1、TALKDESK RESEARCH REPORTTalkdesk 2024 CX in Banking survey:An industry benchmarkThe impact and influence of AI-powered experiencesThe Talkdesk 2024 CX in Banking Survey explores the progress banks and credit unions have made toward delivering more personalized services with artificial intelligence(A

2、I)and unifying customer experiences across communication channels and touchpoints.The goal of the research is to understand the impact of AI-powered customer experience(CX)technology on banking customer service operations.This includes the drivers,benefits,and barriers to implementing an omnichannel

3、 strategy that combines agent-led customer support with self-service options powered by AI.The survey examines the success factors for a fully unified customer experience powered by AI,and an industry-wide view of where banks and credit unions fall on the spectrum of CX maturity.Executive summaryKey

4、 Findings1.Banks and credit unions see CX as a key component to preventing customer churn in an unpredictable economic environment.Almost all respondents(97.5%)agree that CX has grown as a strategic priority at their organization over the past year,and the vast majority(82.5%)agree that it is a lead

5、ing driver of customer loyalty and deposit retention.2.More than half of respondents(56%)expect their company to increase their investment in CX technology by 10%or more over the next three years.3.AI has a significant impact on CX success.Respondents that state their organization has made progress

6、toward leveraging AI capabilities are more than twice as likely than those who state otherwise to believe:Delivering superior CX is a key differentiator for their organization(86.4%vs 39.7%)They can deliver consistent CX across channels(86.4%vs 38.3%)Their contact center is a meaningful contributor

7、to their CX strategy(79.7%vs 28.4%)They can consistently link CX metrics to ROI(62.7%vs 20.6%).24.There is a general belief that banks and credit unions are not fully leveraging AI to its full potential.Most respondents(59.5%)believe their organizations ability to leverage AI capabilities is behind

8、the competition.Eight out of ten respondents(82.5%)state they cant use AI to analyze contact center data today and almost three-quarters(72.5%)state they cant use AI to optimize chatbots or guided conversations.5.Improving digital service with AI is the most often cited(58.5%)CX technology initiativ

9、e by respondents who are increasing investment.6.On average,respondents anticipate 81%of all support interactions to be resolved at first contact within three years,and 59%resolved through self-service.7.Within three years,9 out of 10 respondents (91%)expect their organization to be mostly or fully

10、integrated across communication channels,compared to the 40%who say they are today.Channel integration has a strong correlation to customer loyalty and deposit retention.Respondents who are mostly or fully integrated are four times more likely to strongly believe that CX is a leading driver of custo

11、mer loyalty and deposit retention at their company.3Table of contentsI.CX is driving customer loyalty and deposit growth 05II.CX technology landscapeAI and omnichannel investment is on the rise 09 AI for automating more customer interactions through self-service 13 AI for empowering agents to resolv

12、e issues quickly and correctly 15 Resolving customer frustration through channel optimization 17III.Barriers to AI adoption and digital transformation 21IV.Conclusion 24V.Survey methodology and respondents 25Most banks and credit unions have been weathering the last several years of economic uncerta

13、inty by focusing on risk mitigation,cost-cutting measures,and finding new revenue streams.Rising interest rates have put significant pressure on their balance sheets,and incidents such as the run on Silicon Valley Bank in March of 2023 have highlighted the need to ensure deposit retention and liquid

14、ity.A vast majority of respondents to the Talkdesk 2024 CX in Banking Survey believe CX is vital for banks to increase customer loyalty and retention rates,as well as to grow and succeed.More than eight in ten respondents(82.5%)say CX is a leading driver of customer loyalty and deposit retention at

15、their company.I.CX is driving customer loyalty and deposit growth82.5%17.5%Strongly agree and somewhat agreeGraphic 1.Base:Total respondents,N=200“How much do you agree or disagree with each of the following statements about customer experience(CX)and employee experience(EX)at your company?”Neither

