Mastering

intentional
experiences –
India CX
report
September 2023

kpmg.com/in

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Foreword
In the last couple of years, we have witnessed seismic of CX through right CX strategies. An enterprise that aligns
global events, such as the COVID-19 pandemic, the Ukraine- every critical process, function and relationship around
Russia war, unanticipated weather patterns and the rapid customer experience has a higher chance of emerging a
adoption of disruptive technologies. These events have had winner. It is imperative for businesses to
an unusual impact on Indian consumers and have altered the recognise and appreciate that customer
KPMG International conducted a global survey across 25
way they purchase, consume and behave today. In this experience is much beyond transactional.
markets benchmarking leading brands on their performance
report, we examine how Indian companies are adjusting to In the Indian market, leading companies
on customer experience. This survey measures CX across
catch up with ever-changing consumer expectations and
the six pillars based on a standardised method to account for and brands have recognised customer
identify organisations that are leading in customer
variations across different geographies. Insights from the experience as imperative to sustained
experience (CX) through a primary survey of more than
survey highlight that India has scored higher than the global value creation. Personalisation has
5,000 consumers. Further, we have provided a way forward
average on the Customer Experience Excellence (CEE) emerged as a key pillar to drive customer
for companies looking to consistently deliver a superior
score. This means that brands in India have had a focus on loyalty. Focusing on customer needs and
customer experience.
providing personalised experiences and meeting customer
experience will be necessary for brands to
In today’s day and age, the customer values a product not expectations more effectively. The survey further indicates
only on price but also on how the customer experience is that top-performing brands in CX today have higher stay relevant in the current scenario and
delivered. Customers not only want connected journeys, customer loyalty and advocacy and customers see higher to make consumers as their biggest
transparent processes and seamless transitions across value in their offerings. These brands make considerable advocates/brand ambassadors.
channels but also expect experiences to be tailored to meet efforts to understand customer needs and provide
their circumstances. How well customer experience is customised experiences while also respecting customers’
delivered can be measured using the six pillars of customer time and effort. Manuj Ohri
experience: personalisation, integrity, expectations, Partner, Business Consulting
This report covers a few select examples of brands that have
resolution, time and effort and empathy.
demonstrated superior customer experience by leveraging KPMG in India
As per KPMG India-Equitor report1, companies can realise an
well-defined tools and approaches.
additional USD200 billion of value by unlocking the potential

1. Customer experience – The key to sustained value creation, KPMG in India & Equitor Value advisory published in 2022

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 2023 key insights - What India values most
This year’s report highlights how leading brands have fostered intentional experiences across five focus sectors and what is needed for organisations to become a master in
experience-driven excellence.

Key Insights Implications for organisations

Top five global brands in India are performing better in CEE Index2 To succeed in new markets, organisations must comprehend
compared to most markets driven by the personalisation pillar. consumer needs and preferences, customising their offerings
accordingly.

Organisations need to collect customer data at each touchpoint - sales,

Personalisation is the leading driver for loyalty and advocacy in India. marketing and service and analyse it holistically to drive better decision-
making on campaigns, product launches, etc.

Organisations need a top-down approach, implementing a customer-

Many of the brands in the survey have set the bar higher by improving their
centric strategy to meet evolving consumer needs. As customers grow
CEE score (avg +5 per cent) mainly driven by improvement in the
more demanding, winners respond leaving a clear call to action for
expectations pillar (avg +7 per cent).
those lagging.

Brands should analyse customer journeys to identify opportunities for

Brands with high online channel satisfaction score3 did better on
showcasing their purpose and values, enhancing customer experiences
integrity, personalisation and time and effort.
across channels along the way.

Retail organisations must prioritise key customer trends such as

Retail sector consumers have the highest loyalty score (8.45) of any
individual well-being, environmental sustainability and digital
sector, whilst the logistics sector scores (8.09) the lowest.
transformation in order to foster customer loyalty.

Financial services consumers have the highest level of promoters, Financial services organisations need to identify the pivotal factors
with 55 per cent willing to promote the brands driven by integrity in influencing their industry and leverage strategic initiatives that set them
their operations. apart, ultimately driving customer loyalty.

>50 per cent of customers are willing to pay more for a product/service Organisations can leverage behavioural motivations to segment their
backed by an environmentally or socially ethical brand. customers, allowing them to tailor messaging, create new product
categories and establish pricing strategies accordingly.

The older generation gives higher loyalty score to brands as compared to To create personalised and meaningful experiences, organisations
the younger generation4 as they are pleased if the brand meets their should adopt context and circumstance-driven segmentation
expectations and maintains integrity in operations. techniques, enabling them to cater to individual needs and
preferences effectively.

2. CEE Index = (CEE Rank/No of brands in the market)

3. Customer satisfaction with the brand’s web channel interactions (email, brand website, web chat, Social Media etc.)
4. Older generation age is 45+ years while the younger generation age is between 18-34 years

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 The six pillars of customer experience act as the gateway to
designing intentional experiences
For 13 years, KPMG professionals across the globe have been asking consumers about their individual experiences with brands. Over that time, more than 5,50,000 consumers worldwide
have been interviewed, providing more than 5.5 million individual evaluations across 39 countries, regions and jurisdictions to support our expertise in customer experience best practices.
As a part of this survey, views of more than 89,000 consumers across 25 markets were taken. The brief scope of the report is as follows:

