How To Measure Digital CX

For Customer Experience Professionals
How To Measure Digital Customer Experience

Performance Management: The Digital Customer Experience Improvement Playbook
by Maxie Schmidt-Subramanian and Andrew Hogan
March 30, 2016 | Updated: June 21, 2016
Why Read This Report
Key Takeaways
Customer experience (CX) pros struggle

to measure digital CX. Without effective
measurement efforts, however, theyre sure
to create substandard digital experiences for
customers. To succeed at digital measurement,
CX pros must overcome hurdles like siloed
metrics, complicated root causes, and
organizational failures to take action on
measurement insights. This report provides tools
and processes that offer a path forward for CX
pros seeking to measure and improve digital
experience quality.
Uncover Pain Points With Metrics Inspired By

Journey Maps
Journey maps focus measurement efforts on
the experiences that matter. And they provide a
unifying framework for stakeholders to discuss
available feedback -- whether from digital or
physical channels.
Investigate Pain Points By Connecting
Feedback And Other Data Sources
Customer surveys arent the solution. Instead,
CX pros need to connect insights across data
sources to uncover critical CX issues along the
customer journey.
Confront Underlying Problems By Engaging
Stakeholders
CX pros should develop processes to identify
key stakeholders and evaluate the efficacy of
changes that they base on measurement insights.
Otherwise, insights will fail to trigger actions, and
measurement programs will fail.
forrester.com

by Maxie Schmidt-Subramanian and Andrew Hogan
with Harley Manning, James McCormick, Brandon Purcell, Dylan Czarnecki, and Kara Hartig
Table Of Contents
Notes & Resources
2 CX Professionals Face Hurdles When

Measuring Digital Experiences
Forrester interviewed 25 vendor and user

companies for this report.
3 The Recipe For An Effective Digital CX

Measurement Program
Related Research Documents
Uncover Digital CX Pain Points With Metrics

Inspired By Journey Maps
Brief: How To Combine Website And Customer

Experience Metrics
Investigate Pain Points By Connecting

Feedback And Other Data Sources
Drive Customer Obsession With Journey

Analytics
Confront Underlying Problems By Engaging

Stakeholders
How Journey Maps Improve CX Measurement

Efforts
Recommendations
13 Make Digital CX A Group Effort
Seven Steps To Successful Customer Experience

Measurement Programs
Transform Customer Experience With Continuous
Optimization
What It Means
14 Digital CX Measurement Is About To Get

More Sophisticated
16 Supplemental Material
Forrester Research, Inc., 60 Acorn Park Drive, Cambridge, MA 02140 USA

+1 617-613-6000 | Fax: +1 617-613-5000 | forrester.com
2016 Forrester Research, Inc. Opinions reflect judgment at the time and are subject to change. Forrester,
Technographics, Forrester Wave, RoleView, TechRadar, and Total Economic Impact are trademarks of Forrester
Research, Inc. All other trademarks are the property of their respective companies. Unauthorized copying or
distributing is a violation of copyright law. Citations@forrester.com or +1 866-367-7378

CX Professionals Face Hurdles When Measuring Digital Experiences

Customer experience professionals struggle to measure digital experiences.1 As Jon Gibs,
measurement lead from the agency Huge, put it: Most of our new clients have gaping holes where
digital CX measurement practices should be. As a result, customer experience professionals remain
blind to digital experience problems and therefore dont fix them. What makes it so hard to create
successful digital CX measurement programs? Its because CX professionals:
Dont own all relevant metrics. A sound CX measurement framework includes descriptive,
perception, and outcome metrics (see Figure 1). CX pros may own perception metrics, but
marketing and eBusiness professionals often own descriptive metrics like form abandonment and
outcome metrics like conversion rates and average order sizes.2 Similarly, customer service teams
own metrics like number of calls by reason, which CX pros need to determine how often customers
escalate to the call center after an unsuccessful digital experience.
Struggle to identify root causes of CX issues. Just 17% of CX pros who own voice of the
customer (VoC) programs link customer feedback like survey responses to web analytics.3 That
leaves them unable to connect what customers think about their experiences to insight about
what happened during the experiences.4 CX pros also struggle to identify individual customers as
they interact across channels and devices, which limits their ability to determine how a customers
experience unfolds from one touchpoint to another.5
Dont drive CX improvements. Even when CX pros have a clear understanding of the issues at
hand, those whom we interviewed still struggle to drive action. Some face stakeholders who are
more concerned about tracking than acting. Others have difficulty cutting through bureaucracy:
Their initiatives stall when decision-makers in the organization demand more analysis instead of
making decisions.
2016 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378