16、agree or disagreeCX is a leading driver of customer loyalty and deposit retention5Given the need for banks to maintain asset size in a challenging economy,its not surprising that almost all respondents(97.5%)agree that CX has grown as a strategic priority at their organization over the past year.Gro

17、wing customer expectations are also likely to account for this increased focusnearly every respondent agrees that customer expectations of banks and credit unions are higher than they were a year ago.While a very small percentage remain neutral,no respondents think that CX is shrinking in importance

18、 at their company or that customer expectations are decreasing.In line with how respondents think about the strategic impact of CX,acquiring new customers and deepening existing relationships are the focus of most CX investments at banks and credit unions.More than three-quarters of respondents(77.8

19、%)state that customer acquisition and deposit growth are the biggest factors in their organizations CX investment priorities today.All respondents are more focused in the short term on acquiring CX is a strategic priority and customer expectations are growingStrongly agreeSomewhat agreeNeither agree

20、 nor disagreeCX has grown as a strategic priority over the past yearOur customers expectations are higher than they were a year ago73%71.5%27.5%24.5%2.5%1%Graphic 2.Base:Total respondents,N=200“How much do you agree or disagree with each of the following statements about customer experience(CX)and e

21、mployee experience(EX)at your company?”new customers,however,respondents from banks and credit unions with less than$10B in assets under management(AUM)are almost twice as likely to focus on customer acquisition today than those at larger institutions(71%and 44%,respectively).6Customer acquisition t

22、oday,deposit retention and growth tomorrowGraphic 3.Base:Respondents with$10B AUM,N=100“Which of the following desired outcomes is the biggest factor in your organizations CX investment priorities today?Choose your top desired outcome.Which of the following desired outcomes is the biggest factor in

23、your organizations CX investment priorities in the next three years?Choose your top desired outcome.”71%44%8%13%22%43%30%35%35%5%10%56%Less than$10B AUMMore than$10B AUMTODAYTODAYIN THREE YEARSIN THREE YEARSCustomer acquisitionDeepening existing customer relationships or deposit growthCustomer reten

24、tion7Large banks(43%)are twice as likely to focus on deepening existing customer relationships today than small banks and credit unions(22%),according to respondents.However,looking forward three years,CX investment priorities for both small and large institutions are significantly more focused on c

25、ustomer retention(56%and 35%,respectively)and deepening relationships(30%and 35%,respectively)than customer acquisition (8%and 13%,respectively).Todays high interest rates have curbed demand for consumer and commercial loans,cutting off vital sources of revenue for all banks.The short-term focus on

26、customer acquisition might stem from a need to increase the number of deposit accounts to make up for lost revenue and ensure adequate funding.Additionally,beginning in 2023,an estimated$84T will be handed down to Millennials and Generation X in the greatest intergenerational exchange of wealth in h

27、istory.Small and large institutions are in fierce competition to establish new and deeper relationships with these important clients.The high-net-worth and commercial clients that make up the customer base at larger institutions typically have more complex needs and require more services,which may a

28、lso account for the higher focus by these institutions on deepening existing relationships in the short-term.Many of these clients may be concerned with the safety of their assets in the current environment and need additional reassurances,forcing larger institutions to devote more resources to redu

29、cing attrition and deposit flight.8With CX broadly seen as a strategic driver of customer loyalty,banks and credit unions are increasing their investment in supporting technology.Eight out of ten respondents(79.5%)say their organization plans to increase their investment in CX technology over the ne

30、xt three years,with more than half(56%)reporting an increase of at least 10%.II.CX technology landscapeAI and omnichannel investment is on the riseGraphic 4.Base:Total respondents,N=200“How is your organizations investment in CX technology changing over the next three years?”Change in CX technology

31、investment over the next 3 years18%38%23.5%20.5%More than 25%10%to 25%1%to 10%No change9Improving digital service with AI is the most often cited(58.5%)CX technology initiative by respondents who are increasing investment.Allowing customers to easily self-serve needs(47%),enabling self-service for m