25
Global markets
5088
Indian consumers
154
Indian and Global
9
Sectors covered
covered surveyed brands rated in India

Key metrics: the six pillars of CEE

About the research: The research for
this report was conducted via an online
Using individualised Surprise me
survey methodology. A nationally attention to drive Show me you Recognise our Individualise
representative consumer sample, with something
emotional connect know me history together what you do
Personalisation relevant
comparable in terms of age and gender
and showing regional representation, was
used to conduct this survey. To participate
Minimising customer
in the research and to be able to respond effort and creating Make my time Maximum No longer
to questions on a specific brand, Advice me
Time and Effort frictionless processes investment of three steps than 2 minutes
respondents must have interacted with of pitfalls ahead
pleasurable to my objective of wait
that brand in the last six months. This
survey is focused more on urban
consumers. An interaction is defined as Managing, meeting and
making a purchase of the organisation’s exceeding customer Offer what was Surprise Provide value
Be
products or services as well as contacting expectation promised and me with consistent with
Expectation competent
it with a query or even browsing its more additional benefits what I paid
website or stores so not all respondents
were existing customers of the brand
they evaluated. We have empirically Being trustworthy and
Stand for
discovered that these six pillars engendering trust Act in my best Do what you Keep me
something more
personalisation, time and effort, Integrity interest say you will
than profit
informed
expectations, integrity, resolution and
empathy serve as a definitive measure of
CEE. These pillars are intricately
connected, forming a robust framework Turning a disappointing Surprise me in
experience into a great one See my point Go the extra A warm and
to assess the delivery of customer how you fix my
Resolution of view mile if required sincere apology
experience across various channels, issues
industries and organisation types. Better
customer experience then gets reflected
in terms of higher Net Promoter Score Achieving an understanding of
the customer’s circumstances Provide the
(NPS), brand loyalty and value. Invest time in Treat me as Take ownership
to drive deep rapport right emotional
Empathy listening to me your priority of my issues
response

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 India’s standing on Customer Experience Excellence metrics 2022
Global CEE Metric 2022 across 25 countries
Countries No. of brands CEE Metric • Brands considered across participating firms can be broken down across the same nine sectors

India 154 8.25 • Across all 25 countries, integrity and personalisation came out as the two leading pillars of focus while
empathy was the lagging pillar
Global 3051 7.68 • Variation in the CEE metrics over 2021 has ranged from -1 per cent to +1 per cent for participating
countries
Sample: 25 countries
CEE Metric is on a scale of 1-10

India’s average score across the six pillars

Personalisation Time and Effort Expectation Integrity Resolution Empathy

8.28 8.27 8.24 8.35 8.20 8.12
Sample: 154 brands in India across 9 sectors
Ratings are on a scale of 1-10 across the six pillars of Customer Experience Excellence (CEE)

India’s focus sectors showcasing high CEE metric

Retail Financial services Travel Telecom Utility

8.33 8.28 8.11 8.10 8.07

CEE metric CEE metric CEE metric CEE metric CEE metric

Leading pillar-8.43 Integrity Leading pillar-8.43 Integrity Leading pillar-8.15 Integrity Leading pillar-8.23 Integrity Leading pillar-8.25 Integrity

Lagging pillar-8.19 Lagging pillar-8.16 Lagging pillar-8.04 Lagging pillar-7.92 Lagging pillar-7.94
Empathy Empathy Empathy Empathy Empathy

The retail sector demonstrates The financial services sector The travel sector received low The telecom sector showcases The utilities sector, despite
strong loyalty scores, indicating excels in integrity and score in the empathy pillar, low subscriber loyalty due to lagging in comparison to other
low customer churn, higher personalisation, leading to higher indicating persistent challenges in inconsistent network quality across sectors and the market average,
retention and a willingness to pay Net Promoter Scores (NPS). This the quality of customer circles from a single operator, lack receives high customer perception
more due to perceived value. fosters better customer advocacy communication and query of personalised customer support on the integrity pillar, possibly due
and reduces customer acquisition handling. and the ease of mobile number to the trust placed in government-
costs. portability (MNP) process. The owned utility brands
availability of similar plans/
packages and freemium models
across operators are the other
factors.
Scored highest on Scored highest on Scored average on most Scored lowest on Scored lowest on
Loyalty – 8.47/10 NPS – 43/100 parameters Loyalty – 8.24/10 perceived value– 7.85/10

Higher CEE scores correspond to higher NPS scores, emphasising the importance of customer experience in driving advocacy. Elevated CEE scores translate into reduced customer retention costs
and increased potential for upsell revenue.
Brands with lower empathy scores are perceived to have lower value, hindering premiumisation unless improvements are made in the empathy pillar.

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 Movers and shakers of 2022
As organisations invest in meeting ever-rising customer expectations, it has been difficult to be distinctive. But some have managed to significantly improve their positions on our index. The brands
with the highest jump in CEE ranking are our movers and shakers.

ICICI Prudential Life Insurance

11 Kalyan Jewellers
12 HDFC Life
39
2022 rank 2022 rank 2022 rank
Life insurance brand Jewellery retail brand Life insurance brand
79 73 93
2018 rank 2018 rank 2018 rank
Time and Effort – Leading pillar in 2022 Personalisation – Leading pillar in 2022 Integrity – Leading pillar in 2022
• Introduced a Humanoid bot5 at various touchpoints in • Introduced My Kalyan, a hyperlocal strategy for • Enabled senior citizens to submit digital life
the customer journey to reduce time and effort for the grassroot customer outreach, which enables Kalyan certificates effortlessly using vision AI capabilities7
customer, which enables personalised interactions Jewellers to be a neighborhood jeweller and engage • Developed an advanced voice-enabled chatbot that
with a human touch and allows customers to fulfill with local communities face-to-face, showcase leverages natural language processing and supports
service requests through voice commands. product catalogues and drive traffic to the multiple languages.8
nearest stores.6

Time and Effort Personalisation Integrity

It gives a lot of valuable options and Kalyan Jewellers gives a quality check report which is HDFC Life is one of the best insurance
they issue policies faster than other competition. great. They have a huge jewellery collection and very providers in India with good claim
They give good customer service. good customer service as well. settlement ratio.

