Artificial intelligence can integrate two marketing tactics—getting the right offers to customers at the right time and delivering great post-sales service—to make the customer experience even better.
For every brand, helping customers make purchase decisions by delivering on their needs is a top priority. But that’s not as easy as it sounds. A surge in digital channels and hybrid online-offline journeys along with heightened customer expectations have complicated brands’ desire to create and deliver a dynamic experience that equips customers with the right information and incentives—when they need it most.
Deloitte surveyed 11,500 global consumers to better understand what information they found most helpful while making purchase decisions across a variety of product and service categories. Two tactics stood out: timely offers and knowledgeable customer service (figure 1). In fact, across eight sectors, respondents cited a “timely offer” most often,
with “knowledgeable customer service” as the second-most helpful option in six categories. These two dimensions routinely outperformed customised recommendations, free trials and samples, no-hassle returns and cancellation policies, and augmented technology (such as virtual showrooms).
Building on that feedback, brand marketers and customer experience leaders should be asking: How can we get the best offer in front of our customers—when they need it most—and equip service agents with the right information to offer those customers a level of service that helps them make the best purchase decisions?
We believe the answer is to optimise artificial intelligence (AI) within the customer experience—achieving harmony between human tasks and machine capabilities.1
We believe the answer is to optimise artificial intelligence (AI) within the customer experience—achieving harmony between human tasks and machine capabilities.
A dynamic experience for customers means delivering the assistance and information they need, whenever, wherever and however they want it. One prong of this is the utilisation of AI that has enabled brands to deliver more personalised and creative marketing material and helped predict customer behaviour. Designing and deploying an AI strategy that assists customers in their moment of need may be the most effective way to ensure the right offers meet customers at any point in their customer journeys.
However, AI isn’t enough. For instance, a self-service chatbot without live service may convey to the customer that the company prioritises cost savings over helpfulness. That’s where the human side of contact centres comes in.
Employing customer agents as part of a dynamic experience serves a twofold purpose for brands: It embeds humanity within their customer journey and creates an opportunity to expand the view of customer service beyond the point of sale. For instance, each customer interaction gives agents a captive audience to whom they can upsell. Our recent contact centre survey found that more brands are viewing their contact centres as revenue generators rather than mere cost centres—and this is driving investment strategies for many businesses. In fact, the number of respondents who have revenue generation as their No. 1 strategic priority is projected to double over the next 24 months. (At the same time, cost reduction is expected to shrink by 32% over the same time period.)2
Promisingly, AI and contact centre strategies don’t need to be mutually exclusive.
Often, brands use AI solutions to focus on a particular piece of customer service, such as using data to identify timely offers. However, when AI is embedded with purpose and planning into critical parts of the entire experience—producing timely offers and providing relevant insights to contact centres—it can create a more holistic customer service solution.
So, instead of treating AI and contact centres as siloed investments, each with its narrow purpose, marketers should aim to create a more integrated machine-human handoff to better serve customers and support employees.3 What does that look like?
Ideally, brands would use AI to embed data insights throughout the customer journey to produce the most relevant offers. For an extra layer of personalisation, AI can serve as an “agent-assist”: When powered with human-centred design, AI can provide service representatives with relevant information as they serve customers to help the latter make the right decision.
Take a typical customer interaction from one global travel and hospitality company with a reputation for fantastic customer service.4 AI and integrated data immediately let the service agent know the customer’s travel itinerary, where they may have had trouble completing a booking on the site, what in-person experiences or outings they plan to attend during their travel and—after addressing the customer’s issue—provide a cross-sell or upsell opportunity, if appropriate.
While this company may be considered an early adopter, it will not be alone for long. Results from the contact centre study show that 79% of contact centre leaders plan to invest in greater AI capabilities in the next two years.5
Consider VMware, a global business-to-business technology company. From providing more tailored recommendations to customers around timely security updates to better equipping customer call centre employees with clearer guidance, AI is changing how VMware holistically delivers on the customer experience. And chief marketing officer (CMO) Carol Carpenter makes a point that “it’s meant to supplement our technical advisers and customer success folks, not replace them.”6
Implementing a dynamic end-to-end strategy necessitates a real understanding of your current customer experience, including the opportunities to improve it.
To begin, brands should have a clear picture of their customers—perhaps employing a customer data platform that can integrate the vast amounts of data collected from disparate sources.
Next, marketers should look at how they’re currently bringing data insights to life. And encouragingly, they don’t need to be data scientists to bring these capabilities to their organisation. Between more enterprise software-as-a-service platforms embedding AI capabilities directly into the product suite and cloud-based machine learning capabilities offered by multiple vendors, marketers can think less about the technology and more about the strategic application of it to transform a customer journey.7
Australia-based travel and hospitality company Crown Resorts went through a similar transformation. CMO Nic Emery started with mapping out the customer journey and understanding what points make the biggest differences in the customer experience—and part of that was helping ensure the right technology was in place to provide great personalisation at scale. Emery describes the process as starting with putting the data in one place and overlaying it with a cloud-based customer relationship management system to “feed the critical parts of interactions our front-of-house staff needs today.” By doing so, Crown Resorts is uncovering “small windows,” such as acknowledging a loyal customer’s birthday when visiting any of their properties, that “will make quite a big difference to the experience customers will have.”8
To better appreciate the customer experience—and its potential deficits—consider these three key tasks:
Bill Beck, CMO of the health insurance company Anthem, explains how Anthem is embedding AI in all of its channels, from digital self-service tools to call centres: “We are using AI to understand why a member is potentially calling us—and how we can provide service for them when they call. For example, if it’s a benefits question, we can get ahead of it before they call, so that we can quickly take care of them.”9 This also provides time for its associates to serve members in more proactive ways, such as promoting nutrition plans to individuals who may be at higher risk for diabetes.
Ultimately, AI tools are available to help marketers and customer service leaders create an end-to-end customer experience that seamlessly blends AI and human service—to better serve customers and the bottom line.
The Global Marketing Trends Executive Survey polled 1,099 C-suite executives from global companies located in the United States, France, Japan, the United Kingdom and the Netherlands in April 2021. This survey asked chief executive, marketing, information, finance, operating, legal and human resource officers their thoughts on a variety of topics driving the evolution of the marketing function.
The Global Marketing Trends Consumer Survey polled 11,500 global consumers, ages 18 and above, in May 2021 across 19 countries.
See the introduction to learn more about both studies.
Digital technology has changed the face of business. Across the globe, Deloitte Digital helps clients see what’s possible, identify what’s valuable, and deliver on it by combining creative and digital capabilities with advertising agency prowess and the technical experience, deep business strategy and relationships of the world’s largest consultancy. Deloitte Digital empowers businesses with the insights, platforms and behaviours needed to continuously and rapidly evolve to perform beyond expectations.