{"id":2863,"date":"2026-02-27T08:07:24","date_gmt":"2026-02-27T11:07:24","guid":{"rendered":"https:\/\/suricata.la\/untitled\/"},"modified":"2026-02-28T03:02:50","modified_gmt":"2026-02-28T06:02:50","slug":"untitled","status":"publish","type":"post","link":"https:\/\/suricata.la\/en\/untitled\/","title":{"rendered":"Untitled"},"content":{"rendered":"<h2>Table of Contents<\/h2>\n<ul>\n<li><a href=\"#lideres-en-ia-mejoran-la-experiencia-digital-del-cliente\">1. AI leaders improve the customer digital experience<\/a>\n<\/li>\n<li><a href=\"#mejoras-en-la-experiencia-digital-del-cliente-en-los-paises-bajos\">2. Improvements in the customer digital experience in the Netherlands<\/a>\n<\/li>\n<li><a href=\"#incremento-en-la-experiencia-del-producto-digital\">3. Increase in the digital product experience<\/a>\n<\/li>\n<li><a href=\"#crecimiento-del-comercio-electronico-impulsado-por-la-personalizacion\">4. E-commerce growth driven by personalization<\/a>\n<\/li>\n<li><a href=\"#liderazgo-de-ikea-y-bolcom-en-experiencia-digital\">5. IKEA and Bol.com leadership in digital experience<\/a>\n<\/li>\n<li><a href=\"#uso-de-ia-para-optimizar-procesos-y-autenticidad-de-marca\">6. Use of AI to optimize processes and brand authenticity<\/a>\n<\/li>\n<li><a href=\"#el-concepto-de-autenticidad-aumentada-en-las-empresas\">7. The concept of \u2018Augmented Authenticity\u2019 in companies<\/a>\n<\/li>\n<li><a href=\"#la-transformacion-digital-en-telecomunicaciones-un-imperativo-estrategico\">8. Digital Transformation in Telecommunications: A Strategic Imperative<\/a>\n<ul>\n<li><a href=\"#la-importancia-de-la-experiencia-del-cliente-en-telecom\">8.1 The Importance of Customer Experience in Telecom<\/a><\/li>\n<li><a href=\"#desafios-actuales-en-la-atencion-al-cliente\">8.2 Current Challenges in Customer Service<\/a><\/li>\n<li><a href=\"#soluciones-innovadoras-para-la-mejora-de-la-cx\">8.3 Innovative Solutions to Improve CX<\/a><\/li>\n<li><a href=\"#el-papel-de-la-inteligencia-artificial-en-la-optimizacion-de-procesos\">8.4 The Role of Artificial Intelligence in Process Optimization<\/a><\/li>\n<li><a href=\"#casos-de-exito-en-la-implementacion-de-suricata-cx\">8.5 Success Stories in the Implementation of Suricata Cx<\/a><\/li>\n<\/ul>\n<\/li>\n<li><a href=\"#transforma-la-experiencia-del-cliente-en-telecomunicaciones-con-suricata-cx\">9. Transform the customer experience in telecommunications with Suricata Cx<\/a>\n<\/li>\n<\/ul>\n<div class=\"ai-article\">\n<h2 id=\"lideres-en-ia-mejoran-la-experiencia-digital-del-cliente\">AI leaders improve the customer digital experience<\/h2>\n<blockquote>\n<p><strong>Advances in Digital Maturity<\/strong><br \/>\n&#8211; Data source: BearingPoint research on digital maturity in \u201ccustomer excellence\u201d in the Netherlands.<br \/>\n&#8211; Reported changes (scale 1\u20135): <strong>Digital Product Experience 3.0 \u2192 3.4<\/strong> and <strong>E\u2011Commerce 2.6 \u2192 3.0<\/strong> over the last 12 months.<br \/>\n&#8211; Company leadership (total score): <strong>IKEA 4.1<\/strong> and <strong>Bol.com 4.1<\/strong>; <strong>Rituals 4.0<\/strong>; <strong>ING Bank, H&amp;M, ABN AMRO and Booking.com 3.9<\/strong>.<\/p>\n<\/blockquote>\n<h2 id=\"mejoras-en-la-experiencia-digital-del-cliente-en-los-paises-bajos\">Improvements in the customer digital experience in the Netherlands<\/h2>\n<p>The customer digital experience of companies in the Netherlands improved over the last 12 months, according to BearingPoint research on digital maturity in \u201ccustomer excellence.\u201d 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\u2014including generative AI\u2014strategically were the ones that \u201cjumped\u201d the most ahead of their peers.<\/p>\n<p>The study assesses digital performance across four dimensions that, together, underpin the customer experience: <strong>Digital Marketing<\/strong>, <strong>Digital Product Experience<\/strong>, <strong>E\u2011Commerce<\/strong> and <strong>CRM<\/strong>. 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.<\/p>\n<blockquote>\n<p><strong>Interpretation of the BearingPoint Assessment<\/strong><br \/>\nHow to read the BearingPoint assessment (interpretation context)<br \/>\n&#8211; <strong>Digital Marketing<\/strong>: ability to attract and guide demand in digital channels (discovery, content, campaigns, message consistency).