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AI does this by analyzing vast customer data to identify patterns in behavior, preferences, and history. These insights enable highly personalized experiences across all channels, delivering the tailored support customers expect.

This data-driven approach enables companies to deliver more relevant and personalized experiences. For example, by combining GenAI with advanced search, companies can leverage their data and AI toolsets to better anticipate customer needs and deliver answers.

So, imagine a search experience that not only retrieves relevant results but also anticipates the customer ' s next question, offering tailored recommendations and support before they even ask.

Furthermore, the rise of omnichannel customer service, amplified by AI, enables a new level of personalized engagement. This creates a fluid, continuous experience across all touchpoints.

So, instead of forcing customers to jump between different devices and service channels, AI-powered omnichannel support provides real-time assistance and fosters two-way conversations within the customer ' s preferred apps and channels. This unified approach ensures consistent and personalized support: regardless of how the customer chooses to interact.

THE NEXT PHASE OF CX

Customer service is undergoing a rapid transformation. Consumers are no longer just looking for answers; they expect real-time, personalized advice. This shift requires a proactive and strategic approach to CX.

By leveraging AI for efficient data capture and storage across channels, companies can create the personalized continuity customers now expect.

ARTIFICIAL INTELLIGENCE

This investment will not only lead to more satisfied customers but also to streamlined technical processes for CX teams, and to futureproofing their operations for the evolving demands of the CX landscape.

Patrick Martin is the EVP, Global Customer Experience at Coveo, working in various domains across telecommunications, human capital management and relevance platforms for 25 + years. His support services journey started in 1999 as a support analyst, and he has not left support since.

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And finally, there’ s the Baby Boomers. For many of them who are still in the workforce, it’ s often by choice rather than necessity. Because of this, they likely have the luxury of picking and choosing who they work for and can prioritize companies with strong cultures.

LET’ S LOOK FURTHER AT EMPLOYEE PREFERENCES. WHAT ARE THEY, AND WHAT DIFFERENCES, IF ANY, ARE THERE BETWEEN GENERATIONS FOR IN-OF- FICE VERSUS REMOTE / HOME OFFICE? DIVERSITY, EQUITY, INCLUSION( DEI) SUSTAINABILITY?

A: Our research has found that the workforce places a high value on flexibility, particularly options for hybrid and remote work. Flexibility was a dominant workplace theme of 2024, and we believe it will continue to remain a priority this year as well.

Generational differences play a significant role in these preferences. Millennial respondents were the group that most expected options for hybrid or remote work from their employers, followed by 73 % of Gen X, 67 % of Gen Z, and 63 % of Boomer respondents.

This demand for flexible work models points to generational shifts in how employees want to work, and from where:

• Younger generations, having seen their parents prioritize work as a source of purpose, are now emphasizing worklife balance to spend more time with family and friends.

• In contrast, older generations, who have spent much of their careers in traditional office settings, tend to have fewer expectations for flexible arrangements.

Beyond flexibility, the report uncovered that sustainability and DEI initiatives continue to play an important role in attracting prospective employees.

Globally, 81 % of Millennial respondents, 70 % of Gen Z, 75 % of Gen X, and 68 % of Baby Boomer respondents agreed that they’ d prefer to work for an employer who is committed to building a diverse workforce.

Employers that prioritize meaningful initiatives and sustainability efforts will have a leg up in both recruitment and employee retention.

Brendan Read is Editor of Contact Center Pipeline. He has been covering and working in customer service and sales and for contact center companies for most of his career. Brendan has edited and written for leading industry publications and has been an industry analyst. He also has authored and co-authored books on contact center design, customer support, and working from home. Brendan can be reached at brendan @ contactcenterpipeline. com.

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