《CCW：2023年客戶服務市場研究報告-生成式AI與機器人（英文版）（31頁）.pdf》由會員分享，可在線閱讀，更多相關《CCW：2023年客戶服務市場研究報告-生成式AI與機器人（英文版）（31頁）.pdf（31頁珍藏版）》請在三個皮匠報告上搜索。

1、SPONSORED BYCUSTOMER CONTACT WEEKDIGITALCUSTOMER CONTACT WEEKDIGITAL2023 MAY MARKET STUDY:GENERATIVE AI&CHATBOTS FOR CUSTOMER CONTACT2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer Contact2CUSTOMER CONTACT WEEKDIGITAL|INTRODUCTION Over the past decade,customer contact leaders have tireless

2、ly discussed the potential impact of artificial intelligence.As they considered use cases related to self-service,customer analytics,agent experience,process automation,knowledge optimization,and workforce management,these leaders questioned whether AI would transform the way brands empower employee

3、s to wow customers.Although some positive results have emerged and some clear disruption has taken place,the impact of AI has not necessarily been transformative.Over the past year,CCW Digital research confirmed sobering results related to AI both inside the contact center and on the frontlines of c

4、ustomer interactions.More than two thirds of companies noted that their agents were still spending too much time on low-value work.Roughly six out of seven customers lack confidence that chatbots can solve their problems.Only a handful of companies,meanwhile,are gleaning the insights they need to de

5、liver frictionless,personalized,predictive,and proactive experiences.Will 2023 be the year in which brands escape this atmosphere of underperformance?Will it finally be the year in which the potential of AI drives dramatic improvements to customer interactions,employee experiences,and business opera

6、tions?The key to an affirmative answer may rest in the power of generative AI.Thrust into the spotlight via the meteoric rise of solutions like ChatGPT,generative AI directly addresses some of the lingering concerns about automated customer engagement.It also offers a potential response to some of t

7、he biggest operational challenges facing todays contact centers.But are contact center leaders as sold on generative AI as the headlines will suggest?If so,which use cases will they prioritize?And what potential risks and pitfalls must they avoid?The product of exclusive,in-depth CCW Digital researc

8、h,this Market Study uncovers the reality of generative AI and chatbots in customer contact.2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer Contact3CUSTOMER CONTACT WEEKDIGITAL|TABLE OF CONTENTS2 Introduction 4 Methodology&Demographics4 About the Author5 Key Findings6 Hype or Reality|Will G

9、enerative AI Transform Customer Contact?9 Rebuilding the Contact Center for Generative AI12 Transforming Self-Service With Generative AI15 Transforming Employee Experiences with Generative AI19 Managing the Risks of Generative AI24 Rethink 4 Key CX Trends And Thrive In The Age Of Generative AI29 App

10、endix30 2023 Editorial Calendar31 Meet the Team2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer Contact4CUSTOMER CONTACT WEEKDIGITAL|ABOUT THE AUTHORBrian Cantor Principal Analyst,CCW Digital Customer Management Practice CUSTOMERMANAGEMENTPRACTICEBrian Cantor is the principal analyst and di

11、rector for CCW Digital,the global online community and research hub for customer contact professionals.In his role,Brian leads all customer experience,contact center,technology,and employee engagement research initiatives for CCW.CCW Digitals articles,special reports,commentaries,infographics,execut

12、ive interviews,webinars,and online events reach a community of over 150,000.A passionate advocate for customer centricity,Brian regularly speaks on major CX conference agendas.He also advises organizations on customer experience and business development strategies.METHODOLOGY&DEMOGRAPHICSTo explore

13、the potential impact of generative AI,CCW Digital conducted a survey in the spring of 2023.The survey polled customer contact,customer experience,marketing,and operations leaders of all company size ranges and most major industries.Example respondent job titles included director of customer experien

14、ce,head of digital transformation,senior vice president of experiential operations,operations manager,vice president of customer care,client care department head,director of customer success,chief customer officer,contact center supervisor,director of support strategy,senior vice president of member

15、 experience,vice president of customer engagement,and senior vice president of operations and client experience.2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer Contact5CUSTOMER CONTACT WEEKDIGITAL|KEY FINDINGSBy and large,contact center leaders are bullish on the transformative potential o

16、f generative AI.Nearly three-quarters believe it will make a major impact on customer contact,and almost half are already sourcing or investing in solutions.Leaders expect generative AI to make its biggest impact on areas like self-service,agent assist,and customer feedback.Recognizing that even the

17、 best AI requires human guidance and input,more than two-thirds of brands will establish an AI team to manage existing and future generative AI investments.Brands may have more faith in their self-service options than their customers do,but they still acknowledge opportunities for AI-driven improvem

18、ent.The most noteworthy improvement areas include natural language understanding,personalized and contextual communication,integration with key enterprise systems,and easy customization capabilities.Contact center leaders feel agents have to exert too much time and effort on almost every major task,

19、with functions like looking up answers,reviewing customers past interactions,and getting help from internal team members ranking as the biggest inefficiencies.Naturally,these represent priorities for agent-facing AI tools.Although leaders believe some engagement tasks should remain with human employ

20、ees,most feel AI can handle communication of issues in laymans terms,personalized sales and support,and internal feedback sharing.Generative AI may promise numerous benefits for employees,but it is still raising some concerns among agents.The most widespread concerns include questions about changes

21、to workflow,the impact of changes to customer journeys and sentiments,and possible job loss.Other widespread risk factors include inaccurate communication in AI-driven chatbots,the potential for customer manipulation,and data collection without appropriate security and safeguarding.2023 CCW MARKET S

22、TUDY|Generative AI&Chatbots For Customer ContactCUSTOMER CONTACT WEEKDIGITAL|HYPE OR REALITY|WILL GENERATIVE AI TRANSFORM CUSTOMER CONTACT?Sure,a solution may be generating conversation.It may even be garnering widespread admiration for its functionality.But will that buzz and marvel actually transf

23、orm into reality?Will it change the way employees and businesses perform their work,devise their strategies,and measure their success?When it comes to generative AI,the customer contact community anticipates a resounding yes.A whopping 71%of customer contact leaders expect generative AI to make a ma

24、jor impact.An impressive 45%,moreover,are already actively sourcing or investing in wthe technology.In a further testament to its perceived significance,77%of contact center leaders already view generative AI as an important technology priority.Nearly one-third actually call it a paramount priority,

25、putting in the same conversation if not a more prestigious conversation as ubiquitous investment categories like omnichannel platforms,analytics solutions,and knowledge management platforms.Given the numerous pain points and technology options presently facing customer contact leaders,achieving such