<br \/>\n&#8211; <strong>Digital Product Experience<\/strong>: quality of interaction with the \u201cproduct\u201d in digital (interfaces, content, adaptability, usefulness during use).<br \/>\n&#8211; <strong>E\u2011Commerce<\/strong>: performance of the purchase journey (search, selection, checkout, friction, journey continuity).<br \/>\n&#8211; <strong>CRM<\/strong>: continuity of the relationship (customer data and context, service, personalization and follow-up throughout the lifecycle).<br \/>\nContext note: the cited results are reported as changes on a <strong>5-point scale<\/strong> and correspond to a <strong>12-month<\/strong> period.<\/p>\n<\/blockquote>\n<p>Jaco van Zijll Langhout, a BearingPoint partner, framed the change in a context of constant pressure: consumer expectations keep rising. In<\/p>\n<p>In that scenario, the Dutch market \u201ckeeps up\u201d and regains traction after the <strong>stagnation of the previous year<\/strong>, with a digital maturity that is growing again.<\/p>\n<p>The progress, moreover, is not limited to a handful of tech brands. BearingPoint observes <strong>improvements in most sectors<\/strong>, a sign that the digital customer experience has ceased to be an isolated project and has become a cross-cutting competitive front.<\/p>\n<h2 id=\"incremento-en-la-experiencia-del-producto-digital\">Increase in the digital product experience<\/h2>\n<p>The dimension that most clearly reflects investment in interfaces and content is the <strong>Digital Product Experience<\/strong>, which rose from <strong>3.0 to 3.4<\/strong> on a 5-point scale. BearingPoint attributes this jump to bets on <strong>richer<\/strong> and <strong>more adaptive interfaces<\/strong>, as well as more sophisticated content strategies.<\/p>\n<p>In practical terms, the shift points to a change in standard: the digital product is no longer measured only by \u201cworking,\u201d but by its ability to <strong>adapt<\/strong> 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.<\/p>\n<blockquote>\n<p><strong>Adaptive Interface Signals<\/strong><br \/>\nPractical signals of \u201cricher and more adaptive interfaces\u201d (to audit or prioritize)<br \/>\n&#8211; Is the key content (price, terms, availability, steps) understood <strong>at a glance<\/strong> and without hidden \u201cfine print\u201d?<br \/>\n&#8211; Does the interface adapt to the context (mobile vs. desktop, new vs. returning user) without breaking consistency?<br \/>\n&#8211; Do search and navigation reduce effort (useful autocomplete, relevant filters, explainable results)?<br \/>\n&#8211; Is there journey continuity (pick up where they left off, persistent cart, visible history, coherent recommendations)?<br \/>\n&#8211; Are critical micro-moments handled well (clear errors, loading states, confirmations, next steps)?<br \/>\n&#8211; Does personalization improve the decision (more clarity) and not just \u201cpush\u201d products (more pressure)?<\/p>\n<\/blockquote>\n<p>The <strong>Fashion &amp; Beauty<\/strong> case illustrates the market\u2019s direction well: it was the sector with the greatest improvement, moving from <strong>3.1 to 3.5<\/strong>. BearingPoint links that progress to the adoption of <strong>immersive product experiences<\/strong> and <strong>AI-driven personalization<\/strong>. In other words, the increase does not come solely from aesthetic redesigns, but from a combination of more engaging presentation and algorithmic adaptation.<\/p>\n<p>There are also signs of evolution in sectors that have traditionally been more conservative in their digital experience. <strong>Banking<\/strong> advanced from <strong>2.9 to 3.2<\/strong>, supported by better integration of <strong>sustainable finance<\/strong> anddigital <strong>engagement<\/strong> 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.<\/p>\n<h2 id=\"crecimiento-del-comercio-electronico-impulsado-por-la-personalizacion\">E-commerce growth driven by personalization<\/h2>\n<p>The second dimension with notable improvement was <strong>E\u2011Commerce<\/strong>, which increased from <strong>2.6 to 3.0<\/strong>. BearingPoint attributes this to two specific levers: <strong>more personalized shopping journeys<\/strong> and <strong>smoother<\/strong> payment processes, with less friction at checkout.