Customer Experience: How companies strategically prioritize CX and measure achievements
The Deloitte Customer Experience Study 2025 shows how companies in Germany understand and implement customer experience (CX) as a strategic success factor. Based on a comprehensive survey of 150 CX professionals and qualitative interviews with CX experts, the study highlights the status quo in CX management, current challenges, and future prospects. The study provides practical insights into key topics such as organizational structures, measuring success in the CX area, and investment intentions, and offers tangible practical insights into how experts holistically embed customer experience within their companies and make its impact on business success visible. The results emphasize the growing importance of CX as a driver of competitive advantage in an increasingly customer-centric market environment.
Companies that use customer experience as a strategic lever secure a strategic competitive advantage.
The Deloitte Customer Experience Study 2025 shows how to build a thriving CX organization.
01
Priority and perception of CX in companies
01
Priority and perception of CX in companies
Customer experience (CX) has become a key factor for long-term success for numerous companies, particularly in challenging economic times. According to the Deloitte Customer Experience Study 2025, 92 percent of the companies surveyed consider the CX to be a high priority. However, there is a discrepancy in perception across the corporate hierarchy: while 100 percent of board members rate the priority of CX as “high” or “very high,” the figure is significantly lower among middle management, at 66 percent.
100
%
of board members perceive the priority of cx within their company as “high” or “very high"
66
%
of middle management share that view
02
Responsibility for CX
02
Responsibility for CX
In 54 percent of the companies surveyed, the main responsibility for CX lies with a dedicated CX team. This is particularly pronounced in the automotive industry (67 percent) and in the IT and telecommunications industry (65 percent). Companies cite the quantitative measurement of customer satisfaction as their central responsibility of CX teams.
03
Top challenges in CX management
03
Top challenges in CX management
There are many reasons for a lack of improvement in CX. Participants cite rigid internal processes and workflows as the biggest obstacle, inhibiting advancement in 42 percent of cases. In addition, 37 percent of respondents named their company's unwillingness to invest as the cause of stagnating CX initiatives.
04
Financial contribution and performance measurement of CX measures
04
Financial contribution and performance measurement of CX measures
Measuring customer satisfaction is now common practice in large German companies. However, linking CX metrics to return on investment (ROI) goes beyond this and is crucial for managing CX investments in a targeted and effective manner and creating tangible competitive advantages. Although 96 percent of companies measure customer satisfaction, only 20 percent succeed in translating this data into quantifiable financial benefits.
96
%
of companies measure customer satisfaction
20
%
succeed in translating this data into quantifiable financial impact
05
CX investments, trends, and outlook
05
CX investments, trends, and outlook
The CX experts surveyed are optimistic about their companies' willingness to invest in CX: 83 percent of CX experts expect investment in this area to grow. 35 percent expect strong growth, while 48 percent expect slight growth. The most frequently cited area of investment is customer-centric process optimization. In second place is the training and enablement of employees in the area of CX.
CX Evolution
From opportunities and challenges to sustainable business success
Holger Weuste
Holger Weuste is a Partner at Deloitte and leads the Consulting Portfolio for 'Customer' (Deloitte Digital) in Germany. He primarily advises clients on large-scale digital transformations across their business units. His areas of expertise include the development of digital business models, the implementation of customer-centric sales and service processes, and the deployment of digital platforms across the entire value chain. Holger brings over 25 years of consulting experience in the fields of strategy, transformation, and IT implementation.
Neil Edion
Neil Edion is a Senior Manager within Customer and Marketing in the Talent Group Customer Experience & Transformation. He has experience in working a various field of industries such as banking, insurance, consumer electronics, healthcare and technology. He has particular knowledge in the field of customer experience, strategic design, brand strategy as well as employer brand.
Kerstin Lautmann
Kerstin Lautmann is a manager at Deloitte Digital as part of Customer Experience & Transformation and focuses on customer experience projects in various business areas and industries. She supports clients in developing their CX strategy and implementing it in practice by establishing customer experience management and optimizing customer journeys and services in a customer and user-centric manner. With her analytical mindset and experience in both strategic issues and user-centered conceptual tasks, she is able to identify the right topics and achieve tangible results efficiently.