Can AI Change the Research Process? Email Address * First Name * Last Name * Job Title Company * Leave this field blank
PRE MRKTG ROCKSTARS 2024 PARTY | 6 May, 2024 First Name * Last Name * Company * Job Title * Work Email * Country * - Country* -AfghanistanAland IslandsAlbaniaAlgeriaAmerican SamoaAndorraAngolaAnguillaAntarcticaAntigua and BarbudaArgentinaArmeniaArubaAustraliaAustriaAzerbaijanBahamasBahrainBangladeshBarbadosBelarusBelgiumBelizeBeninBermudaBhutanBoliviaBosnia and HerzegovinaBotswanaBouvet IslandBrazilBritish Indian Ocean TerritoryBritish Virgin IslandsBruneiBulgariaBurkina FasoBurundiCambodiaCameroonCanadaCape VerdeCaribbean NetherlandsCayman IslandsCentral African RepublicChadChileChinaChristmas IslandCocos (Keeling) IslandsColombiaComorosCongo (Brazzaville)Congo (Kinshasa)Cook IslandsCosta RicaCroatiaCubaCuraçaoCyprusCzech RepublicDenmarkDjiboutiDominicaDominican RepublicEcuadorEgyptEl SalvadorEquatorial GuineaEritreaEstoniaEthiopiaFalkland IslandsFaroe IslandsFijiFinlandFranceFrench GuianaFrench PolynesiaFrench Southern TerritoriesGabonGambiaGeorgiaGermanyGhanaGibraltarGreeceGreenlandGrenadaGuadeloupeGuamGuatemalaGuernseyGuineaGuinea-BissauGuyanaHaitiHeard Island and McDonald IslandsHondurasHong Kong S.A.R., ChinaHungaryIcelandIndiaIndonesiaIranIraqIrelandIsle of ManIsraelItalyIvory CoastJamaicaJapanJerseyJordanKazakhstanKenyaKiribatiKuwaitKyrgyzstanLaosLatviaLebanonLesothoLiberiaLibyaLiechtensteinLithuaniaLuxembourgMacao S.A.R., ChinaMacedoniaMadagascarMalawiMalaysiaMaldivesMaliMaltaMarshall IslandsMartiniqueMauritaniaMauritiusMayotteMexicoMicronesiaMoldovaMonacoMongoliaMontenegroMontserratMoroccoMozambiqueMyanmarNamibiaNauruNepalNetherlandsNetherlands AntillesNew CaledoniaNew ZealandNicaraguaNigerNigeriaNiueNorfolk IslandNorthern Mariana IslandsNorth KoreaNorwayOmanPakistanPalauPalestinian TerritoryPanamaPapua New GuineaParaguayPeruPhilippinesPitcairnPolandPortugalPuerto RicoQatarReunionRomaniaRussiaRwandaSaint BarthélemySaint HelenaSaint Kitts and NevisSaint LuciaSaint Martin (French part)Saint Pierre and MiquelonSaint Vincent and the GrenadinesSamoaSan MarinoSao Tome and PrincipeSaudi ArabiaSenegalSerbiaSeychellesSierra LeoneSingaporeSint MaartenSlovakiaSloveniaSolomon IslandsSomaliaSouth AfricaSouth Georgia and the South Sandwich IslandsSouth KoreaSouth SudanSpainSri LankaSudanSurinameSvalbard and Jan MayenSwazilandSwedenSwitzerlandSyriaTaiwanTajikistanTanzaniaThailandTimor-LesteTogoTokelauTongaTrinidad and TobagoTunisiaTurkeyTurkmenistanTurks and Caicos IslandsTuvaluU.S. Virgin IslandsUgandaUkraineUnited Arab EmiratesUnited KingdomUnited StatesUnited States Minor Outlying IslandsUruguayUzbekistanVanuatuVaticanVenezuelaVietnamWallis and FutunaWestern SaharaYemenZambiaZimbabwe Please check to be added to the MMA Germany email newsletter/marketing list. * By clicking to register for this event and checking the box, you consent to receive relevant promotional emails from MMA and Moengange related to this content; and for us to share your contact information with these event sponsors who may contact you by email about their related products and services. You may unsubscribe or change your email preferences through links in emails you receive. For more information, https://www.mmaglobal.com/privacy-policy Please add me to the MMA Germany email newsletter/marketing list Leave this field blank
Call for board nominations 2024 Who would you like to nominate? * Myself Someone Else Your Info Your Full Name * Your Title * Your Company * Your Email * Your Phone number * Enter the Name of the person you wish to nominate. Nominee Info Nominee Full Name * Nominee Title * Nominee Company * Nominee Email (leave blank if you are unable to provide contact details) Nominee Phone number (leave blank if you are unable to provide contact details) Which board are you nominating this person for? * Global North America Media & Data Leave this field blank
CX Maturity Map 1 Start 2 Complete Email Address * Country Company What is your involvement with CX in your company? Does your organization have a dedicated CX team? Which C-level position(s) best describes you? Where does the dedicated CX team sit in your organization? For how many years has your company been investing in CX? What was your company's revenue this past year? How large is your dedicated CX team? What industry sectors is your company involved in? CPG / FMCG (e.g., food, beverage, household products) Fashion & Luxury / Apparel Durables (e.g., appliances, electronics, automotive) Health Care Products (e.g., OTC, Rx) Retail Quick Service Restaurants / QSR Financial Services Healthcare Services Media Telecom / Cable Travel and Tourism Other... What industry sectors is your company involved in? Other... Opt-In Weekly Newsletter Opt-In Followup Q1. Which of the following best describes how aligned your organization's leaders are on the customer experience (CX) strategy? Value (1-4) a. We have a shared north star vision for what the customer experience should be that is communicated across the organization a. We have a shared north star vision for what the customer experience should be that is communicated across the organization b. We have developed cross-functional consensus around our CX strategy, roadmap, governance and business case b. We