. Haffar predicts personalization will be key to meeting evolving customer expectations and fostering long-term loyalty.

Infusing AI into CX聽

It鈥檚 no surprise that AI has revolutionized how organizations operate 鈥� from analyzing data to detecting trends to making decisions 鈥� helping them work smarter, not harder. Mango (KPMG) believes that AI, including genAI, will fundamentally shift how organizations interact with customers. 鈥淎I in VoC will help in faster and more efficient insight generation, and AI in CX and service transformation will help in speedier issue resolution and more meaningful personalization of services.鈥�

Mango notes that he鈥檚 excited to hear the perspective and updates from 糖心原创 on AI鈥檚 transformative role in CX.听

Leaning into loyalty聽

Leading CX brands not only focus on winning over new customers with great experiences, but also how to keep them. Retaining happy customers is a key ingredient to business success, but the steps to achieving forever customers isn鈥檛 an exact science.听

Recent 糖心原创 research has . Rough (Ipsos) predicts that organizations will become more sophisticated in designing experiences that consider what loyalty means to their unique customer bases.听From product and service personalization to rewards programs, organizations will continue becoming more thoughtful about what it takes to build forever followers.听

Attending 糖心原创 Experience 2025

After hearing these insights from our partners, I鈥檓 more excited than ever to attend Experience 2025 in Las Vegas. I can鈥檛 wait to dive deeper into these CX big bets, ask questions, and connect with 惭别诲补濒濒颈补鈥檚 amazing partners, customers, and some of the brightest minds in CX.

Will you be joining us? Don鈥檛 miss out 鈥� Register for Experience now to be part of this transformative event. Let鈥檚 shape the future of CX together!

Customer relationship management (CRM) platforms, such as , contain a range of essential information about your customers鈥� relationships with your brand, detailing the interactions they鈥檝e had across touchpoints.

But there鈥檚 one key piece that鈥檚 often missing: How customers feel about the relationship.

You may discover some clues as to which customers are more loyal than others based on transaction volume, spend totals, and repeat purchases, but CRM platforms are not inherently designed to shed light on customer experience (CX). CRM software doesn鈥檛 reveal the actions an organization should take to deep relationships. Instead, CRM platforms tell us what our customers are doing 鈥� not why they鈥檙e doing it.

Customer experience management (CEM) platforms, on the other hand, are designed to uncover the why, and 惭别诲补濒濒颈补鈥檚 partnership with Salesforce makes it possible for organizations to bring both CEM and CRM data together.

By seamlessly integrating your sales and relationship data from Salesforce with feedback and behavioral insights across channels from 糖心原创, you鈥檒l gain a greater understanding of customers鈥� wants, needs, and expectations shaping sentiment. Overall, this provides the opportunity to prioritize CX and upgrade your customer experience strategy.

Salesforce Integration: Top Benefits of Combining CRM Data with Customer Experience Management

Being able to visualize what customers are doing and why 鈥� by bringing these two important and often siloed data sets together to create a holistic, 360-degree customer view 鈥� has the potential to be transformative for brands. It increases upsells and reduces churn, ensuring customers return to your brand and never think about switching to a competitor.

Here are the top benefits of the integration between 糖心原创 and Salesforce for customer experience.

#1. Empower frontline teams with information needed to best serve customers

According to a recent study from the 糖心原创 Institute, 95% of consumers want agents to understand why we鈥檙e contacting customer service and a similar amount (96%) say demonstrating empathy during a service interaction is important, but both are hard for agents to do when they don鈥檛 have the right information at their fingertips.

With the 糖心原创-Salesforce integration, agents and contact center teams have access to feedback 鈥� such as from calls, chats, SMS logs, emails, and social media interactions. It provides an accurate understanding of account relationships, empowering agents to tailor each customer鈥檚 experience to proactively meet their needs.

An agent can see that a customer has left negative feedback about being transferred too many times, repeating their issue to each new customer service representative on a previous call. Armed with this information, the agent makes sure any transition to another agent is smooth and that the customer鈥檚 history is explained without forcing the customer to repeat themself.

