CJA/O solutions track and analyze how customers and prospects interact with an organization across multiple channels over time. Most CJA/O solutions subsequently enable organizations to prioritize and orchestrate real-time improvements to the customer experience in multichannel journeys across the end-to-end customer life cycle.
CJA/O solutions are source-system-agnostic, supporting customer journeys across digital and physical channels. Channels analyzed by CJA/O tools include:
*Those that are fully automated (e.g., a website or chatbot)
*Physical channels (e.g., a retail store)
*Others that provide customer assistance (e.g., live chat and co-browsing)

Customer Journey Analytics & Orchestration

3D Print Service Bureaus

3D Printing Workflow Software

4G and 5G Private Mobile Network Services

4PLs

5G Enterprise Data Services

5G Network Infrastructure for Communications Service Providers (Transitioning to CSP 5G Core Network Infrastructure Solutions ; CSP 5G RAN Infrastructure Solutions)

A/B Testing Tools

AI Avatars

AI Code Assistants

AI Offerings in CSP Network Operations

AI and Data and Analytics (D&A) Service Providers

AI in CSP Customer and Business Operations

AI-Augmented Software-Testing Tools

AI-Enabled Interview Intelligence

AI-Enabled Translation Services

AIOps Platforms

API Management

API Protection

Absence Management Software

Access Management

Account-Based Marketing Platforms

Account-Planning Tools

Accounting Practice Management Software (APMS)

Accounts Payable (AP) Recovery Audit Services

Accounts Payable Invoice Automation Solutions (Transitioning to Accounts Payable Applications)

Active Metadata Management

Ad Tech Platforms

Ad Verification Tools

Adaptive Project Management and Reporting

Advanced Analytics Service Providers for Marketing

Advanced Contract Analytics

Advanced Distribution Management Systems

Affiliate Marketing Platforms

Alternative Legal Service Providers (ALSPs)

Analytics Query Accelerators

Analytics and Business Intelligence Platforms

Analytics and Decision Intelligence Platforms in Supply Chain

Anti Money Laundering (AML) Software

Applicant Tracking Systems (ATS) (Transitioning to 'Talent Acquisition (Recruiting) Suites')

Application Composition Platform

Application Crowdtesting Services

Application Delivery Controllers

Application Development Life Cycle Management

Application Integration Platforms

Application Platforms

Application Portfolio Management Tools

Application Security Posture Management (ASPM) Tools

Application Security Testing

Application Testing Services, Worldwide

Artificial Intelligence Applications in IT Service Management

Asset Investment Planning Solutions for Energy and Utilities

Asset Leasing Software

Asset Performance Management Software

Audience Intelligence Platforms

Audit Management Solutions

Augmented Analytics

Augmented Data Quality Solutions

Augmented Reality Development Software

B2B Customer Community Platforms

B2B Gateway Software

B2B Marketing Automation Platforms

B2B Profit Optimization Software

BPM-Platform-Based Case Management Frameworks

Background Check Software

Backup as a Service

Balance Sheet Management Software

Banking Payment Hub Platforms

Bankruptcy Software

Barcode Software

Benchmarking Services for Transportation Rates and Logistics Performance

Benefits Management Software

Blockchain Advertising Platforms

Blockchain Consulting and Proof-of-Concept Development Services

Blockchain Platforms

Blockchain as a Service

Brand Advocacy Services

Brand Compliance Software

Brand Protection Software

Brand Strategy Agencies

Breach and Attack Simulation (BAS) Tools

Business Continuity Management Program Solutions

Business Process Automation Tools

Business Process Management Platforms

Business Valuation Software

Business-Outcome-Driven Enterprise Architecture Consulting

CPS Protection Platforms

CRM Customer Engagement Center

CRM and Customer Experience Implementation Services

CRM in Life Sciences

CSP 5G Core Network Infrastructure Solutions

CSP 5G RAN Infrastructure Solutions

CSP Customer Management and Experience Solutions

CSP Revenue Management and Monetization Solutions

CSP Service Design and Orchestration Solutions

CSP Service and Network Assurance Solutions

Candidate Relationship Management (CRM) Software

Capital Investment Management Software

Carbon Accounting and Management Software

Carbon Offset Platforms

Cash Flow Management Software

I still have a view that "digital" is about culture change and radical organisational transformation. It is not, imho, about automating business processes left over from the last century. Too often I see the word "digital" a rebranding of traditional business-requirements led IT projects that are not fundamentally changing the relationship between an organisation and its ecosystem, and an organisation and its customers and partners in the ecosystem. The hallmark of a "digital relationship" is a relationship that is based on social influence, is analytics driven and where a cloud based platform is the locus for an exchange of mutual value or even more so value creation by ecosystem partners without the platform orchestrator's involvement.


So, can Salesforce CRM be a digital platform and drive digital transformation? Sure it can, but it requires some very uncomfortable leaps into the dynamics of digital culture. 

The first gap I see that almost all organisations using SF CRM is take advantage of autonomous community management and customer service and support capability, both for personalisation, but also to enable customer-to-customer support, and transparency and social dynamics applied to case management, service processes and knowledge bases. The usual implementation is a simple support screen allowing for transactional interaction via forms to a customer support team. That is not digital!