An ICICI Prudential Life Insurance customer A Kalyan Jewellers customer A HDFC Life customer

Airtel
78 Hotstar
46 Crossword
35
2022 rank 2022 rank 2022 rank
Telecom services brand Streaming services brand Book and stationary retail brand
105 70 58
2018 rank 2018 rank 2018 rank
Personalisation – Leading pillar in 2022 Integrity– Leading pillar in 2022 Integrity– Leading pillar in 2022
• Launched the "Airtel Thanks" program9 that • Hotstar led the viewership of Hindi language • Prioritised books as a category to bring
– offers personalised rewards and benefits based on OTT originals in India in 2022 with 7 out of the top bibliophiles back to stores
the customer’s usage patterns and preferences 15-most watched original shows, and a portfolio of • Books account for 65 per cent of the revenue now, up
70 vernacular channels.10a from about 55 per cent and aims to reach 70 per cent
– allows consumers to access special offers on
different leading OTT services. • Its focus on sports streaming through cricket, football, going ahead11
pro-kabaddi led to 29 per cent viewership in the OTT • Organised frequent book reading sessions with
space, riding on AVOD model with low subscription authors and interactive workshops for kids.
fees, unlike SVOD models of other players.10b

Personalisation Integrity Integrity

Airtel is one of the fastest networks that Hotstar has a large movie and TV show Crossword is a wonderful place for book
I have ever used. They offered me free collections in multiple languages. The best lovers. One thing I find great is that there
data on the Thanks app. possible video quality is played back are seats available where one can sit down
automatically based on our bandwidth. Therefore, and go through the books in detail. The
it gives me a great video experience. shops are well displayed.
An Airtel customer A Hostar customer A Crossword customer

5. ICICI Prudential Life Launches AI-powered voice chatbot , Livemint, published on August 31, 2020 9. Airtel rolls out new brand campaign around customer program #AirtelThanks, The Economic Times, published on May 9, 2019
6. Kalyan Jewellers Investor presentation, May 2022 10a. Streaming originals in India: The 2022 story, Ormax Media, published on Jan 11, 2023
7. HDFC Life launches video life certificate facility for pensioners, The Economic Times, published on Nov 22, 2019 10b. How Disney+ Hotstar came to rule the OTT Industry in India, 5paisa.com, published on Dec 09, 2022
8. HDFC Life launches Google assistant bot for stay-at-home policy servicing, Livemint, published on Aug 13, 2020 11. Crossword plans to open more stores, formats and launch an app, The Financial Express, published on May 21, 2022

Note: Our findings are basis secondary research and interactions with key industry stakeholders, other companies in the same sector may also have implemented similar initiatives which may not have been captured.

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 Sector: Financial services
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 Integrity is the leading pillar in the financial services sector
Financial services sector brands are finding ways to add value and create superior customer experiences (CX) through technology deployment, analysing customer data across touchpoints and
focusing on digital commerce. These initiatives have impacted all six pillars of CX with integrity driving the CX while empathy still being an area where brands can improve.

Leading pillar for the financial services sector Integrity Lagging pillar for the financial services sector Empathy
Financial services in India maintain a high level of integrity in their operations by: Empathy can drive better CX for the financial services sector. Brands can do this by:
• pre-issuance verification calling (PIVC) as a mandatory step before onboarding • proactively offering value-add services (like health camp) in difficult
customers circumstances like pandemic, earthquakes, floods, etc.
• protecting customers from risks by implementing fraud prevention systems like • organising financial literacy workshops (for tax management, succession
KYC, two factor authentication/multi factor authentication, segregation of rights management, insurance, pensions, etc.)
(maker/checker/approver)
• offering financial management guidance at the time of money inflows due to
• video KYC to ensure customer understands the T&C and what s(he) is buying fixed deposit/mutual fund/policy maturity/surrender, etc.
into and to minimise the risk of mis-selling
• providing procedural assistance to customers in need
• providing product and services disclosures to customers including product
• managing the quality of customer resolutions with a quicker turnaround on
literature in regional language
feedback
• adhering to strict regulations

Comparative performance of brands on CEE metrics

Brand CEE score Leading pillar Score Lagging pillar Score
ICICI Prudential 8.60 Time and Effort 8.70 Empathy 8.42
ICICI Lombard 8.48 Resolution 8.57 Empathy 8.29
Life Insurance Corporation 8.44 Integrity 8.67 Empathy 8.19
Max Life 8.41 Personalisation 8.49 Empathy 8.29
HDFC Life 8.39 Integrity 8.52 Empathy 8.31
ICICI Bank 8.38 Personalisation 8.50 Empathy 8.21
PhonePe 8.38 Integrity 8.46 Empathy 8.17
HDFC Bank 8.37 Integrity 8.44 Empathy 8.25
State Bank of India 8.34 Integrity 8.66 Empathy 8.08
Standard Chartered 8.32 Integrity 8.57 Empathy 8.15

The financial services sector excels in integrity and personalisation, leading to a higher Net Promoter Scores (NPS). This fosters better customer advocacy and reduces customer acquisition costs. Another
reflection is in the perceived value being offered by the brand. Most Indian consumers being financially prudent will always prefer a trusting entity to handle their money. They are often likely to stick to the
brand in case of satisfactory experience.

NPS Score* Loyality Score+ Value Score^

43/100
Highest among sectors
8.39/10
4th best sector
8.18/10
Best performing sector

Legends
NPS measures the likelihood of a customer

* recommending the brand and is calculated as the

difference between promoters and detractors.
+ Loyalty score is the likelihood of continuing to buy
goods/services from the brand ^
Value score is extent to which a brand
offers good prices/rates

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 Leaders in the financial services sector are driving intentional
customer experiences across the six pillars
With an aim to provide elevated customer experience, financial services organisations focus on making their processes easy and convenient, providing clear information about products/services
and offering responsive customer services. Personalisation and automation are also becoming increasingly important to improve customer experience and increase efficiency in serving
customers. As businesses in the financial services sector are improving their customer experience, the sector has seen the highest improvement in the CEE metric score
(rising 6.5 per cent over the 2018 score) amongst sectors surveyed.

Sector scores on six pillars Examples of sector leading practices

7.7 8.03

Industry Laggards Industry Average Industry Leaders Personalisation

ICICI Prudential developed the ability to leverage data and information
8.03 8.31 8.66 available from past service interactions with customers and employ
Personalisation intelligence to create personalised solutions12

Time and Effort

Max Life introduced artificial intelligence/machine learning initiatives
for auto underwriting of policies, thus reducing the issuance
7.87 8.26 8.70 turnaround time for customers13
Time and Effort

Expectation
HDFC Life educated consumers on the critical role of life insurance in
securing their financial future via its campaign #InsureKareinBinaDelay,
7.97 8.28 8.61 which reminds consumers a day before the premium due date14
Expectation

Integrity
Life Insurance Corporation implemented Front-end Application Package
(FEAP) which enabled policyholders to receive policy status reports, revival
8.34 8.43 8.62 Integrity quotations, loan quotations, payment of premiums, etc.15

