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  • May 18, 2020
  • 10 Min

Managing the Customer Service Experience

written by: Lindsay WIlliams

Cognigy recommends reading Gartner's 2020 Report: Managing the Customer Service Experience.  

In our opinion, this report talks about the challenges that companies are having when trying to set successful customer service experience in place, and how these should be approached. According to Gartner, “The customer service experience is key to the success of many enterprise-wide customer experience ambitions, yet few customer service technology application leaders have a clear strategy in place. A lack of economic resource and political power continue to stifle potential progress." 

Click below to download the report:

Gartner, Managing the Customer Service Experience, 19 March 2020, Jim Davies



According to Gartner, “Customer service is a key driver of loyalty.” Furthermore, Gartner says, “Customer experiences are often disjointed and inconsistent across channels, and the agents that customers interact with are often disengaged, according to the report. Customers prefer to use different channels and modalities depending on the context of their interaction, but still expect the interaction to be personalized based on past interactions, adding complexity to the ability to meet their growing expectations." 


Develop a Strategy for Setting Expectations with Customers

According to Gartner, “Clear communication is the key to successful expectation setting.” They state “Introducing callbacks to allow the organization to reconnect when it is convenient for the customer, or the option to shift from one channel to another (such as by sending an SMS invite while in the interactive voice response (IVR) to continue the conversation in the chat channel, because there are more chat agents available), allows customers to have their expectations set and make informed decisions.”


Redesign and Optimally Manage the Service Experience

In the report, Gartner states, “The experience should be designed so that its quality is in alignment with the brand and brand values and expectations, then set (or reset) accordingly.”

“There are also several aspects that are frequently overlooked during the design phase, constraining the resulting experience, A few examples (and associated action items) include: 

A blinkered approach to the boundaries of service provision
  • A dated understanding of the customer 
  • Employee oversight
  • A needless focus on customer delight
  • Underestimating the importance of knowledge
  • A lack of planning and connectively spanning the four pillar of customer service.”


Lastly, Gartner lists the four key pillars for delivering great customer service:

  • “Helping the customer get effortlessly connected to the service organization via voice and digital channels
  • Enabling customers, both human and bot, to orchestrate the service processes via both
    self-service and/or assisted service
  • Having access to the relevant information, knowledge and insights to be able to resolve customer problems
  • Being able to manage the required staffing/resources, both human and nonhuman.”

Gartner, Managing the Customer Service Experience, Jim Davies, 19 March 2020




GARTNER is a registered trademark and service mark of Gartner, Inc. and/or its affiliates in the U.S. and internationally and is used herein with permission. All rights reserved

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