FIGURE 1 CX Pros Need Descriptive, Perception, And Outcome Metrics In Their CX Measurement Framework
Type of metric Measures:
Helps to:
Examples
Assess how well a

company delivers against
customers CX quality
expectations
Customer satisfaction overall

Customer satisfaction with
specific aspects of the
customer experience
Outcome What customers are likely

metrics to do or actually did after
their interaction
Tie CX quality perceptions

to (financial) success
Likelihood to recommend
Likelihood to purchase
Churn rates
Actual purchases made
Policy renewals
Descriptive Observable characteristics

metrics of customer interactions:
when, where, and through
which channels customers
touched the company
Contextualize and
operationalize perceptions
Average call time

Calls lost before answered
Average pages per visit
Perception Customers subjective

metrics perception of the interactions
The Recipe For An Effective Digital CX Measurement Program

Our interviews with CX professionals who successfully measure digital CX prove that these challenges
are surmountable if CX pros:
Uncover digital CX pain points. First, identify the experiences on which to focus, and set triggers
that quickly reveal when digital experiences fail.
Investigate the root cause of pain points. Next, connect feedback with data to dig deeper into
top CX issues and prioritize what to tackle.
Confront the underlying problem. Engage stakeholders and embrace Agile methods and design
thinking to drive improvements.
Uncover Digital CX Pain Points With Metrics Inspired By Journey Maps
CX professionals must work with stakeholders across the organization to identify the key metrics and
tools that will help pinpoint failures in the most important digital experiences. To do this, they should:
Identify key digital experiences. Digital teams can help CX pros identify the purely digital
experiences that affect most customers. For example, MCD Partners used website analytics
to identify the most common digital interactions for a financial services client (e.g., making a
payment). CX teams should then look at the four or five most important journeys across the
customer life cycle, regardless of channel, and determine whether digital interactions affect those
journeys significantly.6 For Principal Financial Group (PFG), onboarding and enrollment journeys
are critical to business and consumer success. PFG knows that consumers are most likely to enroll

during onboarding, so PFG designed a responsive enrollment process for use on a smartphone.
The firm now prioritizes measuring this digital experience and finds that the first-year contribution
rate is 30% higher than that for other enrollment methods.
Map journeys and add potential metrics and data sources. For each key digital experience,
CX pros should schedule meetings with stakeholders across the organization who own the
corresponding digital CX measurement metrics or tools. This could include teams in charge of
eCommerce, marketing, customer service, technology management, web analytics, or research.7
Together with these stakeholders, CX pros should review available data and define a set of
potential metrics and the tools that they need to collect them along each journey (see Figure 2).8
For example, Lloyds Banking Group worked with internal stakeholders to map the payment journey
and overlay data from disparate sources including conversion and tagging data, complaint data,
and voice analytics.
Define triggers that prompt further investigation. CX pros must define triggers where poor
performance compared with historical data or other journeys, touchpoints, or steps in the
journey prompts further investigation. They can base these trigger metrics on survey feedback,
behavioral analytics data, metrics from other channels, or performance data (see Figure 3). To
avoid panicking at slight movements in trigger metrics, CX pros should refine thresholds so that
they represent what falls outside of natural fluctuation in the data. Clicktale recommends focusing
on changes of more than two or three times the standard deviation. For survey feedback, try a
pragmatic approach: Instead of monitoring average survey scores, look for spikes in low scores.