Resolution
PhonePe designed support journeys and workflows for customers on a
digital bot platform that automates the resolution process. Over 80 per cent
Resolution of support queries are automated16
7.90 8.24 8.57

Empathy
HDFC Bank launched the "HDFC Bank Cares" program to empower
employees to prioritise their own well-being, fostering a team that is
Empathy emotionally invested17
7.89 8.16 8.42

12. How ICICI Prudential Life Insurance is using AI to raise the bar for customer service, Express Computer, Srikanth RP, published on January 2022 15. Information Technology and LIC, July 2023
13. How Max Life wants to leverage AI/ML to improve customer experience, The Hindu Business Line, K R Srivats, published on August 2021 16. How PhonePe’s head of CX is improving customer journeys, Economic Times CIOs, Bhragu Haritas, published on August 2021
14. HDFC Life gives a reality check to consumers about the importance of life insurance, Exchange4Media, published on May 2023 17. Annual Report 2021-2022, HDFC Bank published on July 2022

Note: Our findings are basis secondary research and interactions with key industry stakeholders, other companies in the same sector may also have implemented similar initiatives which may not have been captured.

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 Make it happen - drive connected operations to deliver
exceptional value
Evolution of a customers' journey with a Financial Services brand

Experiential
Customer • Design product / features backed
retention and by AI
Revenues grow as customers’ connect with the brand becomes a habit

upsell Competitive • Connect Cloud-based marketing

platforms to cloud-based CRM
• Design product / features using • Drive personalised interactions
real-time data on market trends via AI/ML and channel experience
• Integrate customer data across • Usage of end-to-end digital
internal systems services
• Adopt best practices in channel • Drive spend tracking to prioritise
Customer experience offerings via analytics
acquisition • Transparent service terms and • Simplify and unify the
fees organisation’s CX objectives
Base • Focus on customer reach across • Workflow automation across the
unique/niche channels front, middle and back office
• Deliver consistent brand promise • Cross-industry partnerships to
• Enable cross-functional
• Develop 360-degree view of the communication using digital tools drive the value story throughout
customer the customer journey
• Digitise operations across the
• Focus on customer reach across front, middle and back offices
popular channels
• Partner across the broader
Customer • Enable online interactions using financial services industry
awareness digital tools
and • Integrate operations across the
engagement front, middle, and back offices
• Partner with like-minded
organisations

Phase 1 Phase 2 Phase 3

Connected journeys across internal functions and customer touchpoints, have become the competitive battleground

Customer facing functions Value delivery functions Back-end support functions

Source: KPMG Connected Enterprise Future of Sector publications

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 Sector: Retail
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 Integrity is the leading pillar in the retail sector
The retail sector is making the customer journey more convenient by providing online shopping options, even for high-ticket items like jewellery. With features like personalised discounts, multiple
delivery and payment options, AI-powered virtual try-on options and easier return policies, the customer is enjoying the process more than the product itself. Based on the CEE survey, retail sector
brands have managed to score high on integrity while empathy pillar still needs further improvements. Providing a good customer experience requires enterprise-wide empathy, which entails
identifying with and understanding the customer’s situation, feelings and motives. Improving on the empathy pillar can help organisations humanise customer experience.

Leading pillar for the retail sector Integrity Lagging pillar for the retail sector Empathy
The retail sector in India maintains a high level of integrity in its operations by: Empathy can drive better CX for the retail sector. Brands can do this by:
• being transparent about pricing, T&C, etc. • actively responding to customer feedback
• treating customers equally regardless of order history and payment methods, • training employees to exhibit empathy during customer interactions
etc.
• offering a convenient return and replacement service

Comparative performance of brands on CEE metrics

Brand CEE score Leading pillar Score Lagging pillar Score
Tanishq 8.84 Integrity 9.00 Resolution 8.82
Leading footwear brand 8.67 Expectation 8.77 Empathy 8.51
Leading E-commerce platform 8.67 Integrity 8.75 Empathy 8.45
Malabar Gold 8.63 Integrity 8.79 Empathy 8.43
Nike 8.62 Integrity 8.82 Empathy 8.40
Kalyan Jewellers 8.60 Personalisation 8.66 Empathy 8.47
Titan Eyeplus 8.59 Personalisation 8.67 Expectation 8.48
Skechers 8.58 Integrity 8.66 Empathy 8.36
Puma 8.57 Expectation 8.68 Empathy 8.41
Senco 8.57 Expectation 8.70 Empathy 8.45

The retail sector demonstrates strong loyalty scores, indicating low customer churn, higher retention and a willingness to pay more due to perceived value. Customer effort is a strong predictor of loyalty.
The less effort it takes to be a customer, the more loyal we become. Incidentally, time and effort is the second leading pillar for the retail sector, pointing to high customer loyalty. since most of the
purchases happen through e-commerce marketplaces, the buying experience is mostly similar across brands. Differentiation is primarily based on product quality and design, which comes into play under
the integrity and expectation pillars.

NPS score Loyality score Value score

40/100
2nd best sector with
8.45/10
Highest loyalty score
8.09/10
2nd best performing sector
53 per cent of promoters

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 Leaders in the retail sector are driving intentional customer
experiences across the six pillars
The retail sector relies heavily on providing a good customer experience, which includes creating an inviting store environment, offering a wide variety of products, having a knowledgeable and
friendly staff and providing easy and convenient ways for customers to shop, both in-store and online. Personalisation and seamless experiences across channels are key focus areas for
organisations in this sector.

