With the COVID-19 pandemic hitting China in late 2019 and the rest of the world in early 2020, economies across the globe came to a standstill. Customer experience took a hit, as organizations responded to social distancing and lockdown measures implemented around the world. This report studies the impact of COVID-19 on the Customer Experience Management (CXM) market, initial reactions and measures put in place by buyers and service providers, and capability enhancement measures such as the Work-At-Home-Agent (WAHA) model and cloud-based contact centers. Further, we study adoption trends in the CXM market and the impact of COVID-19 on the market’s growth projections, as well as enterprises’ changing outlook toward CX outsourcing. Scope Industries: All Geography: Global Contents In this study, we present: An overview of COVID-19’s impact on the CXM industry Growing significance and adoption of the WAHA model Digital workforce enablement measures Key CX outsourcing trends following COVID-19 Growth projections and adoption trends in the CXM market Membership(s) Customer Experience Management (CXM) Services, including Contact Center Outsourcing Sourcing and Vendor Management

The COVID-19 crisis has led to a marked shift in how work is carried out. As the coronavirus pandemic spread globally in early 2020 and governments ordered nationwide shutdowns, companies swiftly began to move their employees to the Work From Home (WFH) model. Over the past few months, it has proved viable and even advantageous in many respects. In a post-COVID-19 scenario, we expect WFH to emerge as an imperative for many organizations. In fact, organizations are cognizant of the impending challenges for the long-term scaled adoption of WFH and are focusing on targeted measures to enable effective WFH, making fundamental changes to their working models. This report takes a deep dive into the key aspects related to WFH, concerns and best practices regarding remote working, and the implications of industry developments during COVID-19 on future delivery and locations strategies, such as key changes to delivery portfolios, shoring mix, and locations decisions. The report will be relevant for a broad set of stakeholders interested in integrating WFH in the services delivery model, including buyers / parent organizations, service providers, GBS organizations, and industry influencers (e.g., investors and industry bodies).

As organizations transition to a post-pandemic world, they are leveraging superior customer experience as a differentiator and an engine for growth. Organizations are also recognizing that, along with the customer, the agent is a pivotal component of Customer Experience (CX). In fact, the two are inextricably linked – a good agent experience consistently leads to a good customer experience and vice versa. But in a world of finite resources and competing priorities, the agent experience is often ignored and existing efforts are not enough to improve agents’ overall satisfaction with their experience at work. With the augmented role of customer service agents at the center of a seamless CX model, organizations have started to recognize the tangible benefits of enhancing the agent journey. They have started working toward improving agent experience by addressing agents’ pain points, eliminating skill gaps, and providing them the tools they need to succeed in order to ensure consistent, engaging customer experiences that drive positive business and talent outcomes, long-term sustainable growth, and brand equity. In this viewpoint, we examine the connection between agent and customer experience, including its broader business impact. We recommend that organizations should work with an agent-centric mindset and thoughtfully deploy technology and restructure business processes to prioritize agents’ physical and mental well-being. Scope: All industries and geographies Contents: In this viewpoint, we answer the following questions: What is agent experience, and how does it impact customer experience and the broader business? What workplace challenges do agents face, and what are the key drivers of agent experience and engagement? What measures should companies take to improve agent experience? Membership(s) Customer Experience Management (CXM) Services, including Contact Center Outsourcing Sourcing and Vendor Management