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AI leaders improve the customer digital experience

Advances in Digital Maturity
– Data source: BearingPoint research on digital maturity in “customer excellence” in the Netherlands.
– Reported changes (scale 1–5): Digital Product Experience 3.0 → 3.4 and E‑Commerce 2.6 → 3.0 over the last 12 months.
– Company leadership (total score): IKEA 4.1 and Bol.com 4.1; Rituals 4.0; ING Bank, H&M, ABN AMRO and Booking.com 3.9.

Improvements in the customer digital experience in the Netherlands

The customer digital experience of companies in the Netherlands improved over the last 12 months, according to BearingPoint research on digital maturity in “customer excellence.” In this article, the conclusions are interpreted within that framework (Dutch market and digital maturity assessment), and then connected as learnings applicable to telecom. The relevant point is not only the overall progress, but the pattern: the organizations that applied artificial intelligence—including generative AI—strategically were the ones that “jumped” the most ahead of their peers.

The study assesses digital performance across four dimensions that, together, underpin the customer experience: Digital Marketing, Digital Product Experience, E‑Commerce and CRM. In the Dutch market, the improvement was especially visible in two of them, suggesting a clear prioritization: enriching the digital product and reducing friction in purchasing.

Interpretation of the BearingPoint Assessment
How to read the BearingPoint assessment (interpretation context)
– Digital Marketing: ability to attract and guide demand in digital channels (discovery, content, campaigns, message consistency).
– Digital Product Experience: quality of interaction with the “product” in digital (interfaces, content, adaptability, usefulness during use).
– E‑Commerce: performance of the purchase journey (search, selection, checkout, friction, journey continuity).
– CRM: continuity of the relationship (customer data and context, service, personalization and follow-up throughout the lifecycle).
Context note: the cited results are reported as changes on a 5-point scale and correspond to a 12-month period.

Jaco van Zijll Langhout, a BearingPoint partner, framed the change in a context of constant pressure: consumer expectations keep rising. In

In that scenario, the Dutch market “keeps up” and regains traction after the stagnation of the previous year, with a digital maturity that is growing again.

The progress, moreover, is not limited to a handful of tech brands. BearingPoint observes improvements in most sectors, a sign that the digital customer experience has ceased to be an isolated project and has become a cross-cutting competitive front.

Increase in the digital product experience

The dimension that most clearly reflects investment in interfaces and content is the Digital Product Experience, which rose from 3.0 to 3.4 on a 5-point scale. BearingPoint attributes this jump to bets on richer and more adaptive interfaces, as well as more sophisticated content strategies.

In practical terms, the shift points to a change in standard: the digital product is no longer measured only by “working,” but by its ability to adapt to the user and sustain a coherent interaction throughout the journey. The research suggests that companies are fine-tuning how they present information, how they guide decisions, and how they adjust the experience to different usage contexts.

Adaptive Interface Signals
Practical signals of “richer and more adaptive interfaces” (to audit or prioritize)
– Is the key content (price, terms, availability, steps) understood at a glance and without hidden “fine print”?
– Does the interface adapt to the context (mobile vs. desktop, new vs. returning user) without breaking consistency?
– Do search and navigation reduce effort (useful autocomplete, relevant filters, explainable results)?
– Is there journey continuity (pick up where they left off, persistent cart, visible history, coherent recommendations)?
– Are critical micro-moments handled well (clear errors, loading states, confirmations, next steps)?
– Does personalization improve the decision (more clarity) and not just “push” products (more pressure)?

The Fashion & Beauty case illustrates the market’s direction well: it was the sector with the greatest improvement, moving from 3.1 to 3.5. BearingPoint links that progress to the adoption of immersive product experiences and AI-driven personalization. In other words, the increase does not come solely from aesthetic redesigns, but from a combination of more engaging presentation and algorithmic adaptation.

There are also signs of evolution in sectors that have traditionally been more conservative in their digital experience. Banking advanced from 2.9 to 3.2, supported by better integration of sustainable finance anddigital engagement tools. The implicit message: even in regulated industries, the digital product experience is becoming a channel to explain complex propositions and sustain the customer relationship.

E-commerce growth driven by personalization

The second dimension with notable improvement was E‑Commerce, which increased from 2.6 to 3.0. BearingPoint attributes this to two specific levers: more personalized shopping journeys and smoother payment processes, with less friction at checkout.