have developed cross-functional consensus around our CX strategy, roadmap, governance and business case c. Our CX strategy goes beyond reducing pain points and also addresses where we want to innovate across the customer journey c. Our CX strategy goes beyond reducing pain points and also addresses where we want to innovate across the customer journey d. Our CX strategy is well aligned to our overall business strategy d. Our CX strategy is well aligned to our overall business strategy Q2. Which of the following best reflects your organization's adoption of design thinking as a means of enhancing the end-to-end customer journey? Value (1-4) a. We use design thinking tools such as personas, journey maps, and rapid prototyping to deliver enhanced experiences across the customer journey a. We use design thinking tools such as personas, journey maps, and rapid prototyping to deliver enhanced experiences across the customer journey b. Design thinking is applied on an ongoing basis to support continuous improvement for moments that matter on the customer journey b. Design thinking is applied on an ongoing basis to support continuous improvement for moments that matter on the customer journey c. We engage employees across the organization on how to spot CX improvement opportunities and encourage them to share their ideas c. We engage employees across the organization on how to spot CX improvement opportunities and encourage them to share their ideas Q3. Which of the following best reflects your organization's use of data and enabling technology to develop insights and deliver a better customer experience? Value (1-4) a. We are able to create a single view of the customer across all touch points across the customer journey across our enterprise a. We are able to create a single view of the customer across all touch points across the customer journey across our enterprise b. Our CX listening approach goes beyond surveys and ad hoc research to include unstructured data like social media, messaging, live chat, or voice-to-text from contact centers b. Our CX listening approach goes beyond surveys and ad hoc research to include unstructured data like social media, messaging, live chat, or voice-to-text from contact centers c. Our data and enabling technology support continuous experimentation for more personalized content experiences across the customer journey c. Our data and enabling technology support continuous experimentation for more personalized content experiences across the customer journey Q4. Which of the following best describes your organization's ability to measure gaps in the customer experience and guide decision making? Value (1-4) a. Our CX metrics enable us to track whether the actual experience is aligned with key elements of the company strategy a. Our CX metrics enable us to track whether the actual experience is aligned with key elements of the company strategy b. Our CX metrics allow us to measure our progress in driving automation and optimization for key moments that matter for our customers and employees b. Our CX metrics allow us to measure our progress in driving automation and optimization for key moments that matter for our customers and employees c. We regularly link CX improvements to business outcomes c. We regularly link CX improvements to business outcomes Q5. Which of the following best describes your organization's approach to establishing clear roles with the right skills and accountability to turn insights into action? Value (1-4) a. There are roles that support the ideation, design and implementation of CX opportunities with the right skills to drive impact a. There are roles that support the ideation, design and implementation of CX opportunities with the right skills to drive impact b. There are sufficient resources to support CX and we aren't reliant on people working on CX "off the side of their desk" in addition to other responsibilities b. There are sufficient resources to support CX and we aren't reliant on people working on CX "off the side of their desk" in addition to other responsibilities c. We provide training and upskilling to help reinforce more customer-centric mindsets and ways of working in areas like human-centered design, data science, or agility c. We provide training and upskilling to help reinforce more customer-centric mindsets and ways of working in areas like human-centered design, data science, or agility Q6. Which of the following best describes your organization's interaction model for how teams work together on CX and the clarity of decision rights and governance? Value (1-4) a. There are established processes for generating ideas, funding them, and working on them in cross-functional teams a. There are established processes for generating ideas, funding them, and working on them in cross-functional teams b. Team members working on CX opportunities have a clear understanding of how they will work together and who has what decision rights b. Team members working on CX opportunities have a clear understanding of how they will work together and who has what decision rights c. There is an established governance model to set priorities, help manage resource trade-offs, and hold teams accountable for progress c. There is an established governance model