26、 widespread support is immensely impressive.Attracting such confidence just a few months after ChatGPT began generating headlines is downright staggering.Based on current industry sentiment,generative AI is not simply an important technology.It is a transformative one.Areas of ImpactThe customer con

27、tact community clearly has a broad sense of confidence in generative AI.It clearly believes in its potential to initiate some degree of transformation.Real transformation,however,requires a more specific vision with more precise expectations.Which specific aspects of customer contact will most notab

28、ly benefit from AI?Of the numerous areas in which customer contact leaders feel generative AI will make a meaningful impact,none is inspiring more confidence than self-service.A whopping 82%of leaders expect generative AI to transform self-service and chatbots.The widespread confidence is thoroughly

29、 unsurprising,given that AI has long been associated with the chatbot experience.Generative AI has only strengthened that connection,showcasing the manner in which chatbots can provide instant,highly relevant,surprisingly complex and nuanced support using natural language.And even if some contact ce

30、nter leaders are on the fence about chatbots,few have any choice but to embrace them.With customers increasingly looking to engage in low-touch digital channels and brands facing scalability concerns,92%of brands anticipate an increase in self-service volume.Many will rely on generative AI to suppor

31、t this transformation.2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer Contact7CUSTOMER CONTACT WEEKDIGITAL|Other impact areas include agent assist(74%expect generative AI-driven transformation),customer feedback(68%),customer intelligence and analytics(66%),and proactive sales and marketin

32、g(60%).Although chatbots and consumer-facing use cases are generating the most headlines,contact center leaders and technology providers have been eagerly evaluating all these use cases.Not excited about using generative AI to eliminate humans from the support process,many brands have long viewed AI

33、 as a way to make them more effective at their work.Generative AIs ability to provide effective guidance,real-time training,and script recommendations could help“agent assist”technology live up to its transformative potential.By generating relevant,natural prompts,generative AI can help brands captu

34、re actionable customer feedback at key moments of truth.The ability to not only process data at scale but classify and report the intelligence in a meaningful way would help brands derive more value and action out of interaction analytics.Sales pitches and marketing copy represent common ChatGPT exa

35、mples,and brands have clearly taken notice.They see generative AI as a way to deliver personalized calls to action,at ideal moments,without having to dramatically increase their sales and marketing costs.And insofar as brands are facing more competition and marketing noise than ever,this ability to

36、intelligently optimize their outreach could not be coming at a more crucial time.Which best describes your contact center/CX teams position on generative AI?41.18%We expect it to have a major impact-but have not yet started investing/sourcing30.15%We expect it to have a major impact-and are already

37、investing/sourcing14.71%We do not expect it to have a major impact-but are investing/sourcing anyway13.97%We do not expect it to have a major impact-and have no plans to invest/sourceHow are you prioritizing AI in comparison to other contact center/CX tech initiatives?44.85%Its a secondary priority;

38、it matters,but there are some much bigger focuses32.35%Its one of our biggest tech priorities right now22.79%Its not a priority;many other tech focuses come first2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer Contact8CUSTOMER CONTACT WEEKDIGITAL|Self-service/chatbotsDirect customer outrea

39、ch-follow-ups,appointment setting,etcGeneral company announcements/email copyWebsite and mobile app copy/contentProactive sales and marketing communicationSocial media/reviews/brand reputation managementCustomer feedback surveysCustomer intelligence and analytics/quality and performance monitoringAg

40、ent assist(script generation,knowledge gathering,etc)Agent Training/knowledge-sharingPost-call work(call summaries,call logging,etc)Internal communication and collaborationProduct development and strategic planningDo you expect generative AI(like ChatGPT)to meaningfully impact the following aspects

41、of your contact center/CX function in the next 1-2 years?YesNo82.22%17.78%50%50%59.56%40.44%59.26%40.74%60.29%39.71%46.32%53.68%68.38%31.62%66.18%33.82%73.53%26.47%58.82%41.18%54.07%45.93%45.59%54.41%40.74%59.26%2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer ContactCUSTOMER CONTACT WEEKDI

42、GITAL|REBUILDING THE CONTACT CENTER FOR GENERATIVE AINo technology even something as groundbreaking as generative AI can operate with a snap of a finger.No technology even something as groundbreaking as generative AI can run entirely independently.Savvy leaders recognize the importance of guiding th

43、eir new technology with human ingenuity.They let people devise rollout strategies,cultivate buy-in,manage and monitor performance,retool mechanics,and evaluate future use cases.To support the human side of the equation,67%either have or will cultivate a team that focuses specifically on AI oversight

44、.Not simply useful for driving the technology implementation,AI teams can play a pivotal role in assessing the accuracy and quality of responses.Given that many brands anticipate a significant increase in AI-led service interactions,establishing a mechanism for evaluating and fine-tuning responses i

45、s essential.It allows brands to move from delivering technically right answers into providing practically relevant support.Do you have/are you planning to create a team responsible for deploying,managing,measuring,and optimizing your chatbots,virtual assistants,and/or other AI tools?66.91%Yes33.09%N

46、o2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer Contact10CUSTOMER CONTACT WEEKDIGITAL|Beyond the AI teamDedicated teams are important for realizing the full potential of generative AI,but they are not the end-all,be-all of custodianship.To maximize the results and minimize the costs of AI

47、 investments,savvy brands will consider numerous aspects of their operation.This endeavor,unsurprisingly,involves a stronger collaboration with the information technology team.Aware of the role IT plays in sourcing,implementing,and supporting technology investments,79%of customer contact leaders bel

48、ieve improving collaboration with IT is pivotal to the success of IT.Not simply about securing their help in adopting new solutions,this collaboration also ensures IT understands what matters to customers and employees when pursuing or optimizing certain solutions.The theoretical potential of genera

49、tive AI risks creating a scenario in which business leaders want to overautomate in an effort to maximize efficiency and cost savings.By ensuring IT understands how the technology truly affects customer and agent experiences,it can ensure this thirst for automation does not come at the expense of sa

50、tisfaction.Other AI support initiatives include unifying key systems like knowledge management and customer relationship management(79%),establishing ground rules for AI communication(74%),improving collaborations with other departments(73%),and improving journey maps to identify the best AI use cas

51、es(73%).Because generative AI relies on knowledge and customer intelligence to craft its responses,unifying systems to provide a single source of truth is utterly paramount.Such integration also plays a role in task automation;generative AI solutions can automatically complete call summaries,purchas

52、e orders,feedback reviews,and script updates but only if they can seamlessly access the relevant systems and databases.As they witness the transformative potential of generative AI,todays contact center leaders will not simply ask if something can be automated but whether it should be handled using

