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Top 3 questions that customer service and support leaders are grappling with in 2024

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  • In 2024, customer service and support leaders are facing a rapidly evolving landscape where traditional contact center practices are being challenged by emerging technologies, customer expectations, and new business imperatives. The current approach, focused on single touchpoints where customers reach out through their preferred communication channels, now requires transitioning to a more comprehensive model. This ideal model would give organizations a complete view of the customer’s experience with the product and service at every stage of their journey with the brand. As they navigate these changes, three key questions emerge as main points for their priorities and investments:

    How can customer service leaders effectively include technology innovation within Self-Service?

    Self-service has long been touted as a cost-effective solution to enhance customer experience and streamline operations. However, many leaders are facing challenges in realizing the promised benefits. Despite significant investments in self-service platforms, the returns have not always been evident.

    From a recent survey, 75% of leaders reported that they see self-service as a challenge in 2024. The main challenge lies in managing investments in self-service and making it effective with the growing demand for personalized & human-centric interactions.

    Therefore, service leaders are grappling with questions surrounding the effectiveness of self-service initiatives, concerns about customer adoption, and the maturity of available technologies.

    However, the leaders cannot write off self-service as Millennials and Gen Z customers show a preference for self-service or no-service mindset, highlighting the importance of focusing on self-service to meet evolving customer expectations by marring it with evolving technological advancement.

    To address these challenges, service and support leaders are advised to focus on customer education, integrate self-service seamlessly into the customer journey, and leverage analytics to identify and prioritize areas for improvement.


    What are the risks and opportunities associated with implementing Generative AI in customer service operations?

    The rise of generative AI presents both opportunities and challenges for service and support organizations. While it promises to revolutionize customer interactions and enhance operational efficiency by building customer relationships with the brand during interactions, there is considerable uncertainty surrounding its implementation and impact. Hence, there are two groups of contact center leaders – the “wait and see” group, skeptical about Gen AI’s maturity, and the “early movers” group, proactively exploring and learning from Gen AI to be ready for future advancements and lay the groundwork for ambitious projects.

    As the executives explore the potential of generative AI, some of the major barriers include technology immaturity, ethical concerns, data exposure, content quality issues, and uncertainty about its practical applications.

    To effectively leverage generative AI, service, and support, leaders must prioritize use cases that align with their business objectives (For eg, faster resolutions or personalized interactions), collaborate with cross-functional teams to mitigate risks and remain vigilant about ethical considerations and data privacy.

    How can we effectively leverage Customer Journey Analytics (CJA) to enhance the customer experience across multiple channels?

    Customer Journey Analytics (CJA) is becoming a priority investment for service and support leaders in 2024 as they’re seeking to gain deeper insights into customer interactions and behaviors across multiple touchpoints, as the CJA tools can allow them to orchestrate customer journeys in real-time. Customer Journey Analytics (CJA) is becoming a priority investment for service and support leaders in 2024.

    By capturing and analyzing data throughout the customer journey, organizations can identify pain points, optimize processes, and deliver more personalized experiences.

    However, the adoption of CJA is still in its early stages, with many leaders grappling with questions about its relevance, implementation challenges, and organizational alignment. Moreover, it is important to have a clear foundation, including up-to-date journey maps, before investing in CJA tools. The second layer includes involving prospective vendors and evaluating their offerings based on identified improvement areas.

    To harness the power of customer journey analytics, service and support leaders must prioritize data governance and integration efforts, cultivate a culture of data-driven decision-making, and collaborate closely with cross-functional teams to align objectives and priorities.

    In conclusion, service and support leaders in 2024 are confronted with complex and multifaceted challenges that require careful consideration and strategic planning. By addressing these top three questions—regarding self-service, generative AI, and customer journey analytics—they can navigate the evolving landscape, drive innovation, and deliver exceptional experiences for their customers.

    To keep pace, your business needs to invest in modern technology that offers fully automated QA tools that understand the customer intent behind entire conversations — not just keywords and phrases. The right solution will also be easy to set up, deploy, and manage, making it simple to track the customer experience in real-time and adjust your strategy as needs change.

    To learn more about what to look for in an AI-powered QA platform, check out our free buyer’s guide. Better yet, take Level AI for a spin today by requesting a free demo.