32、ore complex needs(42%),improving integration of customer interaction channels(34%),as well as providing additional interaction channels(24%)are the next most cited CX investment initiatives.Improving digital self-service with AIAlowing customers to easily self-serve needsEnabling self-service for mo

33、re complex needsImproving our integrations of customer interaction channelsProviding additional customer interaction channelsMigrating legacy contact center technology to the cloudImproving employee efficiency with AI and automation58.5%47%42%34%24%22%19%Improving self-service with AI is the focus o

34、f most CX technology investmentsGraphic 5.Base:Total respondents reporting an increase in CX investment over the next three years,N=159“Since you are increasing your investment in CX technology,in which three initiatives is your organization increasing investment over the next three years to help de

35、liver on your CX goals?”10Large institutions are investing more aggressively in AI than their smaller counterparts.Respondents at banks with more than$10B in AUM are more than twice as likely to say they are increasing investment to improve digital self-service with AI(85.1%vs.35.2%)and four times a

36、s likely to say they are increasing investment to improve employee efficiency with AI and automation(31.1%vs.8.2%)than those at small banks and credit unions.Improving digital self-service with AIImproving employee efficiency with AI and automationLarge banks are leading with AIGraphic 6.Base:Respon

37、dents with$10B AUM that are increasing investment in CX technology,N varies“Since you are increasing your investment in CX technology,in which three initiatives is your organization increasing investment over the next 3 years to help deliver on your CX goals?”85.1%31.1%35.3%8.2%$10B AUM$10B AUMAllow

38、ing customers to self-service needs(62.4%)and integrating customer interaction channels(41.2%)are the top two CX investment priorities for respondents at banks and credit unions with under$10B AUM.There is significant evidence to support this increased investment in AI.Respondents that state their o

39、rganization has made progress toward leveraging AI capabilities are more than twice as likely than those who state otherwise to believe that delivering superior CX is a key differentiator for their organization(86.4%vs 39.7%);they can deliver consistent CX across channels(86.4%vs 38.3%);their contac

40、t center is a meaningful contributor to their CX strategy(79.7%vs 28.4%);and they can consistently link CX metrics to ROI(62.7%vs 20.6%).1186.4%39.7%86.4%38.3%79.7%28.4%62.7%20.6%Delivering superior CX is one of our organizations key differentiators.Delivering superior CX is one of our organizations

41、 key differentiators.Our organization delivers a consistent CX across customer service channels.Our organization delivers a consistent CX across customer service channels.Our contact center is a meaningful contributor to our CX strategy.Our contact center is a meaningful contributor to our CX strate

42、gy.Our organization can consistently link CX metrics to return on investment(ROI).Our organization can consistently link CX metrics to return on investment(ROI).Benefits of AI for CXThose who rate significant and moderate progress in implementing AI believeThose who rate poor and still needs improve

43、ment on their progress in implementing AI believeGraphic 7.Base:Respondents that have made significant and moderate progress implementing AI,N=59;Respondents that have made poor AI progress and still needs improvement,N=141“Please indicate your organizations progress in the following CX digital tran

44、sformation areas over the past year.”12AI for automating more customer interactions through self-serviceSince the release of ChatGPT by OpenAI in November 2022,the use of AI in the contact center has gained significant momentum.ChatGPTs natural language understanding and generation capabilities have

45、 demonstrated how interactions with AI-driven chatbots can be more human-like and effective,which is fostering greater trust in AI solutions to resolve issues faster and without the need for human intervention.There is a general belief among respondents that banks and credit unions are not leveragin

46、g AI to its full potential.Most respondents(58.5%)believe their organizations ability to leverage AI capabilities(e.g.,generative AI,NLP,NLU,NLQA,ML)is behind the competition.The most common AI capabilities in place today according to respondents are intelligent contact routing(52%),voice biometric

47、authentication(44.5%),and virtual customer assistants for self-service(33%).Looking forward,the AI capabilities most often reported by respondents as planned investments for their companies include analyzing contact center data for actionable discoveries and insights(82.5%),optimizing chatbot or gui