FIGURE 2 Use Journey Maps To Identify Metrics And Data Sources To Measure Digital CX

FIGURE 3 Examples Of How Companies Define Triggers That Flag Pain Points For Further Investigation
Type of trigger
Examples
Customer feedback
After the rocky launch of Healthcare.gov, the US government worked with

Qualtrics to develop a pain index, which is a measure of the number of negative
comments and ratings for a web page, compared with the amount of traffic to that
web page. To monitor the success of their initiative, they measured whether the
pain index decreased after each change.
Behavioral data
Lloyds Banking Group uses Webtrends web analytics data to identify where
users abandon service journeys (e.g., transfers, deposits, account balance
checks). They measure how many customers start the journey, how many finish it,
and where the major drop-off points are.
Motorcycle Superstore works with IBM Tealeaf to identify where customers are
struggling to complete their mobile purchase. Automatic alerts help identify
struggle events like form fields in the checkout process that users attempt to
fill in repeatedly.
Cross-channel
impact of digital
issues
Expedia uses calls to the call center to pinpoint digital issues, understanding
that the propensity to call is a predictor of an experience thats gone awry.
Performance data
Dynatrace developed a user experience index that reflects the performance of a

website or mobile site by errors (e.g., crashes) and the amount of time that the site
takes to respond to user inputs.
Investigate Pain Points By Connecting Feedback And Other Data Sources

Dig deeper to determine the top problems to tackle. To do that:
Collect solicited and unsolicited feedback at multiple levels. CX pros should use surveys to
measure the CX of journeys and digital interactions that make up each journey (see Figure 4). For
example, an airline company measures how users perceive the overall purchase experience across
digital and nondigital channels through an email survey. The firm also solicits feedback on specific
digital interactions with intercept surveys. Furthermore, CX pros should collect detailed customer
feedback to gain insights into problems with elements of the digital experience. For example, KLM
uses Usabillas floating feedback button to allow customers to select a part of the site for which
they want to give feedback. It then asks for a comment and offers contact options (see Figure 5).
Connect feedback and other data sources to diagnose problems. Given the number and
diversity of sources that CX pros need to diagnose and investigate issues, they should create
a process for combining insights and identifying problems (see Figure 6 and see Figure 7). For
example, the CX team at DIY retailer B&Q has four analysts who aggregate findings across
company listening posts including intercept surveys, call center notes, as well as web and
interaction analytics and collaborate to prioritize the issues that they identify. Some CX pros
use feedback vendors to help automate parts of that process. For example, vendors like ForeSee
and OpinionLab integrate their solution with solutions from behavioral analytics vendors like

Clicktale and Tealeaf to allow clients to view session replays for customers who gave feedback.9
iPerceptions captures behavioral analytics in its feedback solution to surface issues and prompt
follow-up surveys.
Prioritize which CX pain points to tackle. CX pros must develop a way to triage CX pain points.
The Hartford places digital CX problems into four buckets that it bases on the required effort to fix
them and importance of fixing them to customers. The buckets include website errors and technical
problems that need immediate fixes and quick-hit items like improving descriptions that need nearterm fixes. Others are enhancements that go into a test-and-learn schedule and broader changes to
the digital CX that feed into a redesign process. Similarly, B&Q categorizes issues by four priority levels
that it bases on the number of affected customers, scale of impact, and potential brand impact.10 The
higher the priority, the less time the company gives itself to develop a plan or a final solution. And Life
Fitness uses ForeSees priority matrix to identify focus issues from surveys (see Figure 8).11
Determine the root cause of digital problems. CX pros need to identify root causes of digital
CX pain even if its coming from elsewhere in the ecosystem. For example, B&Q saw a drop-off in
customers who were ordering on its website. The reason for the drop-off became obvious quickly
customers never saw delivery dates. Further investigation into the ecosystem revealed that the root
cause of the missing dates was a process issue that it traced back to a single distribution center.
The fix required a five-month process involving changes ranging from API integrations with couriers
systems to revised shift patterns at the distribution warehouse itself.
FIGURE 4 Collect Data About The Customer Experience At Multiple Levels
Level
Insights and sources
Journey
...
Set up a new account
Transfer money
Interaction
Insight: Influence of digital