53、the new technology.From assessing compliance and quality risks,to considering the balance between humanity and technology,to evaluating security considerations,many companies will understandably develop protocols for responsibly using AI.IT team support may be essential in empowering successful gene

54、rative AI investments,but it is not the only business unit that will be involved.The best AI is a company-wide endeavor that requires cross-departmental collaboration and systems access and savvy contact center leaders will ensure all stakeholders are working to make the most of the new tech investm

55、ent.By virtue of its ability to transform self-service,generative AI will fundamentally transform customer journeys.Customers will be able to handle more issues on their own and they will increasingly rely on agents for a different set of inquiries.To help customers get to the right touch point and

56、to better predict changes in volume and issue context successful businesses will rethink their journey maps.2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer Contact11CUSTOMER CONTACT WEEKDIGITAL|Centralize/unify/safeguard customer dataUnify/update knowledge,CRM,contact center platform,and o

57、ther systemsImprove collaboration with IT to better support the new techImprove collaboration with other departments to create more consistencyReconsider journey maps,including the best self-service use casesRe-train or rehire agents to handle more complex/analytical workEstablish ground rules/ethic

58、s for AI use and communication in your organizationRethink metrics to better account for AI-led conversationsEducate customers on the value of AI within the experienceDo you plan to take the following steps to support your AI investments in the next 1-2 years?YesNo71.32%28.68%78.68%21.32%79.41%20.59

59、%73.33%26.67%72.79%27.21%63.24%36.76%74.26%25.74%69.12%30.88%62.22%37.78%2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer ContactCUSTOMER CONTACT WEEKDIGITAL|TRANSFORMING SELF-SERVICE WITH GENERATIVE AISelf-service may be the most popular use case for emerging AI technology,but it is not a

60、novel concept.Whether in the form of IVRs,self-checkout lines,instructional videos,or website FAQ pages,self-service has been a fixture of the customer experience for decades.All of these self-service options,however,have notorious problems and these problems cause customers to distrust self-service

61、 and continually rely on live agent support.Both outcomes are unfortunate;forcing customers to wait for live agents is both frustrating for them and inefficient for the business.Can generative AI eliminate these problems and transform self-service from a maligned option into a fixture of customer jo

62、urneys?Per the previous section,82%of customer contact leaders believe the answer is“yes.”The key will be to accept that self-service is going wrong and think critically about how generative AI can make it right.Scoring todays digital self-serviceInsofar as only 15%of consumers are confident they ca

63、n solve their problems with chatbots,it is clear self-service is not living up to the hype.It is not freeing customers from their perceived reliance on live agents.Some companies accept this reality;21%admit that their self-service experiences are below par,and 3%feel they are downright terrible.Far

64、 too many,however,seem to be giving themselves a pass.Nearly 40%feel their self-service is“acceptable,”and the remaining segment believes it is either“good”(24%)or“excellent”(13%).This breakdown directly contradicts the markets perception and thus suggests that the customer contact communitymay not

65、fully realize how much it needs to improve.Make no mistake:with 82%eager to witness generative AIs impact on self-service and 92%forecasting a significant increase in self-service volume,leaders clearly know it is important.They clearly understand the urgency of investing in self-service.But if they

66、 do not understand how desperately they need to advance the self-service experience,they risk setting the bar too low for their investments.2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer Contact13CUSTOMER CONTACT WEEKDIGITAL|How would you score the quality and customer centricity of your

67、existing self-service/chatbot offerings?Making self-service more customer-centricWhen it comes to improving self-service,natural language and escalation are at the top of the customer contact communitys list.More than 77%cite natural language understanding and communication as an improvement area,an

68、d the same percentage wants to ensure bots can better detect and comply when customers need human help.Generative AI lends itself to both priorities.The technology is predicated on a more natural approach to communication,which means that customers will not only be able to converse in real-time(a de

69、velopment that was already underway with previous generations of conversational AI)but receive sensible,relevant responses.Generative AI also fosters a better escalation approach,as it will not only be able to detect the need for escalation but properly support the customers and agents during the ha

70、nd-off.This should eliminate the frustration and repetition long associated with the dreaded“agent transfer.”But insofar as todays contact center leaders seem to have false confidence in their bots,it is worth questioning whether they will go far enough with these endeavors.When they say they want b

71、ots to engage in natural language,do they really mean full-on conversations about a full spectrum of topics?Or will they still contain customers to select questions and conversation options?If they emphasize seamless escalations from bots to agents,will they stop thinking of ways to make self-servic

72、e so good and so resolute that customers do not need escalation?ExcellentGoodAcceptableBelow ParTerrible12.50%23.53%39.71%21.32%2.94%2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer Contact14CUSTOMER CONTACT WEEKDIGITAL|Bot conversations are personalized/contextualBot understands and commun

73、icates in natural languageBot offers real-time translationBot can actually solve problems/process transactionsBot can detect and quickly escalate a customer who is having troubleBot provides robust analytics about customer behavior and intentionBot is easy to update/tune/customizeBot is fully integr

74、ated with CRM/knowledge base/other systemsDo you see any of the following as essential for improving the caliber of your self-service/chatbot offerings?Yes No75.56%24.44%77.21%22.79%69.12%30.88%62.96%37.04%77.21%22.79%68.38%31.62%72.79%27.21%74.26%25.74%Similar questions concern the other top self-s

75、ervice priorities:personalized and contextual conversations(76%),integration with key enterprise systems(74%),and easy update and tuning functionality(73%).All make sense as priorities in the era of generative AI:bots can engage in more personalized conversations,which means prioritizing that qualit

76、y and providing access to the data needed to fuel personalization is important.And insofar as bots will be engaging in more dynamic language across a wider spectrum of issues,a mechanism for reviewing and tuning the responses also makes sense.But will brands actually lean into real personalization t

77、o anticipate intentions,detect sentiment,and make proactive recommendations?Or will they simply applaud bots for recognizing names or order numbers?Will they really leverage knowledge and CRM access to provide complex support and properly categorize customers and inquiries,or will they simply emphas

78、ize superficial integrations?Will they actively tune bots based on agent feedback,or will they simply pat themselves on the back for buying the trendiest“low-code”technology?2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer ContactCUSTOMER CONTACT WEEKDIGITAL|TRANSFORMING EMPLOYEE EXPERIENCE

79、S WITH GENERATIVE AIWhether by recalibrating workflow or enhancing existing tools and processes,generative AI represents a pathway to better agent engagement.It represents the key to more productive performance.Cognizance of this employee-centric value explains why initiatives like“agent assist”repr