#2. Enable customers to share their experiences in the moments that matter most

Consumers want to share feedback after a customer service interaction, and pairing 糖心原创 and Salesforce means that customer surveys are instantly (and automatically) triggered to be sent following an interaction 鈥� after sales meetings, onboarding, business reviews, or service interactions 鈥� through preferred channels. The experience is still fresh in the customer鈥檚 mind, driving better quality feedback and higher response rates.

#3. Identify at-risk accounts and perform service recovery

Some customer complaints and issues are to be expected and can鈥檛 necessarily be avoided. It鈥檚 how brands handle these instances through service recovery that set them apart from the competition.

Acting on feedback quickly is what helps industry leaders continually strengthen customer relationships.

#4. Ensure the right team members close the loop with customers in real time

Companies having 糖心原创 integrated with Salesforce automatically assign follow-up steps in Salesforce once any of the triggers described above flag feedback that needs to be addressed 鈥� initiating an end-to-end feedback response and remediation processes in the platform 鈥� based on rules your team configures. 

This seamless workflow accelerates follow up, ensuring sales and support teams can prioritize and solve problems more efficiently, recovering potential detractors before it鈥檚 too late.

#5. Identify opportunities to nurture healthy customer relationships and accounts

Detractors aren鈥檛 the only ones your company can keep a better eye on with the 糖心原创-Salesforce integration. By pairing these CEM and CRM platforms, you get a more accurate picture of who your promoters are 鈥� to build champions within an organization and deliver more value to your customers. This is a strategy that can pay off since promoters are less price-sensitive, tend to buy more, and generate positive word of mouth.

#6. Drive a customer-centric culture

Pairing 糖心原创 with Salesforce helps organizations democratize access to critical customer insights, giving everyone from the frontline to senior leadership a more complete view of the customer experience. That鈥檚 a tactic that customer experience leaders leverage to drive strategic action across the enterprise.

In fact, 糖心原创 Institute researchers have found that companies with leading customer experience programs are 1.8x more likely to grant role-relevant insights to their employees and 3.5x more likely to say their employees use these insights to support their day-to-day decision-making.

#7. Identify and act upon upsell and cross-sell opportunities, personalizing and contextualizing interactions

Imagine a bank customer contacts customer support for help, and, during the interaction, mentions in passing that they鈥檙e looking to purchase a second home as an investment property.

This is the kind of customer insight from 糖心原创 that can be leveraged within Salesforce to offer more personalized outreach going forward.

#8. Break down data and organizational silos

Promote a more productive workforce by breaking down data silos between Salesforce and 糖心原创, enabling your people to access core workflows seamlessly without having to jump back and forth between systems.

Plus, ensure the right teams have access to cross-organizational insights, such as when broken digital experience (DX) issues are preventing successful sales or renewals or are causing an influx of calls to the contact center or complaints on social media.

#9. Improve team training and performance

Sales and service team managers can easily view 惭别诲补濒濒颈补鈥檚 feedback insights to know where to focus their attention when coaching their teams. When employees have the chance to hear specific customer feedback about their personal performance, that has the potential to be more meaningful than sitting through generic training, particularly when any pointers are shared immediately following a customer interaction. This agile style of training can help teams improve customer experiences and satisfaction going forward.

#10. Quantify the value of customer satisfaction

Linking 惭别诲补濒濒颈补鈥檚 customer feedback with Salesforce鈥檚 revenue data makes it possible to track the financial impact of customer satisfaction (CSAT). In addition, 惭别诲补濒濒颈补鈥檚 integration for Salesforce gives sales executives valuable reporting on customer account health by segment, business unit, and region, insights that can help brands better identify risks and opportunities to fuel growth.

You Need Customer Experience Management & Customer Relationship Management Together

With teams under greater pressure to drive efficiencies, reduce spend, and generate more sales, connecting your CEM data from 糖心原创 and CRM data from Salesforce is a savvy move that could help your organization lower the overall cost to serve, streamline workflows for and improve the performance of customer support and sales teams, boost upsell rates, minimize turnover, and strengthen customer loyalty.

