重新思考人工智能时代的银行、金融和保险客户体验

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 assist 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 Guide21How AI Supports a Deeply Personalized BFSI Journey22Meet the Team282025 Editorial Calendar29 Among banking, financial services, and insurance (BFSI) organizations, the AI 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. The 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 highly How are BFSI organizations weighing their concerns? How will they leverage AIto address the most critical customer and employee demands and frustrations? 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” found Methodology &Demographics About The Author Brian CantorPrincipal Analyst, CCW DigitalCustomer Management Practice To understand how finance and insurance firms arerethinking their customer and employee experiencesin the age of AI, CCW Digital issued a comprehensive 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, The survey panel exclusively consisted of leaders fromBFSI organizations. Seventy-eight percent (78%) ofrespondents oversee their organizations’ contact center 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/ A passionate advocate for customer centricity, Brianregularly speaks on major CX conference agendas.He also advises organizations on customer experience The typical survey respondent represented a mid-size orlarge organization; half of such organizations employ at 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 claim 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 a 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 provides More than nine-in-ten BFSI organizationsacknowledge a challenge with customer churn anddisengagement. Beyond a failure to achieve thosedualities, this churn is a product of attractive offers Confident that the technology will augment the agentexperience, most BFSI leaders believe AI will result in BFSI leaders cite “agent effort” and “agent flexibility”as the two greatest drivers of employee engagement.The majority also recognize the importance of BFSI leaders believe in an omnichannel world, with52% declaring that customers should be able to They also believe in a human-centric one,with 56% calling “humanity” a core part of their AI is a theoretical pathway to those outcomes, but itis still spurring fear among today’s BFSI employees. As they work to overcome those fears, BFSI leadersare also mindful of other potential AI risks andconcerns. The chief examples include compliance, Today’s BFSI leaders acknowledge their customers asdigitally driven, uncompromising ones. About 62% feeltheir customers expect the ability to handleall issuesindigital channels. These digital experiences cannot be In a similar “cake and eat it too” scenario, 60% saycustomers evaluate experiences based on the level ofpersonalization, while 56% believe they are judged on