80、esent leading generative AI use cases.But what aspects of the employee experience are most important to optimize?And how will an investment into employee-centric solutions shift the balance between human ingenuity and technological capability?Employee effort challengesIn general,todays employees are

81、 exerting too much effort in most aspects of their job.An automatic inefficiency,this undue effort trickles down to the customer experience:slower,more frustrated agents do not make for great relationship builders.It also has a negative effect on employee satisfaction and retention;CCW Digital resea

82、rch has consistently demonstrated a link between agent workflow and happiness.Per todays contact center leaders,a staggering 71%of agents are spending too much time and effort looking up answers to the customers questions.A nearly as concerning 70%exert too much energy looking up details about a cus

83、tomers previous interactions.If this information is not immediately at the fingertips of each agent,the agent will face certain difficulty delivering personalized support.Always unfortunate,this outcome has been made worse by the current support landscape.Since customers are already inputting inform

84、ation and exerting effort into the chatbot,they will become especially frustrated if they have to repeat information to an agent that will still struggle to quickly understand and solve their problem.Other noteworthy effort drivers include getting internal help(64%),actually processing a solution to

85、 the customers problem(62%),and identifying basic customer profile information(62%).The lattermost pain point further jeopardizes an agents ability to personalize experiences.Difficulty getting internal help not only weakens organizational culture but heightens the risk of incompetent or inconsisten

86、t performance,especially in remote environments where agents rely on technology not proximity to connect with internal experts.And if the agent cannot easily provide a solution to a customers problem due to complex transactional systems or inhibitive red tape and approval processes then fixing any o

87、f the other problems would be for naught.Personalization is nice,but it is no substitute for actually resolving the customers issue.2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer Contact16CUSTOMER CONTACT WEEKDIGITAL|The good news is that generative AI can solve each of these problems.By

88、arming agents with relevant prompts about specific customers and the process,product,or issue about which they are inquiring,generative AI solutions will assist agents in quickly delivering valuable,highly tailored responses.They,in theory,allow agents to shift from looking up information to using t

89、hat information to build connections.Identifying customer/basic profile infoAuthenticating/verifying the customerAccessing info about the customers previous interactionsIdentifying why the customer is contactingLooking up answers to the customers questionsActually solving the customers problem,proce

90、ssing transaction,etcGetting help/internal collaborationTeam meetingsTraining/coaching sessionsPost-call summaries and wrap-up workSharing feedback about customers/experiencesIn general,do you feel your agents/reps exert too much time/effort on the following tasks?Yes No61.76%38.24%60.45%39.55%70.37

91、%29.63%58.82%41.18%70.59%29.41%61.76%38.24%58.82%41.18%54.07%45.93%63.70%36.30%41.18%58.82%37.04%62.96%2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer Contact17CUSTOMER CONTACT WEEKDIGITAL|Human vs.Tech balanceEfficiency is important,but AI-driven automation is not just about creating effi

92、ciencies.In the ideal world,it also opens the door to more humanity.If agents have more time to focus on connecting with customers,let alone more data for making those connections,they should be able to build more meaningful,lasting relationships.They should be able to fulfill the“consultative”role

93、that has long registered as an ideal within customer contact circles.But while pursuing more humanity is admirable,savvy contact centers will be reasonable in their pursuit.Not every aspect of the customer experience warrants a big,magical,quintessentially“human”gesture.Not every aspect of an AI-dri

94、ven interaction warrants(let alone requires)human intervention.By failing to recognize these situations,contact center leaders will not simply squander some of the potential efficiency benefits.They may even worsen experiences,imposing additional effort on customers and employees that were hoping fo

95、r something more convenient and simple.By virtue of its ability to communicate in detailed,natural language,generative AI should make it easier for contact center leaders to accept a greater reliance on automation.They should not have to fear that every AI-driven interaction will come across as impe

96、rsonal and dismissive.In turn,they should be able to shift employees to the tasks that truly warrant human ingenuity and not simply the ones that have previously been done by humans.As they consider this new normal,71%of contact center leaders are confident that AI will be able to explain issues in

97、laymans terms within the next 1-2 years.Optimism for this task is unsurprising,given that simple summaries and explanations of terms,concepts,and conversations are among the most visible AI use cases.If bots can already surface meaningful summaries of videos,Tweets,and speeches,they should be able t

98、o help a customer understand a companys return policy.Engaging in personalized conversation/small talk with customersMaking personalized sales/support recommendations to customerDemonstrating empathy during interactionDe-escalating angry/frustrated customerExplaining processes(sign-up,assembly,etc)i

99、n laymans termsGoing“off script”to provide a resolution or make-goodSharing feedback and recommendations with other departments/team membersDo you feel like generative AI(like ChatGPT)will be able to handle the following“human”tasks in the next 1-2 years?Yes No57.35%42.65%66.91%33.09%41.18%58.82%38.

100、24%61.76%71.11%28.89%61.03%38.97%31.62%68.38%2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer Contact18CUSTOMER CONTACT WEEKDIGITAL|Many leaders also feel confident that AI will be able to make personalized sales and support recommendations(67%),share feedback with other departments(61%),an

101、d engage in personalized conversations including small talk with customers(57%).Capable of analyzing data and communicating effective sales copy,generative AI should be able to play a role in personalized sales.It should be able to deliver pitches that are relevant to a specific customer at a specif

102、ic moment of truth.The key,of course,will be for businesses to determine where such personalization makes sense and create ground rules for ensuring that the ability to automate personalized marketing copy does not cause them to bombard customers with these automated messages.One way to limit the ri

103、sk of“spam”is to limit personalized sales conversations to internal scripts.By using AI to provide these insights to agents rather than customers directly,the business not only controls how often it is advertising to customers but ensures the relevant copy will be paired with appealing emotion.Conta

104、ct center leaders have long contended that their data is an important“export”for the greater business,but they have often struggled to democratize feedback.Generative AI can summarize and distribute this feedback at scale,eliminating a lingering concern and providing a compelling use case.Many bots

105、have already worked some“conversational”components into their engines they will have names,tell jokes,and provide an aura of warmth.Generative AI promises to take this capability to the next level,pairing more natural conversation with a more robust ability to detect and demonstrate humor,different

106、tones,and even superficial empathy.If brands can harness this capability,they can further solidify the idea that self-service is a legitimate support option rather than an exercise in deflection.2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer ContactCUSTOMER CONTACT WEEKDIGITAL|MANAGING TH