This is significant because e-commerce is often the point where the digital experience becomes more “measurable”: if the user can’t find what they’re looking for, if the process becomes confusing, or if payment fails, abandonment is immediate. In that sense, the 0.4-point increase suggests that Dutch companies are addressing the critical moments of the funnel: discovery, decision, and close.

Personalization appears as a driver, but not as a mere embellishment. In BearingPoint’s reading, the improvement is linked to “shopping journeys” more tailored to the user, which aligns with the performance of the Fashion & Beauty sector, where AI personalization and immersive experiences have become differentiators.

Personalization: value and trust
Personalization in e‑commerce: benefits and costs to manage
– Pros: more relevance (less searching), better discovery, shorter journeys, and lower-friction checkout.
– Cons: if perceived as “too invasive,” it can trigger rejection (a feeling of being watched) and reduce trust.
– Operational risk: biases or repetitive recommendations can impoverish the experience (and affect conversion in the medium term).
– Balance point: personalize where it reduces effort (search, reminders, continuity) and be transparent when AI influences what is shown.

In parallel, the study shows that Travel and Telecom reached 3.5, supported by conversational AI and influencer-driven campaigns to improve discovery and engagement. Although it’s not a metric exclusive to e-commerce, it does point to the same logic: reducing the distance between intention and action, and doing so with interfaces and messages the user perceives as relevant.

Overall, e-commerce growth in the country seems less tied to “more catalog” and more to better orchestration: personalization, clarity, and a stumble-free purchase close.

IKEA and Bol.com leadership in digital experience

In the company ranking, IKEA andBol.com share first place with a score of 4.1. They are followed by Rituals with 4.0. A second high-performing group appears with 3.9: ING Bank, H&M, ABN AMRO and Booking.com. Coolblue, KPN and KLM also feature as strong performers.

Beyond the list, BearingPoint identifies common traits among the leaders. The first is consistent excellence across multiple dimensions: it is not enough to excel in marketing or e-commerce if the digital product or CRM does not keep pace. The second is organizational: they treat the digital customer experience as an integral part of the strategy, aligning marketing, sales and technology with business objectives.

The third trait is more delicate and, at the same time, more timely: these leaders not only deliver seamless, personalized and transparent interactions; they also stand out in authenticity. According to Van Zijll Langhout, this matters more than ever because stakeholders value brands that communicate openly about sustainability and maintain a recognizable identity across channels.

In other words, leadership is not explained solely by “more AI” or “better UX” in the abstract, but by a combination of cross-functional execution and brand coherence. The digital experience thus becomes an ongoing test of consistency: what the brand promises, what it shows, and what it does must feel aligned at every touchpoint.

Use of AI to optimize processes and brand authenticity

BearingPoint positions AI as a differentiator when it is used to augment processes: making them faster, smarter, or partially automated. In the study, the competitive advantage appears especially among those who apply AI and GenAI strategically, not as an isolated experiment.

VanZijll Langhout describes a key balance: AI-driven optimization can coexist with authentic brand experiences, for example through AI-powered search and adaptive content. The idea is that technology helps people find better, respond better, and present better, without diluting identity.

But the report itself warns about the risk: “augmentation” must enhance, not replace, core qualities of the experience. “It’s a fine line” that requires balance. In practice, this means automation cannot become synonymous with depersonalization, nor can personalization feel like surveillance or manipulation.

Justin Taines, an AI expert at BearingPoint, adds an operational requirement: deliberate design is needed so that automated touchpoints reflect tone, values, and transparency. And, crucially, clearly communicating the role and purpose of AI is essential to build trust.

Balanced AI and human experience
Expert perspectives (BearingPoint) that get into the “how”
– Jaco van Zijll Langhout (Partner, BearingPoint; leadership in customer excellence): leaders align marketing, sales, and technology, and seek for AI to coexist with an authentic experience; augmentation “is a fine line” that must be balanced.
– Lucas Breukelaar (Senior Consultant and research lead, BearingPoint; digital maturity research): sustainable advantage comes from combining AI precision with empathy from human-centered design.
– Justin Taines (AI Expert, BearingPoint; applied AI implementation): trust depends on “deliberate design” and on explaining the role of AI in automated touchpoints.

