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Technology can improve customer service by making help easier to reach, giving representatives useful context, and reducing routine work. It does not guarantee better service: results depend on reliable data, well-designed workflows, security, and human oversight. The right approach is to match tools to the questions customers ask and the channels they use, then measure whether service actually improves.
Where technology can improve customer service
Customer-service technology includes more than chatbots. It can support self-service, assist representatives, identify possible problems, coordinate work across channels, and help field teams. Each capability solves a different problem; combining them only helps when the tools share appropriate context and fit the team’s process.
Self-service for straightforward questions
A searchable help center, FAQ, or conversational tool can give customers a way to resolve common questions without waiting for a representative. This works best when answers are current, easy to find, and written for the customer’s actual issue. Provide a clear route to a person when self-service cannot resolve a question, particularly when the case is unusual or sensitive.
Tools that assist representatives
Generative AI can draft a response or summarize a conversation, while knowledge retrieval can help a representative find relevant guidance. These are assistance functions, not a reason to send every generated answer without review. Staff should be able to verify information, correct mistakes, and escalate complex cases.
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Predictive support
Predictive AI can flag patterns that suggest an issue may need attention. This may help a team prioritize follow-up, but a prediction is not proof that a problem will occur or that the system will prevent it. Teams need to check the accuracy and usefulness of alerts in their own workflows.
Agentic workflows
Agentic AI can do more than generate text: depending on its configuration, it may take routine actions, provide guidance, or work alongside representatives. Because an action-taking system can affect customer records or service outcomes, define what it is permitted to do, which actions require approval, and how staff can inspect or reverse an action. Salesforce executive Kishan Chetan described agents as able to “understand context, take action, make decisions, and adapt in real time”; this is a vendor executive’s characterization, not independent evidence that every agent performs those tasks reliably.
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Voice, text, and multimodal service
Customers may contact a business by phone, messaging, or other digital channels, and some tools can work with images or video as well as text. The practical test is whether useful context survives a channel change. If a customer has to repeat the issue after an automated interaction, the technology may have added friction instead of removing it.
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For mobile workers and technicians, service technology can support scheduling, appointment summaries, administrative tasks, or parts lookup. These needs differ from contact-center work: assess whether tools function on workers’ devices and in their working conditions, and whether the information they need is available where the job takes place.
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- Digital Stereo Sound: Fine-tuned drivers provide enhanced digital audio for calls, meetings, music, and more
- Rotating Noise-Canceling Mic: Minimizes unwanted background noise for clear conversations; the rotating boom arm can be tucked out of the way when not in use
- Handy Inline Controls: Simple inline controls on the headset cable let you adjust the volume or mute calls without disruption
- USB-C Plug-and-Play: Simply plug the USB-C cable into your computer, including MacBook Neo laptops, and you're ready to talk or listen without installing software.
- Padded Comfort: Comfortable USB C headphones with adjustable headband feature swivel-mounted, leatherette ear cushions for hours of comfort
What the available evidence says—and does not say
Salesforce Research’s seventh-edition State of Service survey included 6,500 service professionals across 40 countries and five continents. It was conducted April 25 through June 6, 2025, using third-party panelists, and was described as double-anonymous. The figures below are survey findings or respondent estimates, not universal benchmarks or independently measured causal effects.
| Finding | How to interpret it |
|---|---|
| Organizations integrating service-channel data in one unified platform were 1.4 times more likely to describe their AI implementations as very successful than organizations with siloed systems. | Reported association; it does not establish that integration alone caused success. Salesforce Research, 2025 |
| 69% of service professionals said their organization uses at least one form of AI; 79% of service leaders said investment in AI agents is fundamental to meeting current business demands. | Reported adoption and leader opinion, not proof of effectiveness. Salesforce Research, 2025 |
| Among service professionals whose organizations use voice AI, 85% said transitions to human representatives are seamless for customers. | Reported experience for this respondent group; it does not mean all voice systems provide seamless handoffs. Salesforce Research, 2025 |
| 82% of service professionals agreed that customer expectations are higher than they used to be. | Respondents’ assessment of expectations, not a direct measurement of customer behavior. Salesforce Research, 2025 |
| Representatives spent 46% of their average working time with customers, according to the report. | Salesforce attributes the remaining time in part to administrative tasks and internal responsibilities; this is a reported average, not a guarantee of time savings from automation. Salesforce Research, 2025 |
| Service teams estimated that AI handled 30% of cases in 2025 and projected 50% by 2027. | These are survey estimates and a projection reported by Salesforce, not a measured universal rate or a guaranteed future outcome. Salesforce, 2025 |
The survey is useful for understanding what service professionals report, but it does not compare named vendors or establish how a particular product will perform for a particular organization.
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- Digital Stereo Sound: Fine-tuned drivers provide enhanced digital audio for music, calls, meetings and more
- Rotating Noise Canceling Mic: Minimizes unwanted background noise for clear conversations; the rotating boom arm can be tucked out of the way when you’re not using it
- Handy In-line Controls: Simple in-line controls on the headset cable let you adjust the volume or mute calls without disruption
- Plug-and-Play USB Computer Headset: Simply plug the USB-A connector into your computer and you’re ready to talk or listen without the need to install software
- Padded Comfort: Comfortable headphones with adjustable headband features swivel-mounted, leatherette ear cushions for hours of comfort and is easy to clean
How to assess a customer-service technology
Compare customer support software and other service tools against the work they must do, rather than choosing by feature count. Use the same questions for each option under consideration.
- Match the tool to a customer need and channel. Identify the questions it should handle and where customers will use it. Confirm that a person is reachable when automation is insufficient.
- Check integration and context. Determine whether the tool can use accurate customer and case information across channels, or whether staff will have to switch among disconnected systems and reconstruct the history.
- Set accuracy and action controls. Establish what the system may answer or change, how errors will be detected, and which decisions or actions need human approval.
- Review security and data handling. Map what customer information is processed, who can access it, and what rules govern retention and use. Evaluate these controls for the actual deployment, not just the advertised capability.
- Test workflow and accessibility. Check whether the tool reduces effort for customers and staff, and whether it works for the people, devices, and situations involved. Include escalation and handoff in the test.
- Measure outcomes alongside cost. Track relevant measures such as customer satisfaction, wait time, repeat inquiries, and staff workload, and compare them with implementation and ongoing costs. Vendor survey expectations are not a forecast of your organization’s return.
Risks that need operational safeguards
Salesforce identifies security concerns, AI accuracy and explainability, limited expertise, costs, and customer adoption as challenges in implementing AI. These issues are not solved merely by adding a model to a service process. Before deployment, decide who is accountable for reviewing outputs, how staff report errors, what information the tool can access, and how customers reach a human when needed.
Start with a bounded use case, such as answering a well-documented routine question or summarizing an interaction for a representative. Check results against the existing process, including failure cases, before expanding the system’s access or authority. For tools that can take action, keep permissions proportional to the task and provide a way for staff to intervene.
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