Schedule a demo with a 糖心原创 expert 鈥� and check out the 糖心原创 for Salesforce integration to combine CRM and customer experience to create a true 360-degree view of your account relationships.

Customer loyalty is a highly coveted building block for long-term business success. However, many organizations may find customer retention and brand promoters rather elusive amid the current state of seemingly endless consumer choice. Addressing this challenge in a recent 糖心原创 webinar, the creator of Net Promoter Score (NPS庐) and Bain & Company fellow Fred Reichheld suggests that many customer experience strategies achieve just a small fraction of their potential. 

In his new book, , Reichheld demonstrates that the primary purpose of a business should be to enrich the lives of its customers. Why? Because when customers experience that sentiment, they鈥檙e more likely to return and bring new customers with them. 

Reichheld details several lessons that organizations can use to better drive and manage customer loyalty:

1. Adopt the customer as your organization鈥檚 鈥淣orth Star鈥�

If the last two-plus years have proven anything, it鈥檚 that current business environments and customer behaviors can and will change rapidly. In this volatile market, it often jeopardizes existing strategies, which requires organizations to readjust business goals on the fly. 

Reichheld sees recent market chaos as an opportunity for brands to realize and pursue their purpose 鈥� also known as their 鈥淣orth Star.鈥� The customer loyalty guru highlights, 鈥淓very company should be looking at customer love as their purpose. It seems to be the only way to provide a meaningful career for employees, and the only way to deliver long term value to investors.鈥� 

Periods of change become easier to navigate with a 鈥淣orth Star鈥� guiding business goals, strategies, and operations. When your organization鈥檚 core purpose remains to show customers love, it鈥檚 just a matter of ensuring every experience reflects it. And with that customer love comes customer loyalty, and with that customer loyalty comes sustainable revenue and growth. 

2. Connect employee operations to customer experience impact

There鈥檚 growing recognition across industries that聽employee experience shapes the customer experience. From frontline customer agents in stores and contact centers to those operating behind the scenes of digital, it鈥檚 all but mandatory to engage those employees about their impact on customer experience and customer loyalty.

Joining Reichheld in this discussion, co-author and Senior Partner at Bain & Company Maureen Burns shares, 鈥淚 think it鈥檚 really powerful when you link every individual employee鈥檚 impact on customers. Be clear with them about what they do that has an impact on customers. Give them some kind of feedback so they can see the impact they鈥檙e having every day.鈥� 

Whether it鈥檚 voice-of-customer feedback or experience metrics on the back-end, businesses that measure and communicate the ways employees affect customers better promote customer love throughout their organization.

3. Supplement survey feedback with operational signals

While still a foundational method for collecting voice-of-customer feedback, surveys continue to approach an oversaturation point in many channels. With years of experience implementing direct feedback strategies, Reichheld offers his perspective on the current state of surveys:

鈥淪urveys used correctly can play a very useful role in initiating a dialogue. But today, they have been diminished and polluted by using them the wrong way. When you see response rates of 1% on survey requests, that means 99% of your customers thought you were wasting their time and using it inappropriately. That鈥檚 a signal in and of itself.鈥�

The decline in survey engagement proves the value in using operational resources for capturing, measuring, and analyzing customer signals and behaviors. However, Burns emphasizes that you must be specific and intentional about the metrics and data you use to complement survey feedback:

鈥淔or each important customer journey, think 鈥榃hat are the important signals that correlate with a great experience?鈥� and track those regularly. It will give you a good sense of how those journeys are going. And we鈥檙e seeing plenty of companies track these with dashboards around them and think holistically about journeys from an NPS and operational signals standpoint.鈥�

By using customer behaviors and signals in addition to customer feedback, organizations gain a more complete view of customer experiences and journeys, ultimately enabling more data-driven actions. 