Sector scores on six pillars Examples of sector leading practices

7.7 9.0
Personalisation
Industry Laggards Industry Average Industry Leaders Leading footware brand designed a mobile app, powered by artificial
intelligence, to personalise the shopping experience, which understands
7.70 8.33 8.77
user preferences using a new and improved wish list, live chat and
Personalisation augmented reallity try-on18

Time and Effort

Zara provided ultimate omnichannel experience on the app with
features like scanning items in-store to check availability, size and
7.82 8.35 8.81
Time and Effort color; facility to book trial rooms; and in-store guide to locating items19

Expectation
Kalyan Jewellers enabled customer outreach and service network
called ‘My Kalyan’ to direct marketing efforts locally and promote the
7.63 8.30 8.83 brand, showcase product catalog and drive traffic to the nearest
Expectation showrooms20

Integrity
Tanishq introduced a digital initiative called “Enhance trust with tech” to
showcase integrity in sourcing Gold and Diamond by doing end-to-end
traceability, meeting compliances, quality screening and certification
7.76 8.42 9.00 Integrity requirements21

Resolution
Leading E-commerce platform took customer service to social platforms,
e.g., monitoring its social media handle seven days a week in multiple
Resolution languages, thus furthering its customer-centric approach22
7.70 8.25 8.81

Empathy
H&M introduced a collection called “Conscious”, which was made
from fibres derived from food waste, wood pulp and recycled metals
Empathy and textiles, encouraging customers to ‘wear the waste’23
7.70 8.18 8.82

18. Leading footwear brand’s AR sneakers try-on app, Virtual Reality Marketing, Alvin Manalac, published on December 2019 21. Annual Investors & Analysts Forum 2022, Titan Company, published on May 2022
19. Zara’s Store Mode, the ultimate omnichannel experience, Medium, Insights Hunter, published on August 2021, Can a hyperlocal strategy 22. Leader in customer experience, Qualtrics, Chelsea Hunersen, published on July 2019
push Kalyan Jewellers ahead?, Fortune India, Anto T.Joseph, published on March 2021 23. H&M’s latest Conscious Exclusive collection made from waste, Fashion United, Danielle Wightman-Stone, published on November 2020
20. Can a hyperlocal strategy push Kalyan Jewellers ahead?, Fortune India, Anto T.Joseph, published on March 2021

Note: Our findings are basis secondary research and interactions with key industry stakeholders, other companies in the same sector may also have implemented similar initiatives which may not have been captured.

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 Make it happen - drive connected operations to deliver
exceptional value
Evolution of a customers' journey with a Retail brand Experiential
• Design AI/ML-based personalised
Customer offerings to drive customer lifetime
retention and value
Revenues grow as customers’ connect with the brand becomes a habit

upsell • Engineer diminished boundaries

Competitive between online/offline experience
• Provide flexibility to create own
• Design data–driven customer purchase journey
engagement and conversation
• Consistent customer connect across
• Deliver omni-channel purchase the lifestyle ecosystem through
experience ‘super app’
• Provide flexibility to pick and • Switch dull processes to intuitive
Customer choose a purchase journey delights through automation
acquisition • Integrate multiple ecosystems • Make real-time operational visibility
seamlessly to drive transaction public to build integrity
Base volume and revenues
• Extend CX infrastructure into
• Incorporate real-time operations employee experience
• Predict customer behaviour using visibility
data analytics • Maintain process hygiene and
• Shift from legacy to cloud avoid dilution of CX using
• Develop customer-friendly user systems back-end digital tools
interface
• Align future alliances with • Introduce ecosystem partners to
• Deliver consistent interaction complementary technology design new journey tools
Customer across touchpoints leaders compatible with customer
awareness and • Perform highly reliable order expectations
engagement fulfillment operations
• Adopt digital best practices

Phase 1 Phase 2 Phase 3

Connected journeys across internal functions and customer touchpoints, have become the competitive battleground

Customer facing functions Value delivery functions Back-end support functions

Source: KPMG Connected Enterprise Future of Sector publications

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 Sector: Telecom
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 Integrity is the leading pillar in the telecom sector
The telecom industry in India is actively enhancing the customer experience on the backbone of 360-degree customer insights built on data analytics. To reach closer to their subscribers, they
have introduced innovative self-service options, enabling customers to manage their accounts, make payments and resolve common queries independently. A full view of subscriber behaviour,
has helped them in offering personalised plans and services tailored to specific subscriber personas. Moreover, they are further investing in automation and digitalisation to offer faster and more
efficient customer support.

Leading pillar for the telecom sector Integrity Lagging pillar for the telecom sector Empathy
The telecom sector upholds a strong commitment to integrity in its operations by: The telecom sector can enhance customer experience (CX) by embracing
empathy as a driving force through:
• ensuring compliance with regulatory requirements
• improving customer service channels to provide prompt and personalised
• implementing stringent data privacy and security measures to protect customer
assistance
information
• proactively communicating service disruptions or changes to minimise
• transparency in rating and billing of services
customer inconvenience

Comparative performance of brands on CEE metrics

Brand CEE score Leading pillar Score Lagging pillar Score
Airtel 8.23 Integrity 9.00 Resolution 8.09
Jio 8.23 Expectation 8.77 Empathy 8.03
Vi 7.83 Integrity 8.75 Empathy 7.64

The telecom sector currently exhibits a moderate level of customer advocacy. Subscriber loyalty remains low due to inconsistent network quality across circles from a single operator, lack of personalised
customer support and the ease of mobile number portability (MNP) process. Customers perceive less value for price in this sector, primarily due to the availability of unlimited data packs and freemium
models, which can diminish the perceived worth of the services provided when compared to other industries.

NPS score Loyality score Value score

36/100
Low NPS score
8.24/10
Lowest loyalty score
7.91/10
Low performing sector

© 2023 KPMG Assurance and Consulting Services LLP, an Indian Limited Liability Partnership and a member firm of the KPMG global organisation of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Page | 16
 Leaders in the telecom sector are driving intentional customer
experiences across the six pillars
The telecom sector demonstrated commendable performance in meeting customer expectations, scoring the highest among all pillars. However, the resolution pillar showed the lowest
improvement, indicating ongoing challenges for customers in getting their queries resolved. Interestingly, customers found the most satisfaction through the telecom sector's social media
channels.

Sector scores on six pillars Examples of sector leading practices

7.5 8.5

Industry Laggards Industry Average Industry Leaders Personalisation

Airtel offers personalised rewards and benefits to its customers based on
7.88 8.16 8.28 usage patterns and preferences, including special offers on OTT platform
services as per subscription plans24
Personalisation

Time and Effort

Vodafore Idea launched “self-KYC” for automating customer
8.24 onboarding from the ease of their homes with SIMs delivered to their
7.82 8.12
doorsteps, resulting in a 20 per cent reduction in KYC drop-offs25
Time and Effort

Expectation
Jio enabled customer access to cross-lifestyle Jio services through a
super-app built on Jio Platforms, and a penetration pricing strategy,
7.85 8.10 8.21 becoming one of India’s first self-service apps to reach 100 million app
downloads on Google Playstore. Currently, as on 31 August 2023, this app
Expectation has more than 500 million downloads on Google Playstore.26

Integrity
Airtel showcased network strength and coverage by making their network
information public. It shows areas of strong coverage and spots where they
8.01 8.12 8.32
Integrity are working to improve27.