<\/p>\n<p>This is significant because e-commerce is often the point where the digital experience becomes more \u201cmeasurable\u201d: if the user can\u2019t find what they\u2019re 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.<\/p>\n<p>Personalization appears as a driver, but not as a mere embellishment. In BearingPoint\u2019s reading, the improvement is linked to \u201cshopping journeys\u201d more tailored to the user, which aligns with the performance of the Fashion &amp; Beauty sector, where AI personalization and immersive experiences have become differentiators.<\/p>\n<blockquote>\n<p><strong>Personalization: value and trust<\/strong><br \/>\nPersonalization in e\u2011commerce: benefits and costs to manage<br \/>\n&#8211; Pros: more relevance (less searching), better discovery, shorter journeys, and lower-friction checkout.<br \/>\n&#8211; Cons: if perceived as \u201ctoo invasive,\u201d it can trigger rejection (a feeling of being watched) and reduce trust.<br \/>\n&#8211; Operational risk: biases or repetitive recommendations can impoverish the experience (and affect conversion in the medium term).<br \/>\n&#8211; Balance point: personalize where it reduces effort (search, reminders, continuity) and be transparent when AI influences what is shown.<\/p>\n<\/blockquote>\n<p>In parallel, the study shows that <strong>Travel<\/strong> and <strong>Telecom<\/strong> reached <strong>3.5<\/strong>, supported by <strong>conversational AI<\/strong> and <strong>influencer<\/strong>-driven campaigns to improve discovery and engagement. Although it\u2019s 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.<\/p>\n<p>Overall, e-commerce growth in the country seems less tied to \u201cmore catalog\u201d and more to <strong>better orchestration<\/strong>: personalization, clarity, and a stumble-free purchase close.<\/p>\n<h2 id=\"liderazgo-de-ikea-y-bolcom-en-experiencia-digital\">IKEA and Bol.com leadership in digital experience<\/h2>\n<p>In the company ranking, <strong>IKEA<\/strong> and<strong>Bol.com<\/strong> share first place with a score of <strong>4.1<\/strong>. They are followed by <strong>Rituals<\/strong> with <strong>4.0<\/strong>. A second high-performing group appears with <strong>3.9<\/strong>: <strong>ING Bank, H&amp;M, ABN AMRO and Booking.com<\/strong>. <strong>Coolblue, KPN and KLM<\/strong> also feature as strong performers.<\/p>\n<div class=\"cc-table-wrap\" style=\"overflow-x:auto;max-width:100%;-webkit-overflow-scrolling:touch\">\n<table class=\"cc-table\" style=\"width:100% !important;max-width:100% !important;min-width:520px;table-layout:auto !important;white-space:normal !important;word-break:normal;overflow-wrap:anywhere;hyphens:auto\">\n<thead>\n<tr>\n<th>Company<\/th>\n<th style=\"text-align: right;\">Score<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>IKEA<\/td>\n<td style=\"text-align: right;\">4.1<\/td>\n<\/tr>\n<tr>\n<td>Bol.com<\/td>\n<td style=\"text-align: right;\">4.1<\/td>\n<\/tr>\n<tr>\n<td>Rituals<\/td>\n<td style=\"text-align: right;\">4.0<\/td>\n<\/tr>\n<tr>\n<td>ING Bank<\/td>\n<td style=\"text-align: right;\">3.9<\/td>\n<\/tr>\n<tr>\n<td>H&amp;M<\/td>\n<td style=\"text-align: right;\">3.9<\/td>\n<\/tr>\n<tr>\n<td>ABN AMRO<\/td>\n<td style=\"text-align: right;\">3.9<\/td>\n<\/tr>\n<tr>\n<td>Booking.com<\/td>\n<td style=\"text-align: right;\">3.9<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<p>Beyond the list, BearingPoint identifies common traits among the leaders. The first is <strong>consistent excellence<\/strong> 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 <strong>marketing, sales and technology<\/strong> with business objectives.<\/p>\n<p>The third trait is more delicate and, at the same time, more timely: these leaders not only deliver <strong>seamless<\/strong>, personalized and transparent interactions; they also stand out in <strong>authenticity<\/strong>. According to Van Zijll Langhout, this matters more than ever because stakeholders value brands that communicate openly about <strong>sustainability<\/strong> and maintain a recognizable identity across channels.