Following from letting them drive the value creation of post-sales is the tremendous value of analytics. Most implementations that I have seen present a few dashboards for internal metrics (usually those old 20th century process KPIs) and are not leveraging the excellent and flexible analytics that help understand customer and ecosystem partner interactions. Even better is the ability to pump the data out into data and analytics compute environments to mine influence and decision patterns even more.


I mentioned personalisation, but most are still working with roles. And roles suffer from usually being derived from process swimlanes (instead of from observation of people's behaviours -- see analytics). An example: "shopper" instead of "GroupOfPeopleWhoDawdleWithSavedShoppingCarts." A simple example that illustrates, however, the idea of roles derived from internal business process designers instead of from external observation of what real people are actually doing (which may not conform to your swimlanes). Beyond this digital rethinking, personalisation by groups should really be personalisation for individuals, and the ability to engage directly with customers to develop individual journeys.


Which brings me to the fourth top of mind idea on digital culture and capability change built on Salesforce. Opening the SF Platform and building and co-creating applications with customers. Beyond that, enabling customers and partners to create applications and APIs independently.


That's my two cents. Admittedly I have seen less than a dozen implementations, including our own, but I am always struck by how difficult it is for an organisation to make the digital leap into ecosystem co-creation and away from 20th century supply chain and functional specialisation.

How do you leverage Salesforce CRM's capabilities to drive digital transformation and enhance operational efficiency within your organization, particularly in the context of adapting to the evolving demands of remote work and customer engagement?

I still have a view that &#34;digital&#34; is about culture change and radical organisational transformation. It is not, imho, about automating business processes left over from the last century. Too often I see the word &#34;digital&#34; a rebranding of traditional business-requirements led IT projects that are not fundamentally changing the relationship between an organisation and its ecosystem, and an organisation and its customers and partners in the ecosystem. The hallmark of a &#34;digital relationship&#34; is a relationship that is based on social influence, is analytics driven and where a cloud based platform is the locus for an exchange of mutual value or even more so value creation by ecosystem partners without the platform orchestrator&#39;s involvement.


So, can Salesforce CRM be a digital platform and drive digital transformation? Sure it can, but it requires some very uncomfortable leaps into the dynamics of digital culture. 

The first gap I see that almost all organisations using SF CRM is take advantage of autonomous community management and customer service and support capability, both for personalisation, but also to enable customer-to-customer support, and transparency and social dynamics applied to case management, service processes and knowledge bases. The usual implementation is a simple support screen allowing for transactional interaction via forms to a customer support team. That is not digital!


Following from letting them drive the value creation of post-sales is the tremendous value of analytics. Most implementations that I have seen present a few dashboards for internal metrics (usually those old 20th century process KPIs) and are not leveraging the excellent and flexible analytics that help understand customer and ecosystem partner interactions. Even better is the ability to pump the data out into data and analytics compute environments to mine influence and decision patterns even more.


I mentioned personalisation, but most are still working with roles. And roles suffer from usually being derived from process swimlanes (instead of from observation of people&#39;s behaviours -- see analytics). An example: &#34;shopper&#34; instead of &#34;GroupOfPeopleWhoDawdleWithSavedShoppingCarts.&#34; A simple example that illustrates, however, the idea of roles derived from internal business process designers instead of from external observation of what real people are actually doing (which may not conform to your swimlanes). Beyond this digital rethinking, personalisation by groups should really be personalisation for individuals, and the ability to engage directly with customers to develop individual journeys.


Which brings me to the fourth top of mind idea on digital culture and capability change built on Salesforce. Opening the SF Platform and building and co-creating applications with customers. Beyond that, enabling customers and partners to create applications and APIs independently.


That&#39;s my two cents. Admittedly I have seen less than a dozen implementations, including our own, but I am always struck by how difficult it is for an organisation to make the digital leap into ecosystem co-creation and away from 20th century supply chain and functional specialisation.

How do you leverage Salesforce CRM's capabilities to drive digital transformation and enhance operational efficiency within your organization, particularly in the context of adapting to the evolving demands of remote work and customer engagement?

Best Customer Journey Analytics & Orchestration Reviews 2024 | Gartner Peer Insights

We have a lot of data and it seems to work fine. It seems mostly intuitive to use, but it can be hard to explore different functions when the queries take a long time and are constantly re-run 

Powerful too, but not easy to use. Would benefit from even more customization like other tools such as Sprinklr

Very slow to load, but powerful capabilities. We use this for reading our log data. It's good for surface level counts and can do powerful flows, but it's difficult to cut by too many dimensions or do multiple layers of analysis.

Overall feels great about Scuba. I love how Scuba helps me and people at my company easily evaluate the usage of our own product. It's easy to use and is very user friendly. People can see the usage with just a few clicks. It also greatly improve the internal operation efficiency and free up Data Scientists' time to do other more deeper dive product analysis.  And me as a DS at the company can just create some example dash for other non-tech people to follow and re-create. And customer service is great. 

Scuba

We have been using WebEngage for a very long time now and it has been a really helpful tool for us. We use it to run our marketing journeys and take our end users through an experience that we want the users to go through.

The overall experience with Webengage is great. However, the integration schedule is not duly followed. Tech support is awesome and customer success takes time to respond and even has limited knowledge.

Customer Journey Analytics & Orchestration Reviews and Ratings

What is Customer Journey Analytics & Orchestration?

Products In Customer Journey Analytics & Orchestration Market

Scuba

Scuba

WebEngage

WebEngage

Gartner Research