The underlying message is that AI doesn’t just compete on efficiency; it competes on legitimacy. In an environment where automation is becoming normalized, the differentiator is the brand that manages to make that automation be perceived as useful, coherent, and honest.

The concept of ‘Augmented Authenticity’ in companies

BearingPoint names this tension—and its possible resolution—with the concept of “Augmented Authenticity”: integrating advanced technologies, especially AI, without compromising trust, transparency, or the human element of digital experiences.

Lucas Breukelaar, senior consultant and research lead, argues that companies that adopt this logic will lead the next phase of digital transformation. The formula he proposes is explicit: combine AI precision with the empathy of human-centered design, to createexperiences that feel personal, credible, and consistent.

Components of Augmented Authenticity
“Augmented Authenticity”: applicable components
– Accuracy (AI): automation and personalization that reduce effort (finding, deciding, resolving) without introducing noise.
– Empathy (human-centered design): clear language, control options, and escalation to a person when the case is sensitive or complex.
– Transparency (trust): explain when AI is involved, what it is used for, and what it can/cannot do at that point in the journey.
– Consistency (brand identity): coherent tone, values, and promises across all channels, even when the touchpoint is automated.

Authenticity, in this framework, is not a slogan. It is a property that is verified in practice: coherence across channels, clarity when communicating sustainability, and a recognizable identity even when part of the interaction is mediated by algorithms. The “augmentation” should not cover up the brand; it should amplify it.

Looking ahead, Van Zijll Langhout insists that, in a world where AI becomes the norm, maintaining authenticity and a “human touch” will be fundamental. He speaks of a roadmap defined by synergy: technology and authenticity working in harmony. Augmentation becomes a baseline expectation, but it does not replace human judgment, empathy, or integrity.

The challenge, then, is not choosing between automation or humanity, but designing the point of balance: preserving what is human where it matters and automating where it adds value, without breaking the trust that underpins every digital relationship.

Digital Transformation in Telecommunications: A Strategic Imperative

The Importance of Customer Experience in Telecom

In telecommunications, the customer experience is shaped by high-frequency, high-sensitivity interactions: billing inquiries, service status, incidents, and plan changes. Based on the findings reported by BearingPoint for the Netherlands, this section offers a sector-specific (telecom) reading on how to translate those levers into service and sales operations. In that context, the digital experience is not an “extra”; it is part of the service itself. The takeaway from Dutch progress—better digital product, smoother e-commerce, and strategic use of AI—is transferable as a principle: when expectations rise, CX becomes an operational differentiator.

In addition, BearingPoint’s emphasis on consistency across dimensions (marketing, digital product, e-commerce, and CRM) fits with a typical reality of the sector: the customer does not distinguish between internal areas. They perceive a singlecompany, and expects continuity between what is communicated, what is sold, and what is handled.

Current Challenges in Customer Service

The most common challenges in customer service—costs per interaction, response and resolution times, channel fragmentation, low first-contact resolution, and limited scalability—tend to intensify when the operation relies exclusively on human models. As demand grows, so does the risk of friction: waits, handoffs, and repeated information.

BearingPoint’s focus on “frictionless” and partial automation suggests a direction: reducing friction is not only about improving interfaces, but redesigning service processes so the customer reaches an answer with fewer steps and less effort.

Innovative Solutions to Improve CX

The most effective solutions tend to combine automation with human control, especially when it comes to repetitive, high-volume journeys. Conversational AI—mentioned by BearingPoint as a lever in sectors such as Travel and Telecom—can improve discovery and engagement, but its real impact appears when it is integrated with processes: classification, prioritization, and resolution.

The key, aligned with “Augmented Authenticity,” is that automation does not break trust: consistent tone, transparency about the use of AI, and clear escalation when the case requires it.

The Role of Artificial Intelligence in Process Optimization

BearingPoint’s research insists that AI must augment processes: make them faster, smarter, or partially automated, without replacing essential qualities. In telecom, this translates into automating what is predictable (recurring inquiries) and reserving human judgment for exceptions, sensitive cases, or decisions that require empathy.

Communication also becomes central: if the customer understands what the AI does and why, automation can be perceived as a service improvement, not as a barrier.