<\/p>\n<p>In other words, leadership is not explained solely by \u201cmore AI\u201d or \u201cbetter UX\u201d 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.<\/p>\n<h2 id=\"uso-de-ia-para-optimizar-procesos-y-autenticidad-de-marca\">Use of AI to optimize processes and brand authenticity<\/h2>\n<p>BearingPoint positions AI as a differentiator when it is used to <strong>augment processes<\/strong>: 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.<\/p>\n<p>VanZijll Langhout describes a key balance: AI-driven optimization can coexist with authentic brand experiences, for example through <strong>AI-powered search<\/strong> and <strong>adaptive content<\/strong>. The idea is that technology helps people find better, respond better, and present better, without diluting identity.<\/p>\n<p>But the report itself warns about the risk: \u201caugmentation\u201d must <strong>enhance<\/strong>, not <strong>replace<\/strong>, core qualities of the experience. \u201cIt\u2019s a fine line\u201d that requires balance. In practice, this means automation cannot become synonymous with depersonalization, nor can personalization feel like surveillance or manipulation.<\/p>\n<p>Justin Taines, an AI expert at BearingPoint, adds an operational requirement: <strong>deliberate design<\/strong> is needed so that automated touchpoints reflect tone, values, and transparency. And, crucially, clearly communicating the <strong>role and purpose of AI<\/strong> is essential to build trust.<\/p>\n<blockquote>\n<p><strong>Balanced AI and human experience<\/strong><br \/>\nExpert perspectives (BearingPoint) that get into the \u201chow\u201d<br \/>\n&#8211; Jaco van Zijll Langhout (Partner, BearingPoint; leadership in customer excellence): leaders align marketing, sales, and technology, and seek for AI to <strong>coexist<\/strong> with an authentic experience; augmentation \u201cis a fine line\u201d that must be balanced.<br \/>\n&#8211; Lucas Breukelaar (Senior Consultant and research lead, BearingPoint; digital maturity research): sustainable advantage comes from combining <strong>AI precision<\/strong> with <strong>empathy<\/strong> from human-centered design.<br \/>\n&#8211; Justin Taines (AI Expert, BearingPoint; applied AI implementation): trust depends on \u201cdeliberate design\u201d and on <strong>explaining the role of AI<\/strong> in automated touchpoints.<\/p>\n<\/blockquote>\n<p>The underlying message is that AI doesn\u2019t 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.<\/p>\n<h2 id=\"el-concepto-de-autenticidad-aumentada-en-las-empresas\">The concept of \u2018Augmented Authenticity\u2019 in companies<\/h2>\n<p>BearingPoint names this tension\u2014and its possible resolution\u2014with the concept of <strong>\u201cAugmented Authenticity\u201d<\/strong>: integrating advanced technologies, especially AI, without compromising <strong>trust<\/strong>, <strong>transparency<\/strong>, or the <strong>human element<\/strong> of digital experiences.<\/p>\n<p>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 <strong>AI precision<\/strong> with the <strong>empathy of human-centered design<\/strong>, to createexperiences that feel personal, credible, and consistent.<\/p>\n<blockquote>\n<p><strong>Components of Augmented Authenticity<\/strong><br \/>\n\u201cAugmented Authenticity\u201d: applicable components<br \/>\n&#8211; <strong>Accuracy (AI)<\/strong>: automation and personalization that reduce effort (finding, deciding, resolving) without introducing noise.<br \/>\n&#8211; <strong>Empathy (human-centered design)<\/strong>: clear language, control options, and escalation to a person when the case is sensitive or complex.<br \/>\n&#8211; <strong>Transparency (trust)<\/strong>: explain when AI is involved, what it is used for, and what it can\/cannot do at that point in the journey.<br \/>\n&#8211; <strong>Consistency (brand identity)<\/strong>: coherent tone, values, and promises across all channels, even when the touchpoint is automated.<\/p>\n<\/blockquote>\n<p>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 \u201caugmentation\u201d should not cover up the brand; it should amplify it.<\/p>\n<p>Looking ahead, Van Zijll Langhout insists that, in a world where AI becomes the norm, maintaining authenticity and a \u201chuman touch\u201d will be fundamental. He speaks of a roadmap defined by <strong>synergy<\/strong>: technology and authenticity working in harmony. Augmentation becomes a baseline expectation, but it does not replace human judgment, empathy, or integrity.