interactions on the CX of a
journey
Source: Solicited via survey
Insight: Overall experience
with a digital touchpoint
Source: Solicited via
survey
Call customer
service
Elements
Landing page
BankA.com
Login
Create account
Login page
FAQ page
BankA.com
BankA.com
FAQs
What if I . . . ?
Name:
How can I . . . ?
Password:
Email:
Insight: Perception of
specific components of
a digital interaction and
detailed feedback on
snags that affect that
experience
Source: Unsolicited
opt-in feedback

FIGURE 5 KLM Collects Detailed Opt-In Feedback On Elements Of The Digital Experience With Usabilla
Usabilla provides the

verbatim and systemgenerated information
to KLM
Customers can select a

specific element on the
site for which they want
to provide feedback
Source: KLM website and Usabilla

FIGURE 6 CX Pros Must Connect Many Data Sources To Answer Key Questions When Measuring Digital CX
Digital interaction
analytics
Opt-in feedback
What did users do

that might explain the
rating?
How many other

customers had
this problem?
I struggled with . . .
Intercept survey
Whats keeping customers

from finishing their task?
How many conversions
did we lose to this issue?
What would make

customers feel
differently about
the experience?
What did users do/

see before they
gave this feedback?
Qualitative research
and testing
Website/mobile app
analytics
Which channels are
customers moving to
after a website visit?
Was abandonment
due to a
technical error?
Why do customers
move out of digital
channels?
Why do customers prefer

to contact support instead
of doing self-service?
Support and offline

analytics
Digital performance
management
Journey analytics
Examples of
=
key questions
Whats the support

cost of this issue?

FIGURE 6 CX Pros Must Connect Many Data Sources To Answer Key Questions When Measuring Digital CX (Cont.)
Data source
Intercept survey
Sample insights
Perception of CX
Intended outcomes
Structured feedback
Sample vendors
ForeSee
iPerceptions
Opt-in feedback
Perception of CX
Intended outcomes
Feedback about specific problems
OpinionLab
Usabilla
Digital interaction
analytics
Behaviors like scrolling

Outcomes like conversion
Behaviors like repeated attempts
to fill out a field
Clicktale
IBM Tealeaf
Website/mobile app
analytics
Behaviors like clicks

Adobe Analytics
Google Analytics
Localytics
Webtrends
Digital performance
management
Performance issues like loading

speed or crashes
Dynatrace
Google Analytics
Journey analytics
Behaviors like website pathing

Behaviors like switching to mobile
Clicktale
IBM Tealeaf
Support and offline

analytics
Behaviors like calls and chats

Outcomes like purchases
CallMiner
Datalogix
Nice Systems
Verint Systems
Qualitative research
and testing
Customers needs and preferences

Perceptions of CX
User Testing
UserZoom
10

FIGURE 7 Examples Of How Companies Connect Data Sources To Measure Digital CX
Situation
Example
Tools
Starting with customer

feedback, dig deeper
using behavioral
analytics.
MetLife integrates customer feedback and digital behavior