48、ded conversations(72.5%),and virtual customer assistants for self-service(65.5%).Across the eight AI capabilities asked about,more than half of respondents state they plan to invest in at least seven of these capabilities within the next three years,highlighting the importance AI will play across th

49、e industry.Intelligent contact routing is the only capability with less than half(47.5%)planning to invest,however,52%of respondents say they have it in place today.13Banks and credit unions are also expecting these AI investments to have a big impact on their first contact resolution rates(FCR)and

50、self-service rates.On average,respondents anticipate 81%of all support interactions to be resolved at first contact within three years,up 14 percentage points from today.Additionally,respondents that reported their self-service rate believe,on average,that almost six out of ten (59%)interactions wil

51、l be resolved through self-service.67%81%FCR todayFCR in 3 yearsFirst contact resolution rates today and in three yearsGraphic 9.Base:Total respondents reporting first contact resolution rate,N=55“On a scale of 0%to 100%,what is your first contact resolution rate(FCR)today,and what do you hope your

52、FCR will be in 3 years?FCR is the percentage of support interactions that are resolved within the first contact between a customer and a live agent or automated support bots.If you are not sure,simply say,Pass.”Intelligent contact routing52%47.5%0.5%Voice biometric authentication45%54%1.5%Virtual cu

53、stomer assistants for self-service33%65.5%1.5%Optimizing chatbots or guided conversations21%72.5%7%Analyzing contact center data for actionable discoveries and insights8%82.5%10%Agent workforce scheduling7%47.5%0.5%Speech to text analytics of sentiment or topics6%63%31%Real-time contact center data

54、erroer detection and alerts3%57%40%Graphic 8.Base:Total respondents,N=200“How will your investments into the following AI capabilities change in the next three years?”Firms are planning large increases in AI technologyIn place todayNot in place today,but plan to invest in the next 3 years.Not in pla

55、ce today,with no plans to invest in the next 3 years.14AI for empowering agents to resolve issues quickly and correctly Significantly more respondents are prioritizing deeper investment in AI functionality(77.5%)for CX than for employee efficiency(47%).However,when breaking out by size,three-quarter

56、s(73%)of respondents from organizations with more than$10B AUM strongly agree or somewhat agree that deeper investment in AI functionality for employee efficiency is a priority.54%53%58%19%5%40%25%77%Graphic 10.Base:Respondents with$10B AUM,N=100“How much do you agree or disagree with each of the fo

57、llowing statements about customer experience(CX)and employee experience(EX)at your company?”Large banks are investing in AI for CX and EXDeeper investment in AI functionality for CX is a priority.Deeper investment in AI functionality for CX is a priority.More than$10B AUMLess than$10B AUMDeeper inve

58、stment in AI functionality for employee efficiency is a priority.Deeper investment in AI functionality for employee efficiency is a priority.41%7%15%2%Strongly AgreeSomewhat AgreeNeither Agree nor Disagree15Just one in five respondents(21%)from organizations with under$10B AUM believe their bank or

59、credit union will deepen their investment in AI for EX.It is notable that there is little conviction among respondents that small institutions will follow through on these investmentsless than one in ten(7%)strongly agree that their company will deepen their investment in AI for CX,and 2%strongly ag

60、ree it will deepen their investment in AI for EX.Interestingly,many of the challenges agents are facing today can be eased by AI and automation.The three biggest challenges customer-facing associates have in resolving customer issues are incomplete information about customers(88.5%),navigating too m

61、any systems,screens,or applications(77%),and navigating too many processes(76%).Despite the smaller number of respondents that believe their company will deepen their investment in AI functionality to improve employee efficiency,most believe AI for EX is a high priority.The majority of respondents(6

62、1.5%)state making agents more effective in supporting customers with AI is one of the three most important priorities for their CX strategy over the next three years.Biggest challenges for customer-facing associates in resolving issuesThey have to navigate too many processes.They cant access the rig

