Autonomous Customer Service Falls Short of User Expectations
Deloitte Digital's tiered approach to customer experience (CX) strategy is structured as a three-level pyramid that segments customers by their service needs, balancing self-service and human interaction accordingly.
At the bottom layer are the largest group of self-reliant, digitally savvy customers who want full independence. They use self-service options such as FAQs, websites, shopping portals, and app-based support to manage inquiries, purchases, and simple problems entirely on their own. This level is optimized for efficiency and convenience to serve the majority of customers who prefer digital autonomy.
Moving up, the middle layer consists of assisted customers who require a blend of automation and human help. These customers benefit from semi-automated service, such as chatbots that handle basic questions and then hand off to live agents for more complex needs. Phone support and live chat are typically available here, offering a more personalized, timely human interaction integrated with technology.
At the top layer is the smallest segment—high-touch customers who need or want a fully personalized experience. These customers are served with direct human interaction such as video calls, in-store appointments, or bespoke tailored services. This layer demands more resources and expertise to deliver high-touch, consultative support.
According to data compiled by Tidio, about 88% of customers want access to a self-service portal when shopping online. This preference for self-service is reflected in the bottom layer of Deloitte Digital's CX pyramid. On the other hand, the smallest segment of customers prefers to deal with live representatives.
Supporting all three layers are internal processes, technology, and employee training designed to enable the proper application of tools and ensure smooth transitions between levels. For example, implementing video call support requires new software, employee training, and even policies for managing difficult customer interactions.
This pyramid model allows organizations to allocate resources efficiently by matching service channels to customer expectations: broad, automated self-service at scale, intelligent hybrid assistance where needed, and personalized human support for high-value or complex cases. This creates a coherent, scalable CX strategy that leverages technology and human skills in harmony.
Deloitte Digital's analysis underscores the importance of self-service in a CX strategy, with AI-powered customer self-service being used by 63% of businesses. However, it also emphasizes the need for human interaction, especially for complex cases or high-touch customers. A process should be established for employees to report aggression and exclude relevant customers from video call options to ensure a positive customer experience for all parties involved.
[1] Deloitte Digital published an analysis urging a tiered approach to CX. [3] Technologies and services can be identified and appropriately applied to offer customers video calls, but may require new software installation, employee training, and dialogue support development.
- In accordance with Deloitte Digital's analysis, businesses are increasingly adopting AI-powered customer self-service, making up 63% of the market, underlining the significance of self-service in a Customer Experience (CX) strategy.
- As Deloitte Digital suggests, establishing a process for employees to report aggression and exclude relevant customers from video call options is crucial to ensure a positive customer experience, while still offering video call support as part of a harmonious blend of technology and human interaction in a CX strategy.