<\/p>\n<p>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.<\/p>\n<h2 id=\"la-transformacion-digital-en-telecomunicaciones-un-imperativo-estrategico\">Digital Transformation in Telecommunications: A Strategic Imperative<\/h2>\n<h3 id=\"la-importancia-de-la-experiencia-del-cliente-en-telecom\">The Importance of Customer Experience in Telecom<\/h3>\n<p>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 \u201cextra\u201d; it is part of the service itself. The takeaway from Dutch progress\u2014better digital product, smoother e-commerce, and strategic use of AI\u2014is transferable as a principle: when expectations rise, CX becomes an operational differentiator.<\/p>\n<p>In addition, BearingPoint\u2019s 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.<\/p>\n<h3 id=\"desafios-actuales-en-la-atencion-al-cliente\">Current Challenges in Customer Service<\/h3>\n<p>The most common challenges in customer service\u2014costs per interaction, response and resolution times, channel fragmentation, low first-contact resolution, and limited scalability\u2014tend to intensify when the operation relies exclusively on human models. As demand grows, so does the risk of friction: waits, handoffs, and repeated information.<\/p>\n<p>BearingPoint\u2019s focus on \u201cfrictionless\u201d 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.<\/p>\n<h3 id=\"soluciones-innovadoras-para-la-mejora-de-la-cx\">Innovative Solutions to Improve CX<\/h3>\n<p>The most effective solutions tend to combine automation with human control, especially when it comes to repetitive, high-volume journeys. Conversational AI\u2014mentioned by BearingPoint as a lever in sectors such as Travel and Telecom\u2014can improve discovery and engagement, but its real impact appears when it is integrated with processes: classification, prioritization, and resolution.<\/p>\n<p>The key, aligned with \u201cAugmented Authenticity,\u201d is that automation does not break trust: consistent tone, transparency about the use of AI, and clear escalation when the case requires it.<\/p>\n<h3 id=\"el-papel-de-la-inteligencia-artificial-en-la-optimizacion-de-procesos\">The Role of Artificial Intelligence in Process Optimization<\/h3>\n<p>BearingPoint\u2019s research insists that AI must <strong>augment<\/strong> 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.<\/p>\n<p>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.<\/p>\n<blockquote>\n<p><strong>Augmented Authenticity Route<\/strong><br \/>\nBrief route to apply \u201cAugmented Authenticity\u201d in telecom (with checkpoints)<br \/>\n1) <strong>Journey diagnosis<\/strong> (top 10 reasons for contact + channels + frictions)<br \/>\n   &#8211; Checkpoint: are the points where the customer repeats information or \u201cbounces\u201d between channels identified?<br \/>\n2) <strong>Impact-based prioritization<\/strong> (volume, cost, sensitivity, churn risk)<br \/>\n   &#8211; Checkpoint: which cases should always have an immediate human option (e.g., outages, billing, vulnerability)?<br \/>\n3) <strong>Design of useful automation<\/strong> (intent \u2192 response \u2192 action; required integrations)<br \/>\n   &#8211; Checkpoint: does the AIcan you execute the action (payment, plan change, ticket) or just \u201cchat\u201d?<br \/>\n4) <strong>Pilots with metrics<\/strong> (A\/B or cohorts by channel)<br \/>\n   &#8211; Checkpoint: are FCR, TTR, containment, CSAT\/NPS, and the escalation rate to a human measured?<br \/>\n5) <strong>Scaling with governance<\/strong> (quality, brand tone, transparency, continuous improvement)<br \/>\n   &#8211; Checkpoint: is there periodic review of failures, biases, and the bot\/flow\u2019s \u201cblind spots\u201d?<\/p>\n<\/blockquote>\n<h3 id=\"casos-de-exito-en-la-implementacion-de-suricata-cx\">Success Stories in the Implementation of Suricata Cx<\/h3>\n<p>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.<\/p>\n<p>Among its stated use cases are support automation (billing inquiries, payments, incidents), agent assistance with \u201chuman-in-the-loop\u201d 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.