107、E RISKS OF GENERATIVE AIAnticipating positive transformation in self-service,analytics,proactive engagement,and employee performance,the customer contact community is undoubtedly excited about generative AI.That excitement is not,however,of the unabashed variety.Customer contact leaders are aware of

108、 some concerns and risks that could thwart initial adoption and negate long-term return on investment.Employee concernsAs an intelligent automation solution,generative AI has an inherent association with the employee experience.It is predicated on the idea of freeing employees from rote,transactiona

109、l work,while augmenting their ability to perform more complex tasks.A worthwhile exploration into generative AI,therefore,considers how employees feel about the technology.Any skepticism about the promised efficiency benefits,or any other concerns unique to their experience on the frontline,could je

110、opardize the adoption of generative AI.Todays employees are most notably concerned about how generative AI will disrupt their workflow.Nearly 61%of leaders sense this concern from their teams,which suggests businesses should approach the“AI for simple issues,agents for complex ones”discussion with m

111、ore nuance.Complex tasks may theoretically be more exciting than transactional work,but they can also be more difficult and stressful.If agents feel they lack sufficient training and preparation for these more challenging focuses,they may not be relentlessly excited about their evolving role.The fac

112、t that these tasks carry higher-stakes may also be curbing some enthusiasm;not all contact center agents want to spend their days on pressure-intensive tasks.Those eager to embrace higher-value work may have another concern:compensation and career opportunities.Will businesses be sufficiently compen

113、sating and investing in agents who transition from reading scripts to providing consultative,analytical support?If not,then what rational agent would be excited about the impending transformation?There may also be a broader issue at play:what will the workflow transformation entail?Although contact

114、center thinkers have long embraced the“AI for simple issues,agents for complex ones”adage,few have precisely articulated what those complex tasks are.Without clarity into the nature of their new role,agents have reason to worry about the impact of AI technology.Other leading employee concerns includ

115、e fear about the potential impact on customer experience(60%),as well as a worry about possible job loss(55%).2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer Contact20CUSTOMER CONTACT WEEKDIGITAL|20CUSTOMER CONTACT WEEKDIGITAL|For what it is worth,leaders have consistently refuted the noti

116、on that AI will lead to a massive reduction in headcount.They have repeatedly talked about how they will find new roles for frontline agents amid the growing emphasis on self-service.Granted,it was easy to make those claims when AI solutions were failing to live up to their potential.When chatbot co

117、nversations were stilted,impersonal,and ineffective,a pivot away from human support did not look imminent.Hype surrounding generative AI,on the other hand,is making the fear more realistic.IBM,for example,recently acknowledged that AI could replace 7,800 human jobs over a five-year period.The buzz o

118、ver generative AI,meanwhile,has made 36%of customer contact leader leaders believe job loss is more likely.That may not constitute an alarming majority,but for a contact center community that has historically focused on reassuring the humans at the center of the operation,it is definitely a notewort

119、hy statistic.The former reflects the admission that chatbot experiences are not perfect:some customers will reach dead ends and require escalation to a live agent.The problem,of course,is that these customers have already exerted time and effort using the chatbot and perhaps not by their own choice.

120、This means they may have frustration as well as new sets of questions and complaints they would not have had if they contacted an agent directly.If agents will have to not only deal with more challenging work but also more frustrated,emotionally hostile customers,they are right to worry about what A

121、I means for the customer journey.The downside to the“AI for simple issues,agents for complex ones”cliche is that there are inherently fewer complex tasks than simple ones.And so for all the talk about how AI is augmenting rather than replacing human agents,those with basic proficiency in mathematics

122、 have reason to worry about staff reduction.The fact that complex work will likely require a higher salary exacerbates this concern;are companies going to pay more to keep all their agents in this era of economic uncertainty?Fear of job loss/being replaced by AIFear that AI investments may lead to c

123、ost-cutting/affect compensationConcern over using the new techConcern over how their job/workflow will change due to AIConcern about impact on CX(example-customers angry with bot,take that out on agent)Concern that operations/training/work will be more automated,less personal/collaborativeAre you ex

124、periencing any of the following EMPLOYEE CONCERNS regarding contact center/CX AI?Yes No55.15%44.85%47.06%52.94%54.48%45.52%60.74%39.26%60.45%39.55%51.85%48.15%2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer Contact21CUSTOMER CONTACT WEEKDIGITAL|The more a bot attempts to engage in meaningf

125、ul conversation,the more vulnerable it becomes to human manipulation.A recent CCW Digital webinar,in fact,highlighted a scenario in which a patient induced a bot into errantly confirming that a procedure was covered by insurance.As with the inaccuracy concern,when companies begin to rely on self-ser

126、vice more frequently and in higher-stakes cases,the probability and consequences of such manipulation both increase.The personalized nature of generative AI interactions exacerbates this challenge.Advanced AI bots will be capturing and leveraging personal customer data,which heightens their vulnerab

127、ility to fraudsters and the privacy,compliance,and security standards they must reach.Few would dispute that humans are more capable than bots of demonstrating emotional empathy,but many might question how often that quality is necessary within the customer journey.If the next-generation of chatbots

128、 can solve more customer issues and do so quickly fewer customers will require escalation to a human agent.This greater reliance on automation may condition customers to view service as a more robotic,transactional exercise.To some,that may not seem like a bad development.If customers can receive th

129、e exact support they want in a more convenient,scalable,cost-efficient manner,forcing them to wait for the“human touch”of a live agent would actually be the antithesis of customer centricity.The concern,however,is that a departure from human-centric service would radically change the customer engage

130、ment landscape.Brands might lose the ability to differentiate based on emotionally empathetic experiences,which could further tip the competitive scale in favor of those with the best prices,quickest platform,or most familiar product.It might additionally limit companies ability to upsell their cust

131、omers,as it would eliminate consultative conversations in favor of purely transactional interactions.Finally,the prospect of customer service becoming less human adds to the worry that generative AI could lead to job loss.But even if agents do remain integral to the customer support process,human in

132、genuity may still be at risk.Just as the ubiquity of GPS technology has cost some cab drivers(let alone the general public)their internal sense of direction,generative AI could cause agents to become more reliant on AI-driven training and knowledge prompts to support customers.If they no longer feel

133、 pressure to internalize this knowledge,they might become less masterful and less creative when supporting customers.Instead of augmenting human performance by allowing them to focus on more analytical and emotional work,this“GPS effect”may render human support more robotic.A worry for 62%of contact

134、 center leaders,this notion is clearly worth confronting.Additional artificial intelligence risksBeyond impacting employee sentiment,AI is actively changing the way businesses interact with customers,manage data,and execute on their strategies.These changes create risks of their own.More than 72%of