OpinionLab,
measurement. The feedback pinpoints potential issues, while the Clicktale,
behavior data integration helps identify how many customers
Dynatrace
might be having the same experience. Full integration between
the tools lets MetLifes employees click on comments and see
the digital interactions that preceded the comment.
Adobe Analytics,
Starting with behavioral Belgian telecom company Telenet guides its work by looking at
critical conversion points and then adding a one-question survey Emolytics
data, solicit customer
feedback.
for fast feedback from customers. The tool is implemented
across the 20 most-used web pages on the site. The singlequestion survey yields 15-times more responses than a
previously used, longer survey. All responses can be reviewed to
see what the user interacted with before providing feedback.
Starting with data from
nondigital channels,
dig into behavioral,
feedback, and
performance data.
Lloyds Banking Group reviews voice analytics from its call

center and then looks into digital behaviors around the time of a
phone call to see what drove the issue. Then, the company
quantifies how many others had a similar issue using
performance and operations data (e.g., logins, path). It hopes to
make this easier soon by adding session replay.
Starting with behavioral A leading technology company adds qualitative insight to

quantitative data analysis by bringing designers from the digital
and survey data, add
experience team together with stakeholders from the business
qualitative insights.
and owners of the measurement tools. Together they watch
digital ethnographies that show how consumers behave while
finishing their task.
Webtrends,
LogShark
IBM Tealeaf,
iPerceptions,
UserTesting
11

FIGURE 8 ForeSees Priority Matrix Helps Companies Identify The Most Effectual Digital CX Issues
Continuous improvement: trended priority map
Source: ForeSee
Confront Underlying Problems By Engaging Stakeholders

To benefit from measurement insights and make improvements, CX pros need to:
Engage the stakeholders who have power to take action. At B&Q, a cross-functional team
meets weekly to look at long-term trends and root causes of CX issues. Using a stakeholder map,
this group determines who in the organization to involve in solving the problem. Expedias CX team
got traction in resolving problems by using an existing platform to share CX defects. The company
engages in 120-day planning sessions in which attendees from product, technology, design, and
CX teams review hypotheses, align and prioritize work efforts, and build out what the firm calls
test-and-learns.12 MetLife involves stakeholders in closing the loop with individual customers after
they provide feedback through OpinionLab comment cards. The firm routes customer comments
by the page for which the customer gave the comment and the type of customer (e.g., broker
versus end customer).
Get stakeholders attention by linking CX pain points to business metrics. By building a clear
relationship to outcome metrics like purchases or likelihood to recommend, CX pros quantify the
effect that each potential improvement might have on business performance. QVC links the time
that customers spend on its properties to their purchase frequency, giving the company a way to
quantify the potential impact of changes. Similarly, CX pros can build the case with cost savings
12

from a reduction in calls, chat sessions, or emails to the contact center. For example, Lloyds
Banking Group has shown that digital improvements for customers making payments will result in
the reduction of 65,000 calls annually.
Employ design methods to improve the digital CX. CX pros should turn to the methods that
drive modern design to make comprehensive changes. These methods include customer-empathybuilding tools like ethnographic research, Leans focus on the minimum viable product to test new
concepts, and Agiles principles of continuous communication and rescoping.13 Principal Financial
improved 401(k) enrollment using an Agile design and development process that it aimed at
giving consumers more confidence in their decisions. Customers now see a red, yellow, or green
retirement readiness number. A slider then allows them to make changes to their retirement
withholdings, updating the readiness number in real time. This led to a 25% increase in changes to
retirement withholdings over the previous year.
Verify that your improvements worked. Pre-change and post-change feedback helps CX pros
understand the effect that changes have on digital experiences.14 When Customer Experience
Index (CX Index) leader QVC shifted from PIN logins to passwords, the firms user experience
team tracked the effectiveness of daily design tweaks by measuring the reduction in complaints.15
CX pros should also add insight from the metrics on which eBusiness leaders focus.16 Agency Viget
worked with the Wildlife Conservation Societys Bronx Zoo to optimize ticket purchase as part of
a site redesign. Before the redesign, users struggled to compare three kinds of tickets. After the
redesign and more than 40 A/B tests, it realized that it shouldnt present the three options side by
side. The redesign led to a 720% increase in revenue per mobile visit, a 141% increase in seasonticket conversions, and 52% more revenue per visit.17
Recommendations
Make Digital CX A Group Effort