4. Complement Net Promoter Score with Earned Growth Rate (EGR)

The widely adopted NPS has been used for gauging customer loyalty via the likelihood of referrals for nearly two decades. But, according to its creator, Reichheld claims too many organizations routinely misuse NPS. He suggests, 鈥淭he problem with NPS is that it鈥檚 used incorrectly 90% of the time. It reflects whether you enriched or diminished a customer鈥檚 life. And too many organizations care more about the score rather than actually showing love to their customers.鈥� 

Identifying a way for organizations to better understand and properly use NPS, Reichheld recently developed Earned Growth Rate (EGR). He explains just how practical it can be when combined with NPS:

鈥淓arned Growth Rate is a completely separate metric used to reinforce NPS. And the two together are so much more powerful. Earned Growth Rate is an accounting metric 鈥� it reflects real numbers after the fact. It鈥檚 revenue generated by either existing customers or referrals. But it鈥檚 not forward-looking like NPS. It鈥檚 not 鈥榃ould you recommend to a friend?鈥欌��

By聽adding EGR into the mix, organizations can measure how much revenue customer loyalty generates while still using NPS to gauge the quality of that loyalty and relationship with each customer.

The hospitality and travel industry鈥檚 recovery is on many people鈥檚 minds as vaccines continue to roll out and the end of the pandemic is in sight in some parts of the world. As guests begin to return, their behaviors have changed. That means guest feedback and engagement have become more crucial for hoteliers as they head into the next normal.

Why is guest feedback important? Not only does it provide a window into guest satisfaction, but it offers a way to adapt your operations to better serve customer preferences and needs. It also allows you to gain insight into ways you can聽innovate to stay ahead of the competition.

But, just collecting customer feedback is not enough. As hoteliers look for new ways to increase bookings, preferably direct, engaging with customers will be key to gaining guest loyalty. Recent , conducted in partnership with 糖心原创, shows that while engagement and interaction between hoteliers and guests are taking new forms, it is still as important as ever and a key driver for the insights that will lead to innovation that puts brands a step above the competition.

Here鈥檚 what the research shows as you embark on how to create a聽customer engagement strategy聽that works for you.

How customer engagement boosts business

Engagement and interaction between hoteliers and guests are taking new forms but are still as important as ever, the research shows. Customer engagement is a key driver of guest satisfaction and loyalty 鈥� and can lead to a lift in direct bookings as a result.

According to the research, a customer鈥檚 willingness to share feedback, along with hotel management鈥檚 response, affected these four elements:

1. Future guest satisfaction: When hotel management acknowledged service shortcomings and offered personalized and detailed apologies, guest satisfaction improved on future stays.
2. Tendency to share reviews online: A quick thank you from the hotel after receiving feedback increased the likelihood that the guest would share a review online after their next stay. On the flip slip, researchers found that overly detailed thank you messages could deter guests from sharing future reviews.
3. Loyalty: Feedback provided by guests, whether it was positive or negative, signaled a willingness to engage with the hotel brand. It increased the chance of the guest becoming loyal by almost 50%. The likelihood of becoming loyal increased even more when management responded to guest feedback.
4. Booking channel: When customers engaged with the brand via a guest satisfaction survey, they were less likely to book via a third party and instead book direct. As a result, hotels that engaged with guests reduced OTA commissions by 5% 鈥� savings that were further increased when managers responded to guest feedback.

3 tips for engaging with customers

Engaging with customers can help to grow advocates for your brand when current customers are more willing to share their experiences via reviews for prospective customers to see. Here are three ways you can set yourself up for success.

1. Solicit feedback: Let your customers know that you want their opinions. Request feedback via guest surveys and encourage your customers to share their experiences online.
2. Show you鈥檙e listening: Customers will know your brand is open to listening to them when they see you respond to reviews. Make sure you offer personalized and relevant responses to demonstrate you are actually reading the feedback.
3. Act on feedback: Listening is great, but it doesn鈥檛 mean much if you aren鈥檛 acting on what you learn. Your guests are telling you what they need for a stellar customer experience. Listen, learn, then act to stay ahead of competition and gain loyalty.

The research found that consumers new to providing reviews online are disproportionately negative. If you rely on customers to be self-motivated to post reviews, you could be left with a biased view of satisfaction that tends to be less positive. You need to facilitate and make it easy for your customers to share their feedback if you hope to get a clear picture of guest satisfaction.