Group 1 - The report highlights that Chinese customers have a strong demand for quality experiences, with 92% choosing brands based on expected good experiences, significantly higher than the global average of 70% [1][21][25] - Chinese customers show a willingness to pay more for better experiences, with 87% indicating this preference, nearly double the global figure of 46% [1][16][25] - There is a notable gap in trust towards AI customer service, with only 31% of Chinese customers believing it benefits companies, lower than the global average of 39%, and only 18% feeling it benefits customers more, compared to 14% globally [1][17][19] Group 2 - Emotional dependency is positively correlated with key customer experience metrics such as Net Promoter Score (NPS), satisfaction, and customer lifetime value (CLV) [2][36] - In China, 73% of customers who have experiences that exceed expectations develop emotional dependency on brands, while only 5% do so when experiences fall short [2][29] - Although the average recommendation frequency among Chinese customers is 3.6 times, lower than the global average of 4.3 times, word-of-mouth recommendations significantly influence first-time purchase decisions, with 37% of Chinese customers being affected, compared to 33% globally [2][34][36] Group 3 - The report identifies "pleasure" as the most critical driver of emotional dependency in China, followed by "fairness," contrasting with the global focus on "certainty" and "fairness" [3][36] - Key factors influencing "pleasure" include clear communication (57%), experiences aligning with brand promises (56%), and delivery quality (58%) [3][36] - Chinese brands show weaknesses in foundational elements like "control" and "certainty," indicating areas for improvement [3][36] Group 4 - The mobile phone and banking sectors lead in establishing emotional dependency, with scores of 62% and 61% respectively, while insurance and mobile operators lag behind at 54% and 56% [4] - The mobile phone industry is recognized as a benchmark for customer experience, with a high NPS of 53 and an average recommendation frequency of 4.31 [4] - The competitive landscape in China has shifted from functional satisfaction to emotional value creation, emphasizing the need for brands to focus on "pleasure" and "fairness" while enhancing communication and delivery [4]

Core Viewpoint - The overseas survey industry faces significant challenges, with many participants unable to receive compensation due to unreliable channels and poor-quality surveys [1][3][12]. Group 1: Issues with Survey Companies - The reliability of upstream partners is crucial; many domestic survey companies act as intermediaries without direct connections to overseas sources, leading to uncertainty in payment and resource quality [3][12]. - Survey quality is often subpar; overseas companies require valid data that aligns with participant profiles, making random submissions ineffective for earning rewards [5][12]. - Incorrect operational models contribute to failures; some companies use outdated or ineffective methods to gather surveys, resulting in wasted efforts and no compensation [5][7]. Group 2: Successful Practices - A successful overseas survey model relies on high-quality channel resources and thorough internal testing of platforms before opening them to participants [7][12]. - Continuous communication with overseas survey companies is essential to ensure compliance with their requirements and maintain data quality, which is vital for the survival of these companies [5][7].