CX pros dont typically own implementation: They must convince others to take action in collaboration
with the CX team to improve digital experiences. Heres how to move the process forward:
1. Use digital CX measurement to challenge existing beliefs in the organization. A well-framed
digital CX measurement program will not only help prioritize which pain points to tackle but also
help stakeholders make better funding decisions. Decision-makers at Ticketmaster Belgium, a
firm selling concert tickets, believed that the firm needed to build a better mobile app to keep
users happy. Using vendor Emolytics, the firm found that the level of frustration with its apps was
low; the real source of user pain was the website. Instead of spending tens of thousands of euros
and devoting a team of six people for three months to updating the app, the firm made website
updates that immediately increased revenue.
13

2. Collaborate with customer analytics and insights teams to optimize CX continuously.

Customer analytics and insights teams can give CX pros access to digital interaction data
and capabilities. These capabilities include rules-based and predictive analytics optimization
techniques that tailor experiences to individuals or segments.18 On the other hand, CX pros
should bring qualitative insights about customers needs and preferences to the table
especially in neglected customer life-cycle phases like use, ask, and engage.19 To do this,
CX pros must push for involvement in data consolidation and infrastructure initiatives. This
involvement can help ensure access to data and insights. Ideally, it will also encourage data
consolidation efforts that help improve CX rather than efforts that just focus on acquisition and
conversion optimization.20
3. Empower CX owners with digital optimization tools. Stakeholders with a charter to improve
CX must understand how to measure and optimize digital CX. Giles Richardson, head of direct
banking analytics at UK-based retail bank Royal Bank of Scotland (RBS), involved 50 of the
banks journey managers in helping optimize digital experiences.21 These journey managers
were given new skills and access to test and learn about optimization technology so that they
could manage and run many digital optimization efforts on their own. Overall, optimization
accelerated from two to 70 tests per quarter in less than a year. As a result, Giles saw the
value of optimization to the business that got delivered through conversion uplift and other key
performance indicators almost triple within the year.
What It Means
Digital CX Measurement Is About To Get More Sophisticated

CX pros should note that as digital customer experience measurement programs mature:
1. CX pros who dont expand their analytics horizon will be marginalized. CX pros face pressure
to create actionable insights from digital CX measurement. Therefore, theyll shift their attention
from long diagnostic surveys to shorter surveys that reveal whether customers accomplished
their goal and how they felt about the interaction. Because CX professionals need to understand
customers digital behaviors to make sense of customer feedback, the ones who dont become
adept at better understanding analytics and pairing feedback with those analytics will be
sidelined. Since many organizations do not have these kinds of analytics chops in house even
outside of the CX team agencies that provide analytics services will see increased demand.22
2. Feedback and analytics vendors will invest in measuring emotion. The focus on measuring
customers emotions will fuel interest in vendors like BrainJuicer or Emolytics that offer visual
emotion scales for surveys. Other digital feedback vendors will also invest in emotion survey
questions or text analytics to detect emotions from open comments. Behavioral analytics
vendors will invest in tracking emotions, for example, building on the algorithm that academics
at Brigham Young University developed, which uses mouse movements to determine users
14

emotions.23 To make the emotion insights easier to understand and share, both feedback
and analytics vendors will invest in visualizations that show emotions of customers during
interactions. As a result, the use of emotion scores will surge in dashboards.
3. Market confusion will increase as optimization vendors add CX to their pitch. Analytics
vendors and agencies will add customer experience terminology to their acquisition-focused
message. As a result, CX pros will have to wade through vendor presentation after vendor
presentation and endure overuse and misuse of the term customer experience. CX pros
will then take on an important role in helping their organizations decipher which vendors will
only improve conversion numbers and which can provide information to improve customer
experience. Unfortunately, this will cause some stakeholders to write customer experience off
as the latest business fad after they implement measurement technologies that fail to make
meaningful improvements in the business.
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15