Augmented Authenticity Route
Brief route to apply “Augmented Authenticity” in telecom (with checkpoints)
1) Journey diagnosis (top 10 reasons for contact + channels + frictions)
– Checkpoint: are the points where the customer repeats information or “bounces” between channels identified?
2) Impact-based prioritization (volume, cost, sensitivity, churn risk)
– Checkpoint: which cases should always have an immediate human option (e.g., outages, billing, vulnerability)?
3) Design of useful automation (intent → response → action; required integrations)
– Checkpoint: does the AIcan you execute the action (payment, plan change, ticket) or just “chat”?
4) Pilots with metrics (A/B or cohorts by channel)
– Checkpoint: are FCR, TTR, containment, CSAT/NPS, and the escalation rate to a human measured?
5) Scaling with governance (quality, brand tone, transparency, continuous improvement)
– Checkpoint: is there periodic review of failures, biases, and the bot/flow’s “blind spots”?

Success Stories in the Implementation of Suricata Cx

Suricata Cx is positioned as an omnichannel, AI-powered customer experience platform, designed specifically for ISPs and telecom operators in the Americas and Spain. Its approach aligns with the principles described by BearingPoint: automation where it adds efficiency, and human control where quality matters.

Among its stated use cases are support automation (billing inquiries, payments, incidents), agent assistance with “human-in-the-loop” models, lead qualification in channels such as WhatsApp and webchat, and conversational payment and collections flows with service reactivation after payment, supported by operational integrations.

Transform the customer experience in telecommunications with Suricata Cx

Customer experience as a competitive advantage in telecommunications

The customer’s digital experience has become a field of direct competition. If, as BearingPoint shows, leaders move ahead by combining personalization, fluidity, and authenticity, in telecom this means designing interactions that resolve issues quickly, maintain brand consistency, and do not sacrifice the human component when necessary.

How Suricata Cx addresses the sector’s challenges

Suricata Cx proposes an omnichannel operating model with AI applied to real telecom flows: automation of repetitive inquiries, intelligent routing to agents, and conversation traceability. The proposal emphasizes that it is not a generic chatbot, but rather a system oriented to industry processes, with integrations.

Use cases that make the difference

The described use cases include: automated support for high volume, agent assistance with context and pre-classification, sales and lead qualification in digital channels, and payment/collections journeys with service reactivation. Taken together, they aim to reduce friction—an objective BearingPoint identifies as a driver of improvement in e-commerce—and to sustain consistency in the experience.

Strategic benefits of implementing Suricata Cx

implement Suricata Cx

The stated strategic value focuses on efficiency and scalability: lower operating cost, faster responses, better retention, and greater commercial efficiency, without losing human control. In BearingPoint’s language, it would be a way to “augment” processes without replacing judgment and empathy where they are needed.

KPIs Before and After AI
How to make the promise “measurable” in an implementation (examples of before/after KPIs)
– Containment (by channel): % of conversations resolved without an agent.
– FCR (first-contact resolution): % of cases resolved without recontact.
– TTR (time to resolution): median by contact reason (e.g., billing vs. incidents).
– Wait time and handling time (AHT) in human support, to see whether AI truly offloads volume.
– CSAT/NPS post-interaction and escalation rate to a human (and at which step it happens).
Practical suggestion: when piloting, compare at least two cohorts (with AI vs. without AI) for the same contact reason to isolate the effect of the flow.

The future of customer service in telecommunications

If AI becomes the norm, the differentiator will be balance: useful and transparent automation, consistent identity, and a preserved human touch. “Augmented Authenticity” serves as a compass: using advanced technology to amplify the experience, not to eclipse the trust that sustains it.

AI-driven leaders improve the customer’s digital experience when they combine personalization, fluency, and “Augmented Authenticity” without losing transparency or human control. That is precisely the logic guiding Suricata Cx in telecom: applying conversational AI and automation to real flows, with human oversight and operational integrations, to reduce friction and sustain a coherent and trustworthy experience.

This approach is written from the perspective of Suricata Cx as an omnichannel CX platform for ISPs and telecoms, emphasizing the practical combination of automation, human control, and operational integrations.

The examples, digital maturity figures, and rankings cited are based on results published by BearingPoint for the Dutch market over a 12-month period and on a 5-point scale, valid as of the time of writing. The translation to the telecom sector is presented as a practical interpretation and may not exactly reflect all operating environments. Metrics, integrations, and results may vary by operator, channel, and implementation scope, and could be updated as new public information becomes available.