AMP's CyberTwin, Sam.
MyCyberTwin also applies personality assessments and similar psychological profiling techniques in an effort to create CyberTwins which are the embodiment of its clients’ organisations.
“We go into a client and ask them what the personality of their brand is: are you a playful, impulsive, warm-hearted organisation, or are you more formal?” she says. “If you could get your ideal customer service staff in front of us, what would they be like?”
A client may also want different personas for different sides of the business; the investment side might be more formal, and the new business side more friendly, Capper adds.
Banking and finance
Faced with increased pressure from customers for better service, while at the same time experiencing staff cuts, banking and financial institutions have been some of the early adopters of the AI technology.
“Up until now, that situation has been solved with outsourcing which in a lot of cases is a toxic decision for an organisations, as you can’t control what is said to a customer to the extent you can with a robot,” Capper says.
In addition, service robots often complement the move to Web-based self-service models being adopted by many financial institutions, says MyCyberTwin CIO John Zakos.
Tim Cullen, head of direct channels at the NAB’s retail and financial services division, says the bank has had a reasonable degree of success with the CyberTwins. Moving from an initial pilot in July last year, where the technology was deployed as an automated online chat client for the bank’s credit cards business, the CyberTwin has since grown to act as an online customer support agent for its Internet Banking unit, helping walk customers through transactions such as transferring international funds and exporting data between products.
“What attracted us to this technology was opening up that channel and having a feedback loop from our online customers that we wouldn’t normally have received,” Cullen says.
Research into the success of the CyberTwin deployment indicated that about 60 percent of customers using the chat client would have not contacted the bank otherwise, Cullen says.
“We have had close to 100,000 chat [sessions with customers] since going live, which is potentially more than 40,000 that wouldn’t have had otherwise,” he says. “It’s a great feedback loop for us. . . we are very pleased with the technology and will invest and expand it across the business.”
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