【行业研报】虚拟代理技术的价值_市场营销策划_重点报告20230703_doc.docx

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1、BenchmarkInsightsTheva1ueofvirtua1agenttechno1ogyImprovecustomerserviceandboostfinancia1resu1tswithA1-enab1edsystemsIBMInstituteforBusinessVa1ueHowIBMCognitiveCarecanhe1pWor1d-renownedbrandshavetransformedtheircontactcenterswithIBMCognitiveCareacustomerengagementcenterpoweredbydata,A1,andhybridmu1ti

2、-c1oudtechno1ogythatdynamica11ysupportsbothcustomersand1iveagents.IBMCognitiveCarecanhe1pyourenterpriseachievenoton1yatechno1ogyandprocesstransformation,buta1soa1astingcu1tura1shiftinyourorganization.Formoreinformation,ByJoePetrone,Gi11ianOrre11,andCaro1ynHe11erBairdKeytakewaysSignificantfinancia1be

3、nefits99%ofstudyrespondentsreportreductionincostpercontactasaresu1tofusingvirtua1agenttechno1ogy(VAT).ArecentForresterConsu1tingstudyestimatedthata1argeorganizationthatimp1ementsVATcanachieve$5.50costsavingspercontainedconversation.1Ourana1ysisrevea1sanaveragecontainmentrateof64%witha38percentage-po

4、intswingfromhighestto1owest.94%ofVAT1eadershavea1readyachievedorexceededtheirbusinesscase.SatisfactionscoresincreaseSomeorganizationsfearVATcou1dcausesignificantdecreasesincustomerandemp1oyeesatisfaction.However,wefoundaverageimprovementsof8and7percentagepointsincustomerandagentsatisfaction,respecti

5、ve1y.Averagehumanagenthand1etimedroppedby12%.VAT1eadersachieveevenmore:averageimprovementsof12and9percentagepointsincustomerandagentsatisfactionanda15%reductioninhand1etime.1eadersimp1ementedear1y,integratedVATwithbackendsystems,andtraineditonhighvo1umesofcontacts.Risingtothecha11engeWhenCOVID-19str

6、uck,organizationswithmatureVATcapabi1itiesrapid1yexpandedoperationstosupportbusinesscontinuity.Themajorityoftheseorganizationssawanincreaseincustomersatisfaction.FarbeyondexperimentationVirtua1agenttechno1ogy(VAT)ishavingitsmoment.Ifyou,verecent1yca11edacompany,scustomercarenumberorconductedanon1ine

7、chataboutaservice,product,orpayment,thereisagoodchanceyouwereinteractingwithvirtua1agenttechno1ogy.VAT,spopu1arityissurgingbecauseofthetechno1og/sseemingabi1itytodoeverything:betterservecustomers,enhanceemp1oyeeexperience,reducecosts,andincreaserevenue.TheCOVID-19pandemichasrocketedVATadoptionintohy

8、perdrive.Foremergencysituations,whenspeedandsimp1icityaremissioncritica1,out-of-the-boimp1ementationscango1iveinamatterofhours.However,companiesthatthoughtfu11ydesign,deve1op,anddep1oyVAThavethepotentia1toun1ockevenmoreva1uefortheirorganizationsandtheirusers,betheycustomers,emp1oyees,orhumanagents.U

9、nti1now,actua1dataaboutVATperformancehasbeen1imitedtoindividua1casestudies,makingitdifficu1tfororganizationstoderivemeaningfu1comparisons.Asweembarkedonthisresearch,wekneworganizationsneededanswerstofourkeyquestions:-HowefficientisA1-enab1edVAT?Whatarethekeyattributesandpracticesthatdriveva1uefromVA

10、T?WhatistheimpactofA1-enab1edVAToncustomers,endusers,andhumanagents?WhatimpactdoesVAThaveonorganizations*financia1performance?99%ofrespondentsreportanincreaseincustomersatisfactionasaresu1tofusingvirtua1agenttechno1ogy.20%istheaveragecontributiontohumanagentsatisfactionattributedtovirtua1agenttechno

11、1ogy.96%exceeded,achieved,orexpecttoachievetheiranticipatedreturnoninvestmentfortheirvirtua1agenttechno1ogyimp1ementation.Ourana1ysisrevea1edthatVATishavingapositiveimpactonnear1yeverymeasure,inc1udingcustomersatisfaction,emp1oyeesatisfaction,andrevenue,andaremarkab1yhighproportionofrespondents(96%)

12、haveexceeded,achieved,orexpecttoachievetheiranticipatedROI.Armedwithdetai1edmetricsandbenchmarks,decisionmakerscannowassesstheircurrentandproposedVATinitiativeswithfargreaterspecificityandre1evancy.Theycanusethisinformationtodeterminetherightenhancementsfortheircustomercareorservicedeskso1utions,nom

13、atterwheretheymaybeontheirdigita1journey.OurstudyapproachTheIBMInstituteforBusinessVa1ue(IBV),incooperationwithOxfordEconomics,surveyed1,005respondents,across12industriesand33countries,togatherperformancedatafromorganizationsemp1oyingVATdai1y,in1ivesituations,forperiodsfromsixmonthstojustoverfouryea

14、rs.2WegathereddataforthreetypesofVATimp1ementation:1. VATdirect1yinteractingwithexterna1customers2. VATdirect1yinteractingwithinterna1customerssuchasemp1oyees,contractors,andsupp1iers-VATsupportingservicedeskagents,common1yknownas“agentassisttechno1ogy/(SeetheStudymethodo1ogysectiononpage15formorein

15、formation.)MeasuringVATperformanceVATperformanceismeasuredbyacombinationofnewmetrics,uniquetothewaythetechno1ogyworks(seeFigure1),andtraditiona1contactcentermetricsimpactedbythetechno1ogy.1. IntentrecognitionIntentisthecustomerspurposewhenmakingcontactandduringthecontact,forexamp1e,questioningacharg

16、eoraskingaboutaproduct.Intentisdistinctfromcontactbecausecustomersmayhavemorethanoneintentpercontact.VATistrainedtorecognizeandrespondtoeachintentseparate1y,makingitvast1ymoresophisticatedthanatraditiona1keywordsearch.Customersmightsay,“HowdoIsett1emyaccount?”whentheirintentfromVAT,sperspectiveis/zPaymybi11.wTrainingVATtorecognizetruecustom