to set priorities, help manage resource trade-offs, and hold teams accountable for progress Q7. Which of the following best describes your organization's approach to culture and change management as it relates to your CX efforts? Value (1-4) a. There is a sustained focus on building awareness, motivation and commitment to change for our CX efforts a. There is a sustained focus on building awareness, motivation and commitment to change for our CX efforts b. Change management efforts address both mindsets and behaviors, and enroll and engage a network of change champions across the organization b. Change management efforts address both mindsets and behaviors, and enroll and engage a network of change champions across the organization c. We encourage and sustain a customer-centric culture, engaging and empowering employees via training, employee listening, and other ways to reinforce prioritized behaviors c. We encourage and sustain a customer-centric culture, engaging and empowering employees via training, employee listening, and other ways to reinforce prioritized behaviors Q8. Which of the following best describes the alignment of incentives to CX value drivers, including both enterprise-level KPIs and individual goals? Value (1-4) a. CX metrics are included among other KPIs on executive-level scorecards a. CX metrics are included among other KPIs on executive-level scorecards b. Targets are developed for specific CX initiatives and the leaders accountable for them that reinforce the linkage to specific business outcomes b. Targets are developed for specific CX initiatives and the leaders accountable for them that reinforce the linkage to specific business outcomes c. We embed CX targets into individual goal beyond our CX team itself, reinforcing accountability and encouraging collaboration through shared goals c. We embed CX targets into individual goal beyond our CX team itself, reinforcing accountability and encouraging collaboration through shared goals Q9. On which of following potential areas in first party data across the customer experience are you currently focused? Boolean (0-1) a. Improving journey orchestration for specific moments that matter a. Improving journey orchestration for specific moments that matter b. Improving data quality along the customer journey b. Improving data quality along the customer journey c. Integrating data sets across channels, campaigns, and functions c. Integrating data sets across channels, campaigns, and functions d. Integrating experience data (what customers are thinking, feeling, and saying) with operational data (what customers are doing) in ways that link to business outcomes d. Integrating experience data (what customers are thinking, feeling, and saying) with operational data (what customers are doing) in ways that link to business outcomes e. Leveraging a customer data platform to improve identity resolution e. Leveraging a customer data platform to improve identity resolution f. Leveraging a customer data platform to enable real time execution of the right experience for the right customer f. Leveraging a customer data platform to enable real time execution of the right experience for the right customer Q10. Please rank each of the following potential areas of focus for first party data investment across the customer experience in terms of future importance Value (1-7) a. Improving journey orchestration for specific moments that matter a. Improving journey orchestration for specific moments that matter b. Improving data quality along the customer journey b. Improving data quality along the customer journey c. Integrating data sets across channels, campaigns, and functions c. Integrating data sets across channels, campaigns, and functions d. Integrating experience data (what customers are thinking, feeling, and saying) with operational data (what customers are doing) in ways that link to business outcomes d. Integrating experience data (what customers are thinking, feeling, and saying) with operational data (what customers are doing) in ways that link to business outcomes e. Leveraging a customer data platform to improve identity resolution e. Leveraging a customer data platform to improve identity resolution f. Leveraging a customer data platform to enable real time execution of the right experience for the right customer f. Leveraging a customer data platform to enable real time execution of the right experience for the right customer Q11. Which of the following best describes your level of maturity for how you are developing and applying personas and journey maps as part of your CX efforts? Q12. CX Metrics & Business Outcomes Value (-2 to 2) a. How does your company's growth over the past three years compare to other companies in your industry? a. How does your company's growth over the past three years compare to other companies in your industry? b. How does your company's profitability over the past three years compare to other companies in your industry? b. How does your company's profitability over the past three years compare to other companies in your industry? Q13. What are any problem statements for how to take a more data-driven approach to CX that you would like to see MMA Global help the industry better address? Leave this field blank