135、contact center leaders,for example,worry that AI-driven bots may share inaccurate or inconsistent information with customers.This concern speaks to the dual-sided impact of generative AI technology.Because generative AI can provide more comprehensive and contextually relevant responses than previous

136、 chatbots,many brands will begin to rely more heavily on AI-driven engagement across a wider(and increasingly higher-stakes)array of use cases.As volume rises,so too does the possibility of the bot sharing inaccurate or inconsistent information.And since the bots will be handling higher-value work,t

137、he costs of these issues will be more significant than ever.Other widespread concerns include the potential for customer manipulation(68%),capturing data without appropriate security and safeguarding(68%),an adverse impact on the human touch within customer experiences(62%),and agents becoming too r

138、eliant on AI-driven guidance(62%).Has the buzz over generative AI/ChatGPT changed your opinion about whether AI will eliminate the need for some human workers in your contact center/CX team?47.79%No change 36.03%I now believe it is MORE likely some jobs will be eliminated 16.18%I now believe it is L

139、ESS likely some jobs will be eliminated2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer Contact22CUSTOMER CONTACT WEEKDIGITAL|Popularity of AI causes reduction in contact center resources(employee headcount,budgets,etc)Popularity of AI-generated communication lessens importance/prevalence o

140、f“human touch”in CXAI bot shares inaccurate or inconsistent information with customersAI bots can be manipulated by users,leading to fraud,excessive refunds,etcAI tools capture and use customer data without appropriate safeguard/compliance/privacy measuresSales/marketing teams“spam”customers,since A

141、I makes it easier to generate proactive messagesAI bot develops(and communicates)harmful biases-racism,sexism,offensive language,etcAgents become more reliant on AI assist and scripts,less independently knowledgeableWhen it comes to potential generative AI/ChatGPT investments,are you concerned about

142、 the following risks/challenges?Yes No47.79%52.21%62.50%37.50%72.06%27.94%67.65%32.35%67.65%32.35%61.76%38.24%52.94%47.06%62.50%37.50%CUSTOMER CONTACT WEEKDIGITALCUSTOMER CONTACT WEEKDIGITALPRACTICALITY GUIDE2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer ContactCUSTOMER CONTACT WEEKDIGITA

143、L|Since the majority of consumers continue to encounter long wait times,repetitive questions,indifferent agents,and impersonal conversations,it should come as no surprise that only 4%believe experiences are meaningfully improving.Addressing these shortcomings is simply non-negotiable.Truly successfu

144、l brands will not,however,stop there.Instead of closing existing gaps,they will pursue new opportunities to excel.They will recognize that in todays era of customer centricity and climate of economic uncertainty,brands that go above-and-beyond to connect with customers are the ones that reap the mos

145、t meaningful rewards.Encouragingly,the roadmap for pursuing this higher standard for customer experience exists.By rethinking some key trends and harnessing the power of artificial intelligence technology,brands can transform transactions into conversations and moments into journeys.They can,in turn

146、,experience improvement not only in average handle time and satisfaction score but in customer lifetime value and overall business revenue.This briefing reveals that blueprint,empowering you to thrive in the age of Generative AI.RETHINK 4 KEY CX TRENDS AND THRIVE IN THE AGE OF GENERATIVE AI2023 CCW

147、MARKET STUDY|Generative AI&Chatbots For Customer Contact25CUSTOMER CONTACT WEEKDIGITAL|Trend#1-Move beyond customer recognition to true personalizationThe Old Goal:Recognize customers based on past interactions and profile informationFrom saying a customers name five times during an interaction,to r

148、eferencing past support cases,to thanking them for being a VIP member,personalization has historically been an exercise in recognition.It has been about name-drops and personal references,letting them know that the brand views them as individual people rather than dollar signs.The New Opportunity:An

149、ticipate customer needs and adapt experiences in real-timeMoving forward,successful brands will embrace personalization as exercises in anticipation and adaptation.They will use the aforementioned recognition to predict where customers aim to connect,what they intend to achieve in forthcoming intera

150、ctions,and how they will define value in the future.But the key is that these brands will never lock themselves into initial predictions about a customers likely intentions,behaviors,and sentiments.Instead,they will use context to adapt experiences in real-time,changing tone,customizing resolutions,

151、and proposing offers based on the immediate needs of each customer.“Brands need to consider the context around the customer reaching out to determine the most appropriate tone and response.AI technology is exceptional at making these connections and comprehending customer sentiment.It can help a con

152、tact center synthesize customer context,deliver a consistent experience across all channels,and maintain a single knowledge engine to power the best answer every time.”-Ken Madrigal,SprinklrCollectively,this combination of predictive engagement and real-time flexibility allows brands to not simply i

153、mpress customers with their recognition but eliminate friction and enhance value.They will neither need to bombard customers with repetitive questions nor subject them to generic solutions and sales pitches.Instead,they can route the customer directly to the outcome they want,reducing costs and incr

154、easing satisfaction along the way.Although it may seem ambitious based on past standards,this vision of personalization is readily attainable thanks to modern technology.“With the right technology,brands can drive contextual conversations by analyzing customer data from platforms like CDPs,CRMs,and

155、unstructured data from public sources.AI-powered routing capabilities help streamline the personalization process by matching customers with agents with relevant expertise and understanding of their specific needs.This enables brands to provide tailored and real-time recommendations to agents,ensuri

156、ng they have access to the right information at the right time.Generative AI also assists agents in reviewing their responses for tone,voice,and grammatical accuracy,further enhancing the quality of interactions.”-Ken Madrigal,SprinklrThe channel-neutral nature of this technology,moreover,means that

157、 brands do not have to limit their best personalization efforts to a select few in-depth phone conversations.Instead,they can deliver contextually relevant and immensely valuable engagement at every phase of the customer journey,driving optimal behaviors and markedly increasing loyalty.Trend#2-Achie

158、ve omnichannel success by breaking down internal silosThe Old Goal:Connect all channels to provide consistent communicationWhen thinking about the idea of a seamless,omnichannel experience,brands have historically focused on connectivity between channels.They have aimed to help customers initiate en

159、gagement in their channel of choice,easily move between disparate touch points when necessary,and generally receive consistent experiences regardless of environment.The New Opportunity:Unify all facets of the operation,ensuring that the entire company shares the same vision of customer centricity an

160、d has access to actionable customer intelligenceSavvy brands are pursuing a progressive approach to the customer journey,aiming to not simply meet customers where they are in terms of venue but in terms of need.Conversations are tailored,offers are generated,and support is proctored based on the spe

