2025垂直市场研究：AI时代下银行、金融与保险行业客户体验的再思考

Rethinking Banking, Finance &Insurance CX In The Age Of AI Introduction Not simply on the radar, artificial intelligence (AI) is irrefutablythefocusfor customer contact leaders. Going into 2025, all but 1% confirmed plansto maintain or increase their investment levels in the technology. Many,moreover, identified AI-powered solutions like chatbots, agent assistinterfaces, and advanced analytics tools, as their leading technology pursuits. Table of Contents Introduction2About The Author3Methodology & Demographics3Key Findings4Understanding Today’s Customers and Employees5AI For BFSI: Risks of Pursuing Rewards9Will Self-Service Truly Empower The BFSI Customer?11Intelligently Augmenting the Workforce15Elimination or Enhancement: Banking Experiencesin an Era of AI and Digital Transformation18Practicality Guide21AI for the Modern BFSI Contact Center22Meet the Team272025 Editorial Calendar28 Among banking, financial services, and insurance (BFSI) organizations, the AIgold rush is generating special interest. On the one hand, they fervently crave – and frankly utterly require – thetechnology’s theoretical benefits. The ability to exponentially scale theirsupport operations is an essential way to deal with notoriously heavy contactvolumes. The opportunity to uncover robust insights empowers the predictive,personalized engagement that is vital to attracting and retaining customers. Thechance to “automate simple issues so agents can focus on complex ones” is ameans of ensuring customers dealing with high-stakes financial or livelihoodmatters have access to critical human, empathetic support. On the other hand, they are uniquely vulnerable to the technology’s mostnotable risks. Subject to intense regulatory scrutiny, they have no tolerancefor noncompliant communication. Dealing with high-value interactions, theyhave no room for inaccurate or inconsistent messaging. Handling highlyemotionalconversations, they cannot afford a perception that they are“deflecting” matters with automation. How are BFSI organizations weighing their concerns? How will they leverage AIto address the most critical customer and employee demands and frustrations?How will the AI revolution impact the future of omnichannel banking? To answer these questions, CCW Digital is proud to share its inauguralvertical-specific market study. The product of research fromexclusivelywithin the BFSI community, it replaces the “broad industry trends” foundin most whitepapers with targeted, actionable insights. Methodology &Demographics About The Author Brian CantorPrincipal Analyst, CCW DigitalCustomer Management PracticeC U S T O M E RGP R A To understand how finance and insurance firms arerethinking their customer and employee experiencesin the age of AI, CCW Digital issued a comprehensivesurvey in March 2025. Brian Cantor is the principal analyst and directorfor CCW Digital, the global online community andresearch hub for customer contact professionals. Inhis role, Brian leads all customer experience, contactcenter, technology, and employee engagementresearch initiatives for CCW. CCW Digital’s articles,special reports, commentaries, infographics, executiveinterviews, webinars, and online events reach acommunity of over 170,000. The survey panel exclusively consisted of leaders fromBFSI organizations. Seventy-eight percent (78%) ofrespondents oversee their organizations’ contact centeror customer experience teams, with the balance leadinginformation technology, operations, sales, or marketing. When it comes to technology investments, all panelistswere either direct decision makers or significantinfluencers. Approximately 32% hold VP or C-levelpositions, with 52% operating as directors or senior/managing directors. The remaining are senior managersin their respective organizations. A passionate advocate for customer centricity, Brianregularly speaks on major CX conference agendas.He also advises organizations on customer experienceand business development strategies. The typical survey respondent represented a mid-size orlarge organization; half of such organizations employ atleast 1000 full-time workers. Key Findings BFSI leaders are open to self-service, but many donot believe it should be an option, let alone thedefault option, for certain issues. The top areas ofhesitation include highly emotional issues and claimor compensation disputes. BFSI leaders see their customers as uncompromisingones, noting that they demand convenient digital andself-service options yet also seek 24/7/365 access tolive agent support. These customers, similarly, seek acombination of speedandpersonalization whenselecting a finance or insurance provider. Interestingly, most leaders are theoretically open toletting customers use self-service for mattersinvolving payments or sensitive information. The keywill be creating an operating ecosystem that providesthe necessary level of accuracy, consistency, security,and compliance. More than nine-in-ten BFSI organizatio