Resolution
Airtel collaborated with leading OEM to double the amount of automation
in its network; fully automated 69 per cent of alarms; and reduced mean time
7.64 7.92 8.09 Resolution to repair (MTTR) by 29 per cent and network unavailability by 47 per cent28

Empathy
Jio compensated the users in Madhya Pradesh and Chhattisgarh
region with complimentary 2-day unlimited plans as some of the
customers faced service disruption for more than 4 hours in 202129
7.70 8.18 8.82 Empathy
24. Airtel offering free Netflix and Amazon Prime subscription with select plans, India Today, Divya Bhati, published on Jan 2023 27. Airtel open network accessed on Jan 2023
25. Vodafone Idea launches self-KYC for new SIM connection, here is everything you need to know, India Today, Divya Bhati, published on Mar 28. Airtel's data-driven transformation journey, TM Forum, John C Tanner, published on Nov 2021
2023 29. Jio network down: Jio says glitches were reported and fixed, gives free 2-day unlimited data to affected users,
26. MyJio app registers over 100 million downloads on Google Play, The Economic Times, published on Aug 12, 2017 India Today, Ketan Pratap, Oct 2021

Note: Our findings are basis secondary research and interactions with key industry stakeholders, other companies in the same sector may also have implemented similar initiatives which may not have been captured.

© 2023 KPMG Assurance and Consulting Services LLP, an Indian Limited Liability Partnership and a member firm of the KPMG global organisation of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Page | 17
 Make it happen - drive connected operations to deliver
exceptional value
Evolution of a customers' journey with a Telecom brand
Experiential
• Organise customer advisory boards
to maintain client led innovation in
Customer the latest solution offerings
retention and
Competitive
Revenues grow as customers’ connect with the brand becomes a habit

upsell • Apply human centric design to

digital front ends
• Develop rapid customer • Translate B2C experiences for
onboarding and self-service using enterprise customers
robust digital services • Tailor interactions across the tech
• Trigger additional / repeat ecosystem through ‘super app’
purchases using digital • Develop operational capabilities to
experiences support Anything as a Service
Customer • Develop CX-centric operational/ (XaaS) model and act as a "sector
acquisition ecosystem capabilities of sectors"
• Shift from fixed contract to • Build flexible and adaptive
Base bucket/time-limited and flexible workforce for an agile launch of
pricing services
• Perform micro-segmentation for • Enable touch-less automated • Implement technology architecture
targeted operations middle and back office operations to deliver on disruptive business
to drive consistent quality and and financial models
• Drive usage during opportunity
focus on personalised front office • Drive adjacent-sector partnerships
pockets
operations in health, insurance, logistics,
• Manage experience level across
• Focus on people strategy centered banking, manufacturing to
Customer service offerings
around managed services monetise data and build new
awareness and • Secure API-based framework for revenue streams
engagement • Adopt latest network technology
partners for localised service
• Build customer data platforms
offerings • Integrate operational services
equipped with analytical models
with existing partner offerings for
for targeted cross-sell/up-sell
efficient solution delivery
campaigns

Phase 1 Phase 2 Phase 3

Connected journeys across internal functions and customer touchpoints, have become the competitive battleground

Customer facing functions Value delivery functions Back-end support functions

Source: KPMG Connected Enterprise Future of Sector publications

© 2023 KPMG Assurance and Consulting Services LLP, an Indian Limited Liability Partnership and a member firm of the KPMG global organisation of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Page | 18
 Sector: Travel
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 Integrity is the leading pillar in the travel sector
The travel sector, particularly airlines, is implementing various measures to make the customer journey more convenient. They offer user-friendly and intuitive website and mobile applications,
enabling customers to easily search, select and book flights. Additionally, they offer web check-in options, allowing passengers to skip long queues at the airport. Moreover, airlines provide
real-time flight status updates and notifications through multiple channels, keeping customers informed about any changes or delays. These initiatives collectively contribute to a more
convenient and hassle-free customer journey in the travel industry.

Leading pillar for the travel sector Integrity Lagging pillar for the travel sector Empathy
The travel sector in India maintains a high level of integrity in its Empathy can drive better CX for the travel (airlines) sector. Brands
operations by: can do this by:
• adhering strictly to the safety regulations and protocols to ensure the • actively responding to customer feedback
well-being of customers
• emphasising empathy in the training programs to provide
• providing transparent and accurate information regarding flight compassionate service
schedules, policies, promoting trust and accountability
• proactively communicating service disruptions or changes to
minimise inconvenience to customers

Comparative performance of brands on CEE metrics

Brand CEE score Leading pillar Score Lagging pillar Score
Vistara 8.67 Time and Effort 8.73 Resolution 8.56

IndiGo 8.20 Integrity 8.31 Empathy 8.04

Air India 8.18 Integrity 8.33 Resolution 8.07

Spice Jet 7.77 Resolution 7.71 Empathy 7.71

The travel sector received the lowest score in the empathy pillar, indicating persistent challenges in the quality of customer communication and query handling. The industry also has one of the lowest
scores in perceived value. Travel has become increasingly expensive, resulting in low customer tolerance for bad experiences. Nevertheless, the sector has a high loyalty score, which was not possibly
derived from good experiences but from the brand offering one of the least bad experiences.

NPS score Loyality score Value score

41/100
63 per cent promoters
8.43/10
One of the highest
8.09/10
Laggard in value score
loyalty score

© 2023 KPMG Assurance and Consulting Services LLP, an Indian Limited Liability Partnership and a member firm of the KPMG global organisation of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Page | 20
 Leaders in the travel sector are driving intentional customer
experiences across the six pillars
The travel sector showcased impressive performance, securing the highest score in the integrity pillar, reflecting the widespread trust customers have in travel players. However, it received the
lowest score in the empathy pillar, indicating persistent challenges in query resolution and issue resolution for travel (airlines) organisations. Surprisingly, despite limited usage, customers expressed
the highest satisfaction with the social media channel. It is noteworthy that customers still preferred face-to-face and direct channels over web channels to engage with the brands, signaling their
inclination towards more personal interactions.

Sector scores on six pillars Examples of sector leading practices

7.7 9.0

Personalisation
Industry Laggards Industry Average Industry Leaders
Vistara offered personalised benefits under the loyalty program,
7.81 8.22 8.73 “Club Vistara”, including priority services, lounge access, bonus
points, exclusive offers and communications on travel preferences30
Personalisation

Time and Effort

Indigo implemented self-service kiosks at various airports, enabling
passengers to check-in, select seats, print boarding passes and drop off
7.82 8.20 8.76 their baggage without waiting in long queues (ground staff encourage
Time and Effort self-service kiosk usage)

Expectation
Akasa Air brought a pet-friendly policy for its travelers, allowing them
7.76 8.20 8.62 to bring in their domesticated dogs and cats on their flights31
Expectation

Integrity
Air India introduced “FogCare” initiative to eliminate the impact of flight
disruptions due to fog by offering affected passengers easy options to
reschedule or cancel their impacted flight at no extra cost32
8.01 8.12 8.32 Integrity

Resolution
Indigo launched its mobile application to allow customers to manage
bookings, make changes and seek changes conveniently. Also
Resolution integrated its chatbot Dottie into the mobile app33
7.84 8.15 8.56

Empathy
Emirates introduced “Fly with me” collection where they give plush
toys with printed activity blankets to kids to keep them busy on their
long-haul flights34
7.71 8.10 8.62 Empathy
*Please note that Akasa Air and Emirates were not a part of the brands surveyed for CEE 2022

30. About Club Vistara, Airvistara.com, accessed on Jan 2023 32. Air India launches 'FogCare', flyers allowed to reschedule, cancel flights impacted by fog, India Today, Poulomi Saha, published on Dec 2022
31. Akasa Air to allow passengers to bring pets onboard, The Hindu, Jagriti Chandra, published on Oct 2022, 32 Air India launches 'FogCare', 33. Indigo annual report FY 21-22. accessed on Jan 2023
flyers allowed to reschedule, cancel flights impacted by fog, India Today, Poulomi Saha, published on Dec 2022 34. Kids ‘fly better’ with Emirates new range of collectible toys and bags, Emirates, published on Mar 2023

Note: Our findings are basis secondary research and interactions with key industry stakeholders, other companies in the same sector may also have implemented similar initiatives which may not have been captured.

© 2023 KPMG Assurance and Consulting Services LLP, an Indian Limited Liability Partnership and a member firm of the KPMG global organisation of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Page | 21
 Make it happen - drive connected operations to deliver
exceptional value
Evolution of a customers' journey with a Travel brand
Experiential
• Implement pre-emptive
communications across channels
Customer
retention and • Design live ecosystem interactions
Competitive
Revenues grow as customers’ connect with the brand becomes a habit

upsell along the customer journey

• Create data-driven formulation of
• Implement real-time own as well as ecosystem partner
communication across channels offerings
• Modify offerings seasonally /as • Tailor post-purchase experiences
per opportunity basis customer data
• Design online vs in-person • Create CX evaluation framework
interactions optimisation across across cross-functional teams
Customer the customer journey • Develop workforce as the
acquisition • Digitise processes to repurpose, competitive advantage
retrain and redirect resource • Perform channel partner
Base • Create consistent customer views assessment to designate decision
across cross-functional teams points, revenue points and
• Simplify customer interaction capability points
• Skill/train to convert employee
across touchpoints
interactions into a delight element
• Create efficient operations
• Partner with complementary
delivering on the brand promise
service providers for a wider
• Develop workforce expertise on customer reach
Customer the subject matter
awareness and • Allow customer access to the
engagement partner ecosystem as part of the
loyalty programme

Phase 1 Phase 2 Phase 3

Connected journeys across internal functions and customer touchpoints, have become the competitive battleground

Customer facing functions Value delivery functions Back-end support functions

Source: KPMG Connected Enterprise Future of Sector publications

© 2023 KPMG Assurance and Consulting Services LLP, an Indian Limited Liability Partnership and a member firm of the KPMG global organisation of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Page | 22
 Sector: Utility
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 Integrity is the leading pillar for the utility sector
Utility companies are making the customer journey more convenient through various initiatives. Firstly, they are implementing self-service options such as online portals and mobile applications,
enabling customers to manage their accounts, make payments and access important information conveniently. Secondly, utility companies are enhancing communication channels by providing
proactive updates and notifications about service disruptions, billing and energy usage. Additionally, they are investing in advanced metering technologies that offer real-time data and enable
accurate readings without customer intervention.

Leading pillar for the utility sector Integrity Lagging pillar for the utility sector Empathy
The utility sector in India maintains a high level of integrity in its operations by: Empathy can drive better CX for the utility sector. Brands can do this by:
• being transparent about pricing, terms & conditions, etc. • listening to customer feedback
• treating customers equally • training employees to exhibit empathy toward customers
• having customers view utility companies as partly or fully controlled by the • proactively communicating service disruptions or changes to minimise
government, thus propelling trust amongst its customers customer inconvenience

Comparative performance of brands on CEE metrics

Brand CEE score Leading pillar Score Lagging pillar Score
Indian Oil 8.31 Integrity 8.54 Empathy 8.17

BYPL 8.27 Integrity 8.33 Empathy 8.12

Tata Power Delhi Distribution Ltd. 8.25 Integrity 8.45 Empathy 8.05

Hindustan Petroleum 8.16 Integrity 8.30 Empathy 8.01

Bharat Petroleum 8.13 Integrity 8.36 Empathy 8.03
Tata Power 8.06 Integrity 8.17 Empathy 8.04

Mahanagar Gas 7.88 Integrity 8.17 Empathy 7.55

Adani Electricity Mumbai Ltd. 7.85 Integrity 7.96 Empathy 7.75

CESC Ltd. 7.72 Integrity 7.94 Empathy 7.50

The utility sector, despite lagging in comparison to other sectors and the market average, receives high customer perception on the integrity pillar, possibly due to the trust placed in government-owned
utility brands.

NPS score Loyality score Value score

34/100
Laggard in NPS score
8.39/10
2nd highest loyalty
7.85/10
Laggard in value score
score

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 Leaders in the utility sector are driving intentional customer
experiences across the six pillars
The utility sector displayed notable performance. It achieved the highest score across the integrity pillar, indicating that utility players are widely perceived as trustworthy and able to inspire trust.
However, the sector scored the lowest in the empathy pillar, highlighting ongoing challenges in resolving customer queries and problems with utility companies. Interestingly, customer satisfaction
was the highest with the social media channel, despite its limited usage. Most customers still preferred face-to-face or web channels to engage with utility brands.

Sector scores on six pillars Examples of sector leading practices

7.5 8.5

Personalisation
Industry Laggards Industry Average Industry Leaders
Indian Oil implemented a customer loyalty programme (XtraRewards)
7.87 8.18 8.37 that offers customised benefits and rewards based on individual
preferences and consumption patterns35
Personalisation

Time and Effort

Indian Oil introduced a mobile app and web portal that helps
customers with quick response to their service requests and also
7.74 8.0 8.22 supports them in quicker order fulfillment with real-time order,
Time and Effort inventory and invoice updates36

Expectation
Tata Power provides automated meter reading systems, enabling
7.74 8.05 8.28 accurate and hassle-free meter readings without customer intervention37
Expectation

Integrity
Hindustan Petroleum focused on delivering high-quality and genuine fuel
products, maintaining stringent quality control measures38
7.95 8.25 8.44 Integrity

Resolution
Tata Power established 24x7 customer service helplines and digital
platforms (web portal, webchat, mobile application etc.) for customers
Resolution to easily report and track their complaints
7.76 7.99 8.25

Empathy
Hindustan Petroleum conducts regular customer awareness programs
and campaigns to educate and empower customers regarding safety,
conservation and leading practices38
7.62 7.91 8.14 Empathy

35. Loyalty programmes, Indian Oil Corp Ltd., accessed on Jan 2023 37. Customer centricity, Tata Power, accessed on Jan 2023
36. Indian Oil’s robust digital technology aids seamless operations in lockdown, Press Information Bureau, published on May 2020 38. Hindustan Petroleum Corporation Limited Annual Report FY 22-23 accessed on July 2023

Note: Our findings are basis secondary research and interactions with key industry stakeholders, other companies in the same sector may also have implemented similar initiatives which may not have been captured.

© 2023 KPMG Assurance and Consulting Services LLP, an Indian Limited Liability Partnership and a member firm of the KPMG global organisation of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Page | 25
 Make it happen - drive connected operations to deliver
exceptional value
Evolution of a customers' journey with a Utility brand
Experiential
• Simplify and automate customer
communication
Customer
retention and • Promote self-service channels
Competitive
Revenues grow as customers’ connect with the brand becomes a habit

upsell through digitised operations

• Create customer experience
• Switch from an on-ground parallel to a consumer markets
community to an online brand
community • Invest in digital tools to support
• Develop 24x7 communication customer-focused communication
channel for the customers • Reskill the workforce to help
Customer • Refocus workforce on improving increase organisational "clock
acquisition customer engagement and speed"
experience
• Partner into parallel sectors
enabling customer access

Base
• Deliver consistent services
• Standardise interactions with the
brand across all channels
Customer
awareness and • Maintain transparency in billing
and transactions
engagement

Phase 1 Phase 2 Phase 3

Connected journeys across internal functions and customer touchpoints, have become the competitive battleground

Customer facing functions Value delivery functions Back-end support functions

Source: KPMG Connected Enterprise Future of Sector publications

© 2023 KPMG Assurance and Consulting Services LLP, an Indian Limited Liability Partnership and a member firm of the KPMG global organisation of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Page | 26
 Acknowledgements

Sector SME contributors Content contributors Editorial, Design and Compliance

• Manuj Ohri • Shreya Jain • Anupriya Rajput
• Nikhil Sethi • Devika Deshpande • Nisha Fernandes
• Girish Nair • Devika Kapur • Sameer Hattangadi
• Dipayan Ghosh • Himanshu Singla • Balamurali Radhakrishnan
• Narendra Ganpule • Arghyapriya Choudhuri
• Vikas Gaba • Pooja Khuswaha

About KPMG in India

KPMG entities in India are professional services firm(s). These Indian member firms are affiliated with KPMG International Limited. KPMG was established in
India in August 1993. Our professionals leverage the global network of firms, and are conversant with local laws, regulations, markets and competition.
KPMG has offices across India in Ahmedabad, Bengaluru, Chandigarh, Chennai, Gurugram, Hyderabad, Jaipur, Kochi, Kolkata, Mumbai, Noida, Pune,
Vadodara and Vijayawada. KPMG entities in India offer services to national and international clients in India across sectors. We strive to provide rapid,
performance-based, industry-focused and technology-enabled services, which reflect a shared knowledge of global and local industries and our experience
of the Indian business environment.

About CEE
Global Report
Orchestrating the connected customer experience - KPMG Global

CEE and 6 Pillars

Orchestrating the connected customer experience - KPMG Global

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 KPMG in India contacts:
Manuj Ohri Nikhil Sethi Girish Nair
Partner, Business Consulting Partner, Consumer and Retail Partner, Travel and Aviation
E: manujohri@kpmg.com E: nikhilsethi1@kpmg.com E: nairgirishg@kpmg.com

Dipayan Ghosh Narendra Ganpule Vikas Gaba

Partner, Telecom, Media Partner, Financial Services Partner, Utilities
and Technology E: narendraganpule@kpmg.com E: vikasgaba@kpmg.com
E: dipayan@kpmg.com

kpmg.com/in

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kpmg.com/in/socialmedia

The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavour to provide accurate and timely information, there can be no guarantee that such information
is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.

KPMG Assurance and Consulting Services LLP, Lodha Excelus, Apollo Mills Compound, NM Joshi Marg, Mahalaxmi, Mumbai - 400 011 Phone: +91 22 3989 6000, Fax: +91 22 3983 6000.

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