In economic uncertainty, it\u2019s natural for executives to explore where to reduce spending, trim the fat, so to speak, and cut enterprising investments as a matter of caution. But this thinking is also counter-productive for all the reasons that make uncertainty so predictable. We can expect that every company is going to react this way in times of uncertainty. \n\nIn 2023, CIOs are guided to focus on enhancing workforce engagement, customer experience, and data and AI. These are identified as key areas where technology can drive business growth and increase customer satisfaction in the process. \n\nYet, it\u2019s not uncommon for executives to cut costs in areas that actually improve customer experiences and also double-down on investments that can minimize them. \n\nWhere winning companies deviate from the norm is that they look for opportunities to attract and retain customers by making experience and service a signature competitive advantage. The key is to understand where investments can deliver returns, accelerated time to value, and success now. \n\nThe importance of customer experience as a competitive advantage \n\nCustomer service is overdue for its makeover, shifting its role in the organization from a cost-center to a growth engine. More so, making service something the customers enjoy and appreciate, instead of dreading the engagement. \n\nThink about it this way, if 94% of your customers said that the service you provide directly influences future buying decisions, would you solely focus on the 6% who are seemingly indifferent? What if nearly half said that they\u2019d switch brands to get better service? Well, in the last year, 71% said that they had done just that. \n\nResearch shows that almost nine-in-ten (88%) of customers say that the experience your company provides is as important as your products and services. Best-in-class, personalized customer service is more important than ever \u2014 especially when it\u2019s in someone\u2019s home or business. \n\nFor those companies that invest in customer experiences and relationships, the economic upside is already there. According to Gallup research, fully engaged customers represent a 23% premium in share of wallet, profitability, revenue and relationship growth over the average customer. By increasing customer engagement, Gallup also promotes increases in customer service metrics, including: \n\nThere\u2019s much to be done. Only 26% of U.S. workers believe their organization delivers on the promises they make to customers. \n\nField service is a sleeping giant waiting to deliver business value \n\nWhen I say the words, \u201cfield service,\u201d what comes to mind? \n\nWorking with service and sales leaders over the years, I can honestly say that it\u2019s usually not \u201cinnovation\u201d or \u201cgroundbreaking\u201d or \u201cgrowth driver.\u201d Yet, field service is literally on the front line of the customer\u2019s experience. And CX itself, is ranked by businesses around the world as the top priority emerging from 2020 disruption. \n\nField service represents the front line of live customer service, a true human touch point. It also represents a critical, and arguably underestimated or even undervalued, customer touch point that can increase customer satisfaction, drive sales, and lead the charge for overhauling customer service as a growth engine. \n\nThe time is now. \n\nIn its State of Service report, Salesforce research learned that case volumes for 54% of service teams rose between 2021 and 2022. In response, organizations strengthened mobile workforces by increasing budgets (62%) and headcount (61%). And, the field service management market is expected to grow to an estimated $8.06 billion by 2028 as companies work to meet increasing customer demand while managing costs. \n\nAs mobile representatives serving on a company\u2019s front lines, field service teams have a unique opportunity to manage these expectations and grow customer relationships through interactions that drive repeat revenue. \n\nField service drives revenue and cost savings \n\nIf you think about luxury goods and retail, many employ a strategic service offering called \u201cclienteling.\u201d Clienteling is a personalized approach \u2013 cater to high value customers in stores. As its evolved, data, insights, mobile tech, AI help service professionals deliver real-time personalization, promote satisfaction, and increase customer lifetime value (CLV). \n\nIn field service, mobile workers are gaining the ability to deliver clienteling-like experiences for every customer. By delivering enhanced customer experiences, field service can significantly contribute to growth. \n\nNew Salesforce research found that 86% of decision makers at companies with field service teams believe these teams are critical to growing the business. \n\nFifty-two percent of high-performing field service workers say that their company\u2019s management views customer service as a revenue generator. Specifically, 69% of high-performing mobile workers say their organization tracks revenue generated by customer service. And 82% of strategic organizations depend on mobile workers to upsell products and services. \n\nWith product expertise and knowledge of customer purchases, service history, and usage data in hand, field service teams can tailor recommendations to every customers\u2019 unique needs. As a result, those mobile workers who convert meaningful engagement into upselling or cross-selling opportunities realize an average success rate of 65%. \n\nField service management, powered by AI and automation, enhance productivity and employee experiences \n\nFor 93% of mobile workers, there is a direct link between employee experience and the customer experience. After all, mobile workers are brand ambassadors, and they are the face of your company. \n\nSalesforce research found that 65% of field service representatives feel the weight of customer expectations, more than any other type of service worker. As such, in addition to customer experience, employee experience is also key. \n\nAn overwhelming majority (94%) of service professionals in high-performing organizations cite productivity as a major or moderate benefit of field service management. This should serve as an important consideration as executives look for ways to cut operational costs without compromising customer satisfaction. \n\nTo better support their field service teams, organizations are improving operational efficiency and customer satisfaction with field service management tools. Of the 96% of high-performing field service organizations that use field service management, 90% report increased agility, 55% report higher productivity, and 53% report improved job satisfaction. More so, 98% of mobile workers credit it with productivity benefits. \n\nAutomation and AI are also further unlocking efficiency and productivity opportunities. \n\nResearch shows that 78% of high-performing field service organizations use AI, and 83% use workflow automation. \n\nFor example, with AI-powered tools, like thoughtfully designed chatbots, mobile workers can efficiently schedule appointments, get real-time updates, and quickly find answers to questions. \n\nWith conversational AI, service agents can transcribe conversations in real-time, gain insights, personalize engagement, save time, and the need for customers to repeat themselves. \n\nAdditionally, automation-enabled workflows simplify the ability for mobile workers to create new accounts, place equipment orders, schedule appointments, and automate time-consuming, mundane tasks out of their day-to-day routines. \n\nAdded up, agents get time back to be more creative, spend time engaging customers, and cultivate customer relationships. More so, AI reduces response times and accelerates first time fix rates, enabling mobile workers to serve more customers faster while boosting customer satisfaction. \n\nIn summary \n\nResearch makes a compelling case for businesses to invest in the areas that can drive business growth, improve employee experiences, and foster more loyal customers. As such, field service, and customer service, are no longer cost centers, but instead strategic areas for investment, to deliver a new kind of ROI for these times, return on innovation.