Supplemental Material
Companies Interviewed For This Report
B&Q
Localytics
Clicktale
MetLife
Emolytics
NCS Technologies
Epsilon
Optimizely
ForeSee
Principal Financial
GoPro
Qualtrics
Huge
QVC
IBM
SandSiv
iPerceptions
Telenet Group
KPMG Nunwood
Usabilla
Life Fitness
Verndale
Lloyds Banking Group
Wells Fargo
Forrester Analysts Interviewed For This Report

Tina Moffett
James McCormick
Deanna Laufer
Joana van den Brink Quintanilha
Jennifer Wise
Endnotes
CX and website metrics dont align, but CX pros need both to measure their efforts. See the Brief: How To Combine
Website And Customer Experience Metrics Forrester report.
eBusiness professionals have a transactional mindset 68% of respondents in a recent survey said that they focus
on interaction, transactional, and financial metrics, but only 41% measure customer perceptions. See the Use
Customer-Centric Metrics To Benchmark Your Digital Success Forrester report. Also, see the Brief: How To Combine
Website And Customer Experience Metrics Forrester report.
VoC programs are vital to improving customer experience; they both feed CX measurement and uncover the insights
to deliver better experiences. See the The State Of Voice Of The Customer Programs, 2014: Its Time To Act
Forrester report.
For more information, see the Brief: How To Combine Website And Customer Experience Metrics Forrester report.
16

While a multitude of tools present cross-device targeting and measurement as table stakes and most vendors claim
to be able to bridge the cross-device gap, few can actually do this well. See the Bridging The Cross-Device Chasm
Forrester report.
These moments of truth can be journeys that set the tone for the relationship like an onboarding journey or
drive a lot of revenue like a purchase journey. For more examples of journeys that are moments of truth and how
to identify them, please see the Seven Steps To Successful Customer Experience Measurement Programs Forrester
report and see the How To Get Started With Customer Journey Mapping Forrester report.
Ecosystem maps can help ensure that CX pros identify all involved parties. See the How To Map Your Customer
Experience Ecosystem Forrester report.
Even some well-established CX measurement programs arent able to measure the health of end-to-end experiences
that cross touchpoints as customers pursue a goal. Customer journey maps help companies see those end-toend experiences from the customers perspective. See the How Journey Maps Improve CX Measurement Efforts
Forrester report.
ForeSee also offers an integrated, proprietary session-replay product. iPerceptions also integrates its solution with
behavioral analytics vendors like Clicktale and Tealeaf. And IBM and Clicktale allow users to identify struggle events
(e.g., when customers struggle to accomplish a task like completing a form). They alert CX pros to these struggle
events and help them focus on session replays to watch.
The numbers of customers who are affected and scale of the issue are estimated by using website and behavioral
analytics, and the brand impact is defined as the potential impact of the experience by the level of recommendations
for and positive conversation about the website.
10
ForeSees priority matrix plots CX elements that are based on calculated score and impact. The diameter of the bubble
represents the impact score, and movement shows how the score has changed over a period of time. The bubbles
dont always increase in size and instead increase and decrease over time depending on the impact score.
11
CX professionals must help their colleagues understand how they affect and ultimately own a piece of customer
experience outcomes. That requires CX teams to ensure that all employees are responsible for relevant elements of
the experience. See the Want Great CX? Make Everyone Do Their Part Forrester report.
12
CX professionals want to grow and transform their businesses by fostering empathy for their customers, quickly
adapting to challenges, and creating effective and compelling experiences. See the Design Methods In The Age Of
The Customer Forrester report.
13
Declines in CX and financial metrics are virtually guaranteed after a major website change. Drops happen immediately,
and metrics recover slowly over two to four weeks, with even more recovery happening in five to 16 weeks, depending
on the scope of change, frequency of use, and industry. See the Brief: How To Combine Website And Customer
Experience Metrics Forrester report.
14
QVC is now a top-15 brand in Forresters CX Index. See the The US Customer Experience Index, Q3 2015 Forrester
report.
15
Competing for empowered customers and their shifting digital expectations means that firms must evolve their
online experiences by using customer data to constantly optimize digital interactions. See the Transform Customer
Experience With Continuous Optimization Forrester report.
16
Viget recommends that you start with tests that focus on the conversion point and then work your way back out and
that you avoid being heavy-handed with testing overall. See the Make This Website Redesign Your Last Forrester
report.
17
For more information, see the Transform Customer Experience With Continuous Optimization Forrester report.
18
For more information, see the Transform Customer Experience With Continuous Optimization Forrester report.
19
17