63、ht information about our products.They have limited bandwidth due to high volume of inquiries.They dont know how to resolve customer issues.They have incomplete information about customers.89%76%16%They have to navigate too many systems,screens,or applications.77%41%2%Graphic 11.Base:Total responden

64、ts,N=200What are the three main challenges that your organizations customer-facing associates have in resolving customer issues?16Resolving customer frustration through channel optimizationAll respondents(100%)state that their bank or credit union uses email,phone,and SMS/text to engage with their c

65、lients,and nearly all report using live chat via an application(97.5%)or on their website(96.5%).The channels most likely to be added within the next three years align with expected investments in AI and self-service,and include voice-based virtual agents(69%),chatbots on websites(63%)and applicatio

66、ns(62%),and video chat(48%).Graphic 12.Base:Total respondents,N=200“Which types of customer engagement channels does your organization have in place today,and which ones will your organization have in place in 3 years?”Channels most likely to be added within the next 3 years69%62%63%48%Video chatDig

67、ital virtual agent(chatbot in-app)Digital virtual agent(chatbot on website)Voice-based virtual agent17Customers,however,are more frustrated by lack of channel integration than lack of channel options.When asked what are the leading causes of customer frustration when dealing with support,eight out o

68、f ten respondents(80%)blame disjointed experiences moving across channels.Two-thirds of respondents also point to needing to repeat information(68.5%),and difficulty accessing information or support(63.5%)as leading causes of customer frustration.Graphic 13.Base:Total respondents,N=200“What are the

69、leading causes of customer frustration at your organization when dealing with support?”Customers are frustrated trying to move between channelsDisjointed experiences moving across channelsRedundancies in interactions(e.g.,needing to repeat information)Difficulty accessing information or supportLong

70、wait timesBeing transferred multiple times in an interactionBeing provided inaccurate or irrelevant information80%68.5%63.5%42%28%18%12003400560018Given that a majority of respondents(60.5%)state they have some or limited channel integration today,these findings are not surprising.Respondents at org

71、anizations with more than$10B AUM,however,report significantly higher levels of channel integration than their peers at smaller banks and credit unions(68%vs.10%,respectively).Larger institutions typically have greater IT budgets and access to additional resources that have helped them accelerate th

72、eir digital transformation initiatives.Level of channel integration todayChannel integration at large institutions is significantly more mature Graphic 14&15.Base:Total respondents,N=200“What degree of channel integration(i.e.,how seamlessly a customer can transition from channel to channel without

73、interruption or loss of context)does your organization have among its customer engagement channels,and what degree of channel integration do you expect to have in place in three years?”39%49%11.5%0.5%Fully integratedMostly integratedSome integrationLimited integrationFully integratedMostly integrate

74、dSome integrationLimited integration0%10%70%20%1%68%28%3%More than$10B AUMLess than$10B AUM19Banks and credit unions of all sizes,however,are determined to address this customer pain point and have made channel optimization a significant priority.Within three years,nine out of ten respondents(91%)ex

75、pect to be fully or mostly integrated across engagement channels.These are important investments,as channel integration has a strong correlation to customer loyalty and deposit retention.Respondents who are mostly or fully integrated are four times more likely to strongly believe that CX is a leadin

76、g driver of customer loyalty and deposit retention at their company.27.5%63.5%3.5%5%Fully integratedMostly integratedSome integrationLimited integrationChannel integration in three yearsGraphic 16.Base:Total respondents,N=200“What degree of channel integration(i.e.,how seamlessly a customer can tran

77、sition from channel to channel without interruption or loss of context)does your organization have among its customer engagement channels,and what degree of channel integration do you expect to have in place in three years?”20III.Barriers to AI adoption and digital transformationBanks are making mod

78、erate progress toward their digital transformation goals,but across all seven categories asked about,only around 10%of respondents report significant progress.Approximately one in three respondents(34.5%)are still struggling with core transformation initiatives such as migrating CX technology system