<\/p>\n<h2 id=\"transforma-la-experiencia-del-cliente-en-telecomunicaciones-con-suricata-cx\">Transform the customer experience in telecommunications with Suricata Cx<\/h2>\n<h3 id=\"la-experiencia-del-cliente-como-ventaja-competitiva-en-telecomunicaciones\">Customer experience as a competitive advantage in telecommunications<\/h3>\n<p>The customer\u2019s 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.<\/p>\n<h3 id=\"como-suricata-cx-aborda-los-desafios-del-sector\">How Suricata Cx addresses the sector\u2019s challenges<\/h3>\n<p>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.<\/p>\n<h3 id=\"casos-de-uso-que-marcan-la-diferencia\">Use cases that make the difference<\/h3>\n<p>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\u2014an objective BearingPoint identifies as a driver of improvement in e-commerce\u2014and to sustain consistency in the experience.<\/p>\n<h3 id=\"beneficios-estrategicos-de-implementar-suricata-cx\">Strategic benefits of implementing Suricata Cx<\/h3>\n<p>implement Suricata Cx<\/h3>\n<p>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\u2019s language, it would be a way to \u201caugment\u201d processes without replacing judgment and empathy where they are needed.<\/p>\n<blockquote>\n<p><strong>KPIs Before and After AI<\/strong><br \/>\nHow to make the promise \u201cmeasurable\u201d in an implementation (examples of before\/after KPIs)<br \/>\n&#8211; <strong>Containment<\/strong> (by channel): % of conversations resolved without an agent.<br \/>\n&#8211; <strong>FCR<\/strong> (first-contact resolution): % of cases resolved without recontact.<br \/>\n&#8211; <strong>TTR<\/strong> (time to resolution): median by contact reason (e.g., billing vs. incidents).<br \/>\n&#8211; <strong>Wait time<\/strong> and <strong>handling time<\/strong> (AHT) in human support, to see whether AI truly offloads volume.<br \/>\n&#8211; <strong>CSAT\/NPS<\/strong> post-interaction and <strong>escalation rate<\/strong> to a human (and at which step it happens).<br \/>\nPractical 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.<\/p>\n<\/blockquote>\n<h3 id=\"el-futuro-de-la-atencion-al-cliente-en-telecomunicaciones\">The future of customer service in telecommunications<\/h3>\n<p>If AI becomes the norm, the differentiator will be balance: useful and transparent automation, consistent identity, and a preserved human touch. \u201cAugmented Authenticity\u201d serves as a compass: using advanced technology to amplify the experience, not to eclipse the trust that sustains it.<\/p>\n<p>AI-driven leaders improve the customer\u2019s digital experience when they combine personalization, fluency, and \u201cAugmented Authenticity\u201d 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.<\/p>\n<p>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.<\/p>\n<p><em>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.<\/em><\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>Table of contents 1. AI leaders improve the digital customer experience 2. Improvements in the digital customer experience in the Netherlands 3. Increase in the digital product experience 4. E-commerce growth driven by personalization 5. IKEA and Bol.com leadership in digital experience 6. Use of AI to optimize processes and authenticity &#8230; <\/p>\n<div><a href=\"https:\/\/suricata.la\/untitled\/\" class=\"more-link\">Read More<\/a><\/div>\n","protected":false},"author":2,"featured_media":2852,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_yoast_wpseo_metadesc":"","content_central_editor_notes":"","yoast_description":"","footnotes":""},"categories":[48],"tags":[1446,909,1447,1448,1449],"class_list":["post-2863","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-noticias","tag-ai-leadership","tag-customer-satisfaction","tag-digital-experience","tag-e-commerce-growth","tag-telecommunications-transformation"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.3 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Untitled - Suricata Cx<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/suricata.la\/en\/untitled\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Untitled - Suricata Cx\" \/>\n<meta property=\"og:description\" content=\"Table of contents 1. 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