161、cific phase of the journey,the unique context of the situation,and the individual personality of the customer.2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer Contact26CUSTOMER CONTACT WEEKDIGITAL|A customer looking to frantically rebook a missed flight using a mobile app requires a fundame

162、ntally different experience than one looking to negotiate a terminally ill loved ones medical expenses over the phone.A customer who escalates to an agent after spending twenty minutes dealing with a frustrating chatbot possesses a fundamentally different sentiment than one responding to an unexpect

163、ed email containing a 50%off coupon.The next-generation view of omnichannel recognizes these distinctions,ensuring that customers can get access to the blend of speed,customization,and emotional empathy most suitable for their specific needs and intentions.It treats consistency as a vow to deliver o

164、ptimal value and relevance at every conceivable touch point not as an obligation to provide the same,generic experience no matter where,when,or why the customer is getting in touch.“Meeting customers on their preferred channel and at the precise point in their journey is crucial.For instance,receivi

165、ng the same canned response across multiple channels of outreach can make a customer more irate.”-Ken Madrigal,SprinklrAchieving this goal requires brands to go beyond implementing an omnichannel contact center platform(though such technology is essential for removing friction).It requires the unifi

166、cation and democratization of customer data,ensuring that brands can access intelligence from all interactions(as well as external social media conversations),analyze the information at scale,and surface actionable insights to customers,bots,and agents at all moments of truth.It also hinges on strat

167、egic alignment toward the customer experience,since it takes cross-departmental collaboration to purchase the best solutions,democratize the necessary data,and devise strategies that boost value at every phase of the customer journey.“Being department-or channel-led rather than agnostic of these int

168、ernal divisions is a significant problem.In the name of digital transformation,brands frequently rely on disjointed solutions that run separately and dont communicate with one another.This lack of integration hampers the provision of an integrated CX across channels and touchpoints.To solve this pro

169、blem,customer service must also work with teams from digital sales,social media,marketing,and other customer-facing departments as departmental lines become less distinct.Through this partnership,customer service can take the initiative in turning CX into a strategic pillar for revenue growth.”-Ken

170、Madrigal,SprinklrBeyond empowering an omnichannel strategy,the dismantling of data and operational silos is essential for future AI investments.Whether in the form of bots that provide relevant self-service or internal tools that automate post-call work,leading generative AI solutions hinge on seaml

171、ess access to all internal systems and knowledge sources.“For generative AI to be effective,the larger CX stack must be fully integrated.There will always be a gap to fill if generative AI is isolated or disconnected from other CX elements.Generative AI must be seamlessly incorporated into the CX ec

172、osystem,enhancing existing technologies in order to reach its full potential.Furthermore,the quality and accessibility of data are crucial for the success of generative AI.The quality of any AI system,including generative AI,depends on the training set of data.Brands must ensure that all pertinent b

173、usiness and CX data are un-siloed and accessible to create a complete and accurate foundation for AI-powered insights and actions.This will allow them to fully leverage generative AI and maximize its impact.”-Ken Madrigal,SprinklrAlong with making communication more consistently warm and inviting,th

174、is progressive omnichannel vision will drive meaningful efficiency gains.Since the right information will always be available at the moment of truth,neither the bot nor the customer will subject the customer to repetitive questioning.The relevant,predictive intelligence also enables brands to provid

175、e more valuable marketing and sales language and more anticipatory support.This means fewer steps to sales,and fewer subsequent support calls.Trend#3-Optimize both customer and agent experiences with artificial intelligenceThe Old Goal:Automate simple tasks so that agents can focus on complex onesDe

176、aling with increases in contact volume amid economic uncertainty and budgetary scrutiny,artificial intelligence represented a way to improve operational efficiency.It was a resource management play,enabling brands to automate repetitive tasks so that available employees could focus on more complex w

177、ork.The New Opportunity:Use automation to make experiences more valuable and humanThe previous approach to artificial intelligence neglected a critical component of customer contact strategy:the value of customer and employee experiences.Brands focused too intently on identifying“simple”and“complex”

178、tasks and 2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer Contact27CUSTOMER CONTACT WEEKDIGITAL|failed to fully consider which simple tasks are best-suited for automation solutions and which complex tasks can actually be handled,or at least enhanced,by the presence of AI.Forward-looking br

179、ands are breaking from this one-dimensional efficiency framework and considering how they can pair innovative AI and human ingenuity to maximize value at every phase of customer and employee journeys.Emerging generative AI technology is empowering this pivot.The best generative AI enables businesses

180、 to simultaneously speed up tasks and perform them better.Internally,it empowers the robust analysis and classification of customer interactions and behaviors,uncovering key data about journeys and preferences as well as actionable intelligence about agent performance.This actionable intelligence en

181、ables brands to redesign experiences,better allocate and manage personnel,coach agents in real-time,and overhaul long-term training.“In the digital realm,where customer intelligence is scattered across various unstructured data signals,AI is the key to deciphering and consolidating this information

182、to derive meaningful insights about customer context and intent.AI-driven insights also empower organizations to make informed decisions about resource allocation,workforce planning,and skill development,ultimately optimizing the overall operation of the contact center.AI additionally creates an obj

183、ective playing field for measuring performance,removing biases and inconsistencies that may arise from manual evaluations.It allows employees to focus on higher-value activities,enhances CX,enables scalability,promotes objective performance measurement,and optimizes resource management.”-Ken Madriga

184、l,SprinklrExternally,generative AI enhances the caliber of self-service options,such as intelligent IVRs and chatbots.While some brands and industries may be reluctant to let chatbots handle all issues,generative AI certainly enables them to handle a broader array of conversations.Evolving opportuni

185、ties for safeguarding and governing data and behavior should only increase long-term trust in using AI for a broader spectrum of issues.As brands begin to offer real value in their AI environments,customers will gain confidence in their capabilities.This will markedly increase bot utilization;even i

186、f many of these customers ultimately need to escalate,the extra information they shared with the bot will prove helpful upon connection to the agent.“Incorporating generative AI into the business ecosystem allows for the seamless integration of automation and human interaction to guide customers to

187、the right person and provide them with an exceptional experience.”-Ken Madrigal,SprinklrTrend#4-Aim for strategic performance indicators in customer experienceThe Old Goal:Commit to solving problems while meeting standard contact center metrics like average handle time and average speed of answerEve

188、n as they aggressively pursued the“value center”label,contact center leaders remained married to traditional,cost-centric performance indicators.They focused on reducing average handle time,improving speed of answer,and controlling inbound call volume.They viewed digital options as ways to deflect c