79、s to the cloud.Moderate progress on core digital transformation initiativesGraphic 17.Base:Total respondents,N=200“Please indicate your organizations progress in the following CX digital transformation areas over the past year.”Integrating customer experience solutions(e.g.,core banking processor,co

80、ntact center CRM)Improving back office process efficiencyImproving the use of data analyticsMigrating legacy CX tecnology systems to the cloud10.5%84.5%68.5%66%57.5%5%22%23%1%1%35%9.5%10%7.5%Signficant progress.We are ahead of our competitors.Still needs improvement.We are behind our competitors.Mod

81、erate progress.We are at parity with our competitors.Poor.We have fallen behind the market.21Challenges consolidating customer data(62.5%),integrating new technologies(51.5%),as well as collecting quality data(50%)are the biggest barriers to digital transformation at banks and credit unions accordin

82、g to respondents.Finding and retaining IT and customer service staff are also notable barriers for large numbers of organizations.Respondents from larger institutions are significantly more concerned about consolidating and using customer data as part of their digital transformation initiatives than

83、 those at smaller banks and credit unions(79%vs 46%).Smaller banks,however,are fighting a more uphill battle for executive sponsorship.One-third of respondents(35%)state they lack resources or funds for digital transformation initiatives,and another one in five(20%)directly point to lack of leadersh

84、ip support as a barrier.The barriers to implementing new AI solutions are fairly consistent across large and small organizations with a few notable exceptions.Challenges with consolidating and using customer dataComplications integrating new technology with existing capabiltiesChallenges collecting

85、quality dataFinding and retaining technical and IT staffFinding the right technology solutionsFinding and retaiing customer service staffLack of resources or fundsMisalignment in processes and priorities relating to customer experienceLack of support from leadershipLimitations of legacy contact cent

86、er technology50%17.5%15.5%12%6.5%33.5%30.5%20.5%Key barriers to digital transformationGraphic 18.Base:Total respondents,N=200“What are the three key barriers your organization faces when trying to progress in your CX digital transformation?”62.5%51.5%22Approximately two-thirds of respondents from sm

87、all and large organizations cite resistance to change(69%and 63%,respectively)and insufficient availability of talent to maintain it(64%and 61%,respectively)as leading barriers to AI implementation at their organization.Job displacement by AI is a common fear of many workers today and can result in

88、some pushback as companies try to understand the best path forward.The novelty of the technology also underscores the need for more experienced IT staff and engineers to maintain these systems.Larger organizations,however,are significantly more concerned about lack of quality data(74%vs.51%)and insu

89、fficient availability of talent to build it(30%vs 5%),according to respondents,than smaller organizations.The complexity of systems and number of departments at larger institutions can often result in data silos and incomplete data.These systems also require more experienced engineers and data scien

90、tists to implement and maintain,which might account for the greater concern over the availability of talent.Resistance to changeInsufficient availability of talent to maintain itLack of quality dataUncertain of return on investmentInsufficient availability of talent to use itLack of understanding of

91、 the business potential of AILegacy contact center technologyLack of strategic visionSecurity and confidentiality risksInsufficient availability of talent to build itLarge and small organizations face the same challenges implementing AI69%63%64%61%51%74%51%17%21%27%17%14%9%10%8%2%5%2%5%30%Graphic 19

92、.Base:Respondents with$10B AUM that are increasing investment in CX technology,N=100“What are the three key barriers your organization faces when trying to implement new AI solutions?Choose your top three barriers among the options available.”Respondents with$10B AUM23There is industry-wide recognit

93、ion that CX is critical for banks and credit unions to drive long-term profitability and stability.It directly influences how customers perceive the institution and their overall satisfaction.A positive CX builds trust and encourages customers to keep their deposits and financial relationships intac

94、t and contributes to the banks overall resilience in challenging economic conditions.Organizations that successfully leverage AI in their CX initiatives and contact center are positioned to enjoy significant advantages,including enhanced customer engagement,cost savings,and a competitive edge.Howeve