QVC engaged in a five-year effort and put the data infrastructure in place to link users behavior and reviews on its
website and app to call volume and actual purchase behavior. Additionally, QVC monitors journeys like customer
service, linking these to retention. Within hours, the firm can now do sophisticated analysis like page-level reactions to
changes in how the host presents products on TV.
20
Giles Richardson presented at the 2015 Adobe Summit, where he talked about the application, organization, and
management of machine learning, analytics, and test-and-learn approaches within RBS. RBS is one of the retail
banking subsidiaries of The Royal Bank of Scotland Group. See the Transform Customer Experience With Continuous
Optimization Forrester report.
21
The insights services market will radically change the way that companies source data and analytics technologies. See
the Insights Services Disrupt The Data And Analytics Market Forrester report.
22
Source: Todd Hollingshead, U mad bro? Researchers measure emotion with your mouse clicks, BYU News,
December 11, 2015 (https://news.byu.edu/news/u-mad-bro-researchers-measure-emotion-your-mouse-clicks).
23
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How To Measure Digital CX

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For Customer Experience Professionals

How To Measure Digital Customer Experience

Why Read This Report

Customer experience (CX) pros struggle

Uncover Pain Points With Metrics Inspired By

For Customer Experience Professionals

How To Measure Digital Customer Experience

Notes & Resources

2 CX Professionals Face Hurdles When

Forrester interviewed 25 vendor and user

3 The Recipe For An Effective Digital CX

Related Research Documents

Uncover Digital CX Pain Points With Metrics

Brief: How To Combine Website And Customer

Investigate Pain Points By Connecting

Drive Customer Obsession With Journey

Confront Underlying Problems By Engaging

How Journey Maps Improve CX Measurement

13 Make Digital CX A Group Effort

Seven Steps To Successful Customer Experience

14 Digital CX Measurement Is About To Get

Forrester Research, Inc., 60 Acorn Park Drive, Cambridge, MA 02140 USA

For Customer Experience Professionals

March 30, 2016 | Updated: June 21, 2016

How To Measure Digital Customer Experience

CX Professionals Face Hurdles When Measuring Digital Experiences

For Customer Experience Professionals

March 30, 2016 | Updated: June 21, 2016

How To Measure Digital Customer Experience

Type of metric Measures:

Assess how well a

Customer satisfaction overall

Outcome What customers are likely

Tie CX quality perceptions

Descriptive Observable characteristics

Average call time

Perception Customers subjective

The Recipe For An Effective Digital CX Measurement Program

For Customer Experience Professionals

March 30, 2016 | Updated: June 21, 2016

How To Measure Digital Customer Experience

For Customer Experience Professionals

March 30, 2016 | Updated: June 21, 2016

How To Measure Digital Customer Experience

For Customer Experience Professionals

March 30, 2016 | Updated: June 21, 2016

How To Measure Digital Customer Experience

After the rocky launch of Healthcare.gov, the US government worked with

Dynatrace developed a user experience index that reflects the performance of a

Investigate Pain Points By Connecting Feedback And Other Data Sources

For Customer Experience Professionals

March 30, 2016 | Updated: June 21, 2016

How To Measure Digital Customer Experience

FIGURE 4 Collect Data About The Customer Experience At Multiple Levels

Insights and sources

Set up a new account

Insight: Influence of digital

For Customer Experience Professionals

March 30, 2016 | Updated: June 21, 2016

How To Measure Digital Customer Experience

Usabilla provides the

Customers can select a

Source: KLM website and Usabilla