Research Briefing

Top 5 CX Strategies for 2025 Leaders

Unlock the Hidden Revenue Engine That's Driving 122% Net Revenue Retention

While most technology companies focus on acquiring new customers, market leaders are winning by maximizing the value of existing relationships. The data is clear: organizations that excel at customer experience achieve dramatically superior financial performance.

Alexander Group’s latest benchmark research reveals a striking pattern. Top-performing companies don’t just deliver better customer experiences—they’ve fundamentally reimagined how post-sale functions drive business results. The opportunity is massive, but the window is closing as competitors catch on.

The Five Trends Reshaping Customer Experience in 2025

Alexander Group's benchmark survey of 60+ technology leaders reveals five critical trends that top-performing organizations are implementing:

Establish Clear Post-Sale Roles to Enhance CX

59% of CX leaders lack clear buyer journey maps. Organizations that align job responsibilities across post-sale roles achieve 90% gross retention and 4.5 customer satisfaction scores while driving expansion opportunities.

Choose the Right CSM Model to Achieve Goals

Sales-focused CSMs drive 109% Net Revenue Retention and 2.6-month time-to-value, while adoption-focused CSMs excel at retention. The key is matching your CSM model to your strategic priorities.

Align Support Resources with Customer Value

81% of top performers use multiple support tiers based on customer value. Companies with higher self-service deflection rates report significantly lower engineering escalation rates while optimizing costs.

Leverage Artificial Intelligence to Improve CX

Over 60% of organizations plan to implement AI in 2025 for customer onboarding, churn monitoring and expansion opportunities. Leading companies use AI to handle reactive tasks, freeing teams for high-value activities.

Drive Margins Through Defined Utilization Goals

Professional Services with clear utilization goals achieve 28% margins versus 20% for traditional structures. Only 23% of companies had professional service sellers on a bonus compensation plan with defined utilization goals.

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