95、r,the journey to deeper AI integration is not without its challenges,including data privacy concerns and the need for ongoing staff training.Smaller banks and credit unions are in danger of falling behind their larger competitors in the use of AI,and CX professionals at those institutions may need t

96、o build stronger use cases to convince their leadership of the advantages and calm concerns.This research has also shed light on the strides made by banks and credit unions in unifying customer experiences across various communication channels and touchpoints.The survey underscores how an omnichanne

97、l strategy,which seamlessly integrates agent-led support with AI-driven self-service options,is becoming the cornerstone of modern customer service in the banking industry.This approach not only improves customer satisfaction,but also empowers institutions to better meet the diverse needs and prefer

98、ences of their clients.As banks plot a course forward,they need to take steps to strengthen their competitive position through client retention,taking advantage of market growth opportunities,and reducing costs.It is evident that there is a spectrum of progress within the industry,with some organiza

99、tions leading the charge and others still on the path toward full CX maturity.Embracing the transformative power of AI and unified omnichannel experiences will be essential to deliver exceptional customer experiences and maintain a competitive edge in the financial services industry.IV.Conclusion24S

100、urvey methodsThe survey consisted of 34 questions,many of which included sub-questions with response matrices.Survey questions were designed for individuals with knowledge of customer service/support operations and with partial or full responsibility for customer experience within their organization

101、.The survey was commissioned by Talkdesk and conducted by Worldwide Business Research USA,LLC(WBR).Completion of the survey was voluntary and no other compensation was offered or provided.V.Survey methodology and respondents20034professionalsquestions25Global Bank:11%National Bank:41.5%Community Ban

102、k:14.5%Credit Union:15%Building Society:7%Co-Operative Bank:10%Sociedades Cooperativas or Cooperativas:1%Type of organizationBase:Total respondents,N=200|“What type of organization do you represent?”C-Suite:29.5%Senior Vice President:4%Vice President:18%Head of Department:24.5%Senior Director:1.5%Di

103、rector:22.5%SeniorityBase:Total respondents,N=200|“What is your seniority?”Customer Experience:42.5%Member Experience:8%Contact Center:9%Credit Union:15%Contact Center Operations:3%IT:37.5%Role in the organizationBase:Total respondents,N=200|“What is your role?”United States:20%Brazil:7.5%United Kin

104、dom:10.5%Mexico:7.5%Canada:10%Australia:7.5%Germany:10%Singapore:7.5%France:9.5%Columbia:5%Malasya:5%RegionBase:Total respondents,N=200|“In what region is your organizations headquarters?”Up to$500 million:12.5%$500 million to$1 billion:14.5%$1 billion to$5 billion:11.5%$5 billion to$10 billion:11.5

105、%More than$10 billion:50%Asset sizeBase:Total respondents,N=200|“What is your organizations asset size?”Survey respondentsA total of 200 respondents from financial services institutions were surveyed to generate the results in this report.All of the respondents are final decision makers(13.5%),part

106、of the team that makes decisions(32%),or influencers(54.5%)of their companys investments in contact center software.Half of the respondents are from companies that manage more than$10 billion in assets.The companies represented in the study are from a variety of countries,including the United States

107、(20%),the UK(10.5%),Canada(10%),Germany(10%),and France 9.5%).26Drive exceptional business outcomes with the AI-powered cloud contact center platform built for banking.LEARN MORE27+1(888)743-3044 Talkdesk is a global AI-powered cloud contact center leader for enterprises of all sizes.Talkdesk CX Clo

108、ud and Industry Experience Clouds help enterprises deliver modern customer service their way.Our trusted,flexible,and innovative contact center platform leverages AI and automation to drive exceptional outcomes for their customers and improve the bottom line.Learn more and take a self-guided demo at .2023 Talkdesk,Inc.All Rights Reserved Worldwide.Unauthorized use,duplication,or modification of this document in whole or in part without the written consent of Talkdesk,Inc.is strictly prohibited.