189、ustomers from the historically costly phone channel,and they fixated on a transactional,service-minded view of the customer experience.The New Opportunity:Use interactions as a springboard for lasting loyalty and higher lifetime valueRecognizing that the customer journey spans beyond customer servic

190、e,leading brands are taking a more ambitious approach to individual interactions and the contact center operation at large.They see each touch point as an opportunity to generate lasting customer loyalty,while also uncovering vital customer intelligence that can fuel continuous improvement.This mind

191、set is more important than ever given present economic considerations.As the uncertain landscape fuels budgetary scrutiny both among businesses and consumers,emphasizing customer retention and loyalty is a critical pathway to success.It is how brands will differentiate themselves,maintain relationsh

192、ips and even grow revenue.“In this evolving landscape,companies need to focus on future-proofing their operations.Retention is the new revenue.With a contracting economy,businesses should prioritize loyalty and retention as core strategies.While customer acquisition can be costly,protecting and nurt

193、uring existing customer relationships becomes increasingly vital.”-Ken Madrigal,SprinklrAI solutions can play a pivotal role in fostering this retention and loyalty.2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer Contact28CUSTOMER CONTACT WEEKDIGITAL|“AI can contribute to emotional connect

194、ions with customers,offering personalized solutions and implementing loyalty programs.By incorporating AI-driven initiatives that prioritize retention and loyalty,companies can strengthen their customer base and navigate the challenges of the evolving economic landscape.”-Ken Madrigal,SprinklrThanks

195、 to the data generated by AI,brands can view each interaction as a way to unlock vivid insights into past,present,and future customer needs and behaviors.This enables brands to anticipate behaviors and proactively tailor journeys,while elevating individual conversations in real-time.The key is to lo

196、ok beyond the statistics of an interaction(such as handle time)and dive deeper into the factors responsible for quality(such as the root causes of the issue,and the customers sentiment throughout the conversation).“One challenge is establishing a connection between legacy metrics and insights from u

197、nstructured data effectively.Generative AI offers a solution by bridging the gap between these two realms.It can help create a relationship by extracting valuable keywords and insights from unstructured data sources.By harnessing the power of generative AI,companies can tap into a wealth of customer

198、 intelligence,unlocking hidden patterns and understanding the unknown unknowns while eliminating manual query generation and enabling companies to conduct comprehensive listening searches.All of this allows them to unearth actionable customer intelligence scattered across diverse data sources,make d

199、ata-driven decisions,enhance personalization,streamline customer journeys,and ultimately improve overall customer satisfaction.”-Ken Madrigal,Sprinklr AI further enhances this effort by empowering agents to engage in more human interactions.By virtue of streamlining their workflow and increasing the

200、ir access to knowledge and actionable customer intelligence,the AI makes agents better at connecting rather than merely serving.The end result is more relevant,personalized,and emotionally resonant conversations the kind of interactions that spur satisfaction rather than frustration and loyalty rath

201、er than indifference.Success in PracticeBy rethinking how you approach personalization,omnichannel engagement,intelligent automation,and customer experience strategy,you stand to cultivate more meaningful and lucrative customer relationships.Your journeys will be more efficient and anticipatory,your

202、 interactions will be more relevant and resonant,and your customer base will be happier and more loyal.The opportunity to leverage AI when undergoing this transformation is not theoretical;brands partnering with Sprinklr to use the right technology are already achieving meaningful increases in opera

203、tional efficiency and satisfaction.Two success stories follow.CompanyChallengeSolution&ResultCdiscountFrench retailer Cdiscount needed an omnichannel customer support solution that would enable it to analyze customer support conversations,understand sentiment,and measure the quality of customer inte

204、ractions.Cdiscount implemented Sprinklr Service to enable a fundamental transformation of customer relations.Powered by Sprinklr AI,speech and text analytics allow the company to transcribe and analyze voice,chat,and social interactions.Cdiscount teams are also able to automatically and effectively

205、detect bugs and anomalies in their processes and tools.With Sprinklr,Cdiscount has seen a 15%increase in their CSAT scores.Multinational Online retailer The customer uses an audit checklist consisting of 15 parameters to evaluate agent performance To gauge agent quality,their managers had to invest

206、a lot of hours in reading through entire case conversations Only 2%of total closed cases were getting evaluated due to the time-consuming process,and aggregate agent quality insights were missing Sprinklrs AI model was deployed to analyze 8 parameters grammar,empathy,positive customer experience,tro

207、ubleshooting,escalation,etc.across 100%of cases on Twitter and Facebook.Quality managers now get aggregate insights on which agents have improved the most and on the teams strengths and areas of development.Over 50%of their manual Quality Audit process is now automated with Sprinklr.2023 CCW MARKET

208、STUDY|Generative AI&Chatbots For Customer Contact29CUSTOMER CONTACT WEEKDIGITAL|APPENDIXForrester CCaaS Launch ReportGartner Conversational AI Report2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer Contact30CUSTOMER CONTACT WEEKDIGITAL|2023 EDITORIAL CALENDARStrategic Planning For CX Operat

209、ionsFebruary 9-11,2023 FEBRUARY State Of Contact Center TechnologyApril 6-8,2023 APRILNew Standards For Customer Contact PerformanceMay 25-27,2023 MAY Business Continuity 2.0October 26-28,2023 OCTOBER Future Of The Contact Center:A ForecastDecember 14-16,2023DECEMBERCustomer Experience Trends,Challe

210、nges And InnovationsSeptember 14-16,2023SEPTEMBER Modernizing Service Experiences With AI&DigitalJuly 20-22,2023JULY State Of Contact Center TechnologyJANUARYModernizing Service Experiences With AI&DigitalAUGUSTCustomer Contact Intelligence&AnalyticsOCTOBERFuture Of The Contact Center:A ForecastNOVE

211、MBERCustomer Contact Industry ReviewMARCHCustomer Experience Trends,Challenges&OpportunitiesJUNE2023 CCW MARKET STUDY|Generative AI&Chatbots For Customer Contact31CUSTOMER CONTACT WEEKDIGITAL|MEET THE TEAMBrian Cantor Principal Analyst,Director CCW Digital E:Brian.CAndy Kuang Senior Marketing Manage

212、r CCW Digital E:Andy.KMelinda Acuna Marketing Associate CCW Digital E:Melinda.ASimon Copcutt Head of Strategic Accounts CCW Digital E:Simon.CBrooke Lynch Senior Analyst CCW Digital E:Brooke.LWandy Felicita Ortiz Content Analyst CCW Digital E:Ben McClymontt Director of Business Development CCW Digital E: