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Gartner

Are these the Top 3 priorities for customer service leaders in 2024?

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Reimagining self-service, piloting employee-facing GenAI, and exploring new offerings in the customer journey analytics (CJA) market will be top priorities for customer service and support leaders in 2024, according to Gartner.

A Gartner survey of 246 customer service and support leaders conducted September through October 2023 revealed service and support leaders’ priorities for the coming year amid their increasing responsibility for technology strategy in their organization.

“Advances in GenAI and shifting customer preferences are pushing service and support leaders to reimagine what’s possible for their organization in 2024,” said Kim Hedlin, Senior Principal, Research, in the Gartner Customer Service & Support practice. “Leaders are focused on how they can leverage technology to accomplish their top priorities, including improving customer experience and optimizing their operations.”

Leaders Pilot Employee-Facing GenAI to Assist Reps

Seventy-nine percent of service and support leaders surveyed were knowledgeable about their enterprise’s plans for GenAI adoption. Of these leaders, 83% said their enterprises either have plans to invest in GenAI or have done so already.

While much of the hype around GenAI in customer service has focused on customer-facing chatbots, many service and support leaders plan to invest in employee-facing GenAI assistants that will support reps in the next 12-18 months. Of leaders whose organization is planning to make GenAI investments, 94% report they are at least “exploring” employee-facing virtual assistants.

“Many leaders see employee-facing GenAI as an experimental step on the way to deploying customer-facing virtual assistants,” said J.J. Moncus, Principal, Research, in the Gartner Customer Service & Support practice. “Respondents indicated it’s an important way to learn the risks of GenAI while still having a human in the loop, before moving on to riskier customer-facing deployments.”

Shifts in Customer Preferences Push Leaders to Prepare for the Future of Self-Service

In order to meet younger generations of customers’ growing preference for self-service, many service and support leaders will experiment with new self-service capabilities in 2024.

However, these service and support leaders face implementation challenges. Among the service and support leaders who cited self-service adoption as a priority in the survey, 51% also named it a significant challenge for 2024. Interviews with service and support leaders revealed multiple reasons why self-service implementation is challenging, ranging from organizational resistance to data disorganization.

However, early experiments with GenAI have helped leaders to envision new possibilities within self-service.

“The GenAI hype is providing momentum for leaders’ self-service investments,” said Hedlin. “Leaders have seen glimmers of a future in which conversational interfaces powered by GenAI could handle more complex interactions than a traditional chatbot. That vision is helping shape leaders’ self-service strategy in 2024.”

Leaders Invest in CJA to Understand Customer Journeys Holistically

Fifty-six percent of service and support leaders surveyed say they plan to invest in the CJA market in the next 12-18 months. CJA enables leaders to analyze customers’ interactions with their organization over time and across channels. Of those who say they’ll be investing in CJA, 45% indicate that they’ll be investing in this market for the first time.

“Customer service and support leaders are using CJA to gain a more holistic understanding of what customers need,” said Moncus. “Customers’ and executive leaders’ expectations for service interactions will only continue to rise .Service and support leaders need to identify and understand significant customer touchpoints in order to deliver a better experience.”

Photo by Mimi Thian on Unsplash

Analyst identifies the three technologies that will ‘transform’ customer care this decade

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Generative AI, digital customer service, and conversational user interfaces (CUIs) will transform customer service and support by 2028, according to Gartner.“The common theme of these three technologies are their ability to streamline the customer journey and enable customer service leaders to meet customers’ growing expectations,” said Drew Kraus, VP Analyst in the Gartner Customer Service and Support practice. “Within the next five years, we expect these technologies to change the face of customer service and support.”

The Gartner Hype Cycle for Customer Service and Support Technologies, 2023 report describes the most important maturing technologies for supporting customers. There is a range of technological maturities, varying from embryonic (Customer Technology Platform), to highly-hyped (generative AI), to mature yet with significant adoption opportunity still remaining (Contact Center as a Service). More than half of the innovation profiles included in the Hype Cycle fall into the Trough of Disillusionment section (see Figure 1).

The Gartner Hype Cycle provides a view of how a technology or application will evolve over time, providing a source of insight to manage its deployment within the context of a specific business goal. It allows clients to get educated about the promise of an emerging technology within the context of their industry and individual appetite for risk.

Figure 1: Gartner Hype Cycle for Customer Service and Support Technologies, 2023

Source: Gartner (August 2023)

Generative AIGartner predicts that by 2025, 80% of customer service and support organizations will be applying generative AI technology in some form to improve agent productivity and customer experience (CX). Generative AI, which is currently at the Peak of Inflated Expectations, will primarily be used for content creation, AI-supported chatbots and automation of human work.

Generative AI’s biggest impact is likely to be on customer experience. According to a recent Gartner poll, 38% of leaders see improving customer experience and retention as the primary purpose of initiatives to deploy applications trained on large language models.

“The impact of AI on the customer service function cannot be overstated,” said Kraus, “Not only do we expect organizations to replace 20-30% of their agents with generative AI, but also anticipate it creating new jobs to implement such capabilities.”

Conversational User Interfaces

CUIs are human-computer interfaces that enable natural language interactions for the purpose of fulfilling a request, such as answering a question or completing a task. CUIs provide direct control between the customer service agent and the applications they are operating. When used to automate support via chatbots, this technology improves customer experience and self-service adoption.

“Customers increasingly expect to be able to interact with the applications they use in a natural way, and this has been accelerated by the emergence of large language model-enabled enterprise applications, such as OpenAI’s ChatGPT and Microsoft 365 CoPilot,” said Kraus. “CUIs will be vital for driving efficiency and meeting customers’ changing expectations.”

Digital Customer Service

As organizations have introduced a proliferation of digital engagement channels, customers have grown to expect instantaneous, effortless customer service experiences. Simultaneously, introducing more channels can increase customer effort as customers move between them.

Digital customer service offerings focus on seamless conversation orchestration across digital channels. The desire for self-service, combined with the emergence of conversational AI, has led to an evolution of most engagement models. As such, Gartner sees the emergence of a new area of customer care referred to as “digital customer service.”

“Digital customer service will transform customer experience outcomes by reducing friction and eliminating unnecessary customer effort,” said Kraus. “By creating a seamless customer experience, this technology will reduce churn and enhance customer satisfaction.”

Image by Joshua Woroniecki from Pixabay

AI capabilities to push global contact centre market to 16% growth in 2023

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The global contact centre (including conversational AI and virtual assistant) end-user spending is projected to total $18.6 billion in 2023, an increase of 16.2% from 2022, according to Gartner.

“Near-term investment growth rates for CC and CC conversational AI and virtual assistants are expected to dip as business volatility creates a lengthening of decision cycles,” said Megan Marek Fernandez, Director Analyst at Gartner. “Longer-term, generative AI and growing maturity of conversational AI will accelerate contact center platform replacement as customer experience (CX) leaders look to simultaneously improve the efficiency of customer service operations and the overall customer experience.”

The global conversational AI and virtual assistant market represents the fastest-growing segment in the contact center forecast, helping to spur 24% growth in 2024 (see Table 1).

Conversational AI capabilities are receiving greater investment as contact center decision makers look to incorporate conversational AI as part of a long-term strategy to reduce reliance on live agents. While the number of customer service interactions that are touched by AI continues to increase, most of these interactions are augmented with CC AI instead of fully offloaded to a virtual agent.

Overall, Gartner estimates around 3% of interactions will be handled via CC AI in 2023, growing to 14% of interactions in 2027.

Table 1. Worldwide Contact Center and CC Conversational AI and Virtual Assistant End-User Spending Forecast (Millions of U.S. Dollars)

2022
Spending		 2022
Growth (%)		 2023
Spending		 2023
Growth (%)		 2024
Spending		 2024
Growth (%)
16,077 17.6 18,690 16.2 23,171 24.0

Source: Gartner (July 2023)

Gartner expects general economic and geopolitical uncertainty to create some budget restrictions in 2023, resulting in a slowdown of premises-based contact center replacements and upgrade projects. However, customer-facing projects may be viewed as an important part of revenue retention and generation strategies.

“This means that while many IT investment areas will be weakened as budgets tighten, customer service and support initiatives that have the potential to differentiate the customer experience or streamline customer service operations could receive easier investment ‘buy-in,” said Marek Fernandez. “These factors will help contact center as a service (CCaaS) projects receive funding associated with broader corporate digital transformation budgets.”

Gartner expects CCaaS investment growth to accelerate as decision makers implement cloud-based contact center capabilities to modernize their customer service operations. This includes adoption among contact centers with many thousands of agents, which have been slow to adopt CCaaS. As part of modernization projects, CCaaS solutions will be implemented to support a broader mix of communications channels and will feature more significant uptake of advanced dashboards, analytics, routing, workforce optimization (WFO), knowledge and insight, and conversational AI capabilities.

Only 8% of B2B & B2C customers used a chatbot during most recent customer service interaction

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Only 8% of customers used a chatbot during their most recent customer service experience, and of those just 25% said they would use that chatbot again in the future.

New research from Gartner suggests that despite customer service and support leaders’ growing focus on chatbots, customer use of them remains low, suggesting they don’t consistently help customers accomplish their goals.

Its survey of 497 B2B and B2C customers from December 2022 through February 2023 found the ability of a chatbot to move the customer’s issue forward was the top driver of adoption, explaining 18% of the variance in customers’ likelihood to use their chatbot again.

“While many customer service and support leaders look to chatbots as the future of the function, customers clearly need some convincing,” said Michael Rendelman, Senior Specialist, Research, in the Gartner Customer Service and Support practice. “To improve chatbot adoption, the key is to focus on improving the chatbot’s ability to move customers’ issues forward.”

Resolution rates vary greatly by issue type: Just 17% of billing disputes are resolved by customers who used a chatbot at some stage in their journey (see Figure 1), while resolution rates for customers making a return or cancellation were as high as 58%.

Figure 1. Resolution Rates by Service Issue Type for Chatbot Users

Source: Gartner (June 2023)

While service organizations have a deep understanding of the capabilities and limitations of their chatbots, and what issues are a good match for chatbots to resolve, customers do not. The survey found customers are just 2% more likely to use a chatbot for a return/cancellation than use it for a billing dispute, despite a significant difference in resolution rates between the two.

“Chatbots aren’t effective for all issue types,” said Rendelman. “As generative AI makes them more advanced, customer confusion about what chatbots can and can’t do is likely to get worse. It’s up to service and support leaders to guide customers to chatbots when it’s appropriate for their issue and to other channels when another channel is more appropriate.”

These are the technologies impacting customer service and support in 2023

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The technologies with the most current value to service and support organisations are those that support assisted service.

That’s according to a Gartner survey of over 200 customer service and support leaders conducted December 2022 through February 2023, which revealed that the top technologies currently impacting customer service include: case management systems, internal collaboration tools and cloud-based contact centre systems to be of most value in 2023.

“Today, the most impactful technologies in service are ones that support reps to deliver low-effort, value-enhanced experiences in the live channel,” said Lauren Villeneuve, Sr. Director, Advisory in the Gartner Customer Service & Support practice. “These technologies are critical to continue to shift customers’ transactional issues to self-service so reps can focus on more complex issues.”

Figure 1. Top Five Most Valuable Technologies in Service (% of Respondents)

Source: Gartner (May 2023)

Customer service and support leaders generally saw more future value in technologies that help them understand their customers’ multichannel service journeys.
Leaders named several advanced Voice of the Customer (VoC) analytics methods among the anticipated-most-valuable technologies in service across the next two years, such as predictive analytics (85% respondents indicate high future value), digital experience analytics (84%) and customer journey analytics (83%).

Digital channel capabilities — in particular, using chatbots and delivering service via live chat — are also anticipated to see significant increases in value over the next two years.

“Customer service and support leaders recognize that the future lies not in simply adding more channels, but in delivering a continuous multichannel experience supported by consistent knowledge content and smooth, nonrepetitive channel transitions,” said Villeneuve.

Virtual Customer Assistants and Chatbots Are Expected to Grow the Most in Value

Survey respondents also recognize the growing need for investment in virtual customer assistants (VCAs) and chatbots. Of all the technologies asked about in the survey, they held the largest increase between current and future value: Roughly three-fourths of leaders indicated that chatbots will be highly or very highly valuable to their organization in two years.

Concurrently, VoC analytics methods are expected to have the largest increase in anticipated deployment by the end of 2023. As customer service and support leaders look to move beyond surveys for capturing VoC, a majority are expected to deploy or pilot some kind of sentiment analysis (72%), customer journey analytics (68%) and digital experience analytics (65%) by the end of the year.

“This signals that customer service and support leaders see the value of tracking customer experience as they navigate digital and multiple channel offerings,” said Villeneuve.

“The technology landscape in service and support is constantly evolving – and we expect it will continue to do so, particularly with the recent advent of generative AI,” Villeneue said. “For now, leaders are continuing to find value in the technologies which have traditionally supported service and are looking towards these technological advancements to further mature the function.”

2023’s top 10 data and analytics trends identified

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A Gartner study has identified what it says are the top 10 data and analytics (D&A) trends for 2023 – stating they can guide D&A leaders to create new sources of value by anticipating change and transforming extreme uncertainty into new business opportunities.

“The need to deliver provable value to the organization at scale is driving these trends in D&A,” said Gareth Herschel, VP Analyst at Gartner. “Chief data and analytics officers (CDAOs) and D&A leaders must engage with their organizations’ stakeholders to understand the best approach to drive D&A adoption. This means more and better analysis and insights, taking human psychology and values into account.”

Gartner analysts presented the top 10 D&A trends business and IT leaders must engage and incorporate into their D&A strategy  at the recent Gartner Data & Analytics Summit.

Top 10 Trends in Data and Analytics for 2023

Source: Gartner (May 2023)

Trend 1: Value Optimisation

Most D&A leaders struggle to articulate the value they deliver for the organization in business terms. Value optimization from an organization’s data, analytics and artificial intelligence (AI) portfolio requires an integrated set of value-management competencies including value storytelling, value stream analysis, ranking and prioritizing investments, and measuring business outcomes to ensure expected value is realized.

“D&A leaders must optimize value by building value stories that establish clear links between D&A initiatives and the organization’s mission-critical priorities,” said Herschel.

Trend 2: Managing AI Risk

The growing use of AI has exposed companies to new risks such as ethical risks, poisoning of training data or fraud detection circumvention, which must be mitigated. Managing AI risks is not only about being compliant with regulations. Effective AI governance and responsible AI practices are also critical to building trust among stakeholders and catalyzing AI adoption and use.

Trend 3: Observability

Observability is a characteristic that allows the D&A system’s behavior to be understood and allows questions about their behavior to be answered.

“Observability enables organizations to reduce the time it takes to identify the root cause of performance-impacting problems and make timely, cost-effective business decisions using reliable and accurate data,” said Herschel. “D&A leaders need to evaluate data observability tools to understand the needs of the primary users and determine how the tools fit into the overall enterprise ecosystem.”

Trend 4: Data Sharing Is Essential

Data sharing includes sharing data both internally (between or among departments or across subsidiaries) and externally (between or among parties outside the ownership and control of your organization). Organizations can create “data as a product,” where D&A assets are prepared as a deliverable or shared product.

“Data sharing collaborations, including those external to an organization, increase data sharing value by adding reusable, previously created data assets,” said Kevin Gabbard, Senior Director, Analyst at Gartner. “Adopt a data fabric design to enable a single architecture for data sharing across heterogeneous internal and external data sources.”

Trend 5: D&A Sustainability

It is not enough for D&A leaders to provide analysis and insights for enterprise ESG (environmental, social, and governance) projects. D&A leaders must also try to optimize their own processes for sustainability improvement. The potential benefits are enormous. D&A and AI practitioners are becoming more aware of their growing energy footprint. As a result, a variety of practices are emerging, such as the use of renewable energy by (cloud) data centers, the use of more energy-efficient hardware, and the usage of small data and other machine learning (ML) techniques.

Trend 6: Practical Data Fabric

Data fabric is a data management design pattern leveraging all types of metadata to observe, analyze and recommend data management solutions. By assembling and enriching the semantics of the underlying data, and applying continuous analytics over metadata, data fabric generates alerts and recommendations that can be actioned by both humans and systems. It enables business users to consume data with confidence and facilitates less-skilled citizen developers to become more versatile in the integration and modeling process.

Trend 7: Emergent AI

ChatGPT and generative AI are the vanguard of the coming emergent AI trend. Emergent AI will change how most companies operate in terms of scalability, versatility and adaptability. The next wave of AI will enable organizations to apply AI in situations where it is not feasible today, making AI ever more pervasive and valuable.

Trend 8: Converged and Composable Ecosystems

Converged D&A ecosystems design and deploy the D&A platform to operate and function cohesively through seamless integrations, governance, and technical interoperability. An ecosystem’s composability is delivered by architecting, assembling and deploying configurable applications and services.

With the right architecture D&A systems can be more modular, adaptable and flexible to scale dynamically and be more streamlined to meet the growing and changing business needs and enable evolution as the business and operating environment inevitably change.

Trend 9: Consumers Become Creators

The percentage of time users spend in predefined dashboards will be replaced by conversational, dynamic and embedded user experiences that address specific content consumers’ point-in-time needs.

Organizations can expand the adoption and impact of analytics by giving content consumers easy to use automated and embedded insights and conversational experiences they need to become content creators.

Trend 10: Humans Remain the Key Decision Makers

Not every decision can or should be automated. D&A groups are explicitly addressing decision support and the human role in automated and augmented decision making.

“Efforts to drive decision automation without considering the human role in decisions will result in a data-driven organization without conscience or consistent purpose,” said Herschel. “Organizations’ data literacy programs need to emphasize combining data and analytics with human decision-making.”

‘Connected Rep’ strategy will improve contact centre efficiency by 30%

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Customer service functions that implement the “connected rep” will improve contact centre efficiency by 30%  by 2026.

The connected rep is a strategy that enables customer service reps (CSRs) to perform high-quality assisted service at scale. It bridges technology and talent, using context, guidance, and design to reduce rep effort and increase consistency across interactions.

“As CSRs handle more complex customer interactions, upskilling or recruiting strong talent is a challenging and costly approach to help reps respond, especially in a tight labor market,” said Kathy Ross, Sr Director Analyst in the Gartner Customer Service & Support practice.

“Instead, leaders must go beyond traditional talent levers and include rep enablement technology as a core component of talent strategy. This is the crux of the connected rep.”

By investing in a connected rep strategy, customer service and support leaders can reduce their reliance on costly talent strategies and increase the value of their assisted service interactions at scale. This is increasingly important with there being a 25% median attrition among customer service reps, according to a March 2022 Gartner benchmark of over 100 customer service and support leaders.

“Rep enablement technology can create lower rep effort, drive consistent outcomes, and promote customer experience (CX) and efficiency,” said Ross. “A dollar invested in rep technology is a dollar that stays when the rep leaves.”

Gartner says customer service and support leaders looking to reap the economic, CX and employee experience (EX) benefits gained from investing in the connected rep should:

  • Evaluate the gaps and growth areas in the current state of rep enablement technology, and build a legacy system shutdown strategy with enterprise partners
  • Secure approval of rep enablement investments by developing a business case that prioritizes helping inexperienced reps perform in highly complex environments
  • Build a roadmap to support their connected rep implementation by partnering with IT to assess the current state technology architecture and data management capabilities against the requirements to implement the leader’s vision

Half of customer service reps avoid adopting new tech

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Forty-five percent of customer service reps (CSRs) avoid adopting new technologies by relying on legacy systems and tools.

A Gartner online survey of 888 CSRs and support specialists from August 2022 revealed access to legacy systems is the main barrier to new technology adoption.

“Many leaders believe that certain groups are less likely to adopt new technologies, such as reps who are older or work from home,” said Melissa Fletcher, Sr Principal, Research in the Gartner Customer Service and Support practice. “However, the survey shows that these groups are not more likely to resist new technology, and what matters instead is reps’ access to legacy systems and tools.”

Reps who have consistent access to outdated tools use them 20% more frequently than reps who have less access to them. Half report still having access to legacy systems and tools seven to 12 months after a new technology rollout, given the difficulty that comes with removing such.

“Shutting down old systems is the single most impactful action that a leader can take to encourage rep adoption of new technologies, but it shouldn’t happen all at once,” said Fletcher.

Customer service and support leaders can take three approaches to ease into shutting down legacy systems:

  1. Grouped features: Assign features to groups based on the screens or systems they are in, and then remove rep access to these groups one phase at a time
  2. Login elimination: Remove direct login to the legacy system, and only allow legacy login for features not yet implemented
  3. Designated user groups: Assign a small group of reps who will have permission to perform actions in the legacy system, while removing access for the remaining reps

“Prior to engaging in any shutdown strategy, customer service leaders should meet with key stakeholders in IT as well as front line managers to set expectations around the transition period and the issues that are likely to arise,” said Fletcher. “Cross-functional teams can better assess causes of reduced performance such as system bugs or user error and develop short-term workarounds to maintain productivity while addressing these issues.”

Customer data and analytics ‘top priority’ for achieving customer service goals

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Customer service and support leaders cited customer data and analytics as a top priority for achieving organisational goals in 2023, according top new research.

In a Gartner online survey of 283 customer service and support leaders from August-October 2022, 84% of customer service and service support leaders cited customer data and analytics as “very or extremely important” for achieving their organisational goals in 2023. Eighty percent of respondents ranked digital channel effectiveness as “very or extremely important,” along with employee performance, development and quality assurance.

The Gartner survey revealed improving operations and growing the business are the two most important business goals for 2023.

“Understanding customers’ needs and expectations for their service experience is integral for improving loyalty and creating customer value, especially when organizations are up against economic headwinds,” said Jonathan Schmidt, Sr Principal, Advisory in the Gartner Customer Service & Support practice. “Executing on this vision requires investment in customer data and analytics, knowledge management, and an enduring partnership with IT.”

In light of recent economic headwinds, customer service and support leaders plan to devote more resources to improving, automating or eliminating inefficient processes (59% of respondents), migrating service volume to digital and self-service channels (51%) and contributing to the top-line by creating customer value (46%) in the near future.

“In tough economic times, customer service and support leaders are often encouraged by their CFOs to make do with what they have,” said Schmidt. “Given how difficult it is to hire and retain talent, it makes sense that they are tackling inefficiencies and prioritizing digital channels as a strategy for driving down costs without reducing headcount or sacrificing customer experience.”

With these survey findings in mind, Gartner recommends customer service and support leaders:

  • Collect actionable customer data across channels through a robust VoC program that goes beyond surveys and incorporates more advanced methods such as speech, text and digital experience analytics. Leveraging these methods for decisions on personnel, processes and technologies, is key to a successful customer service function.
  • Build digital self-service teams to oversee the digital channel strategy, manage channels like products, and work closely with data analysts to develop and measure success metrics.
  • Enable customer service agents with technology, such as connected desktops, to help them better guide customers through resolution.

Less than 10% of CFOs plan to decrease customer service spending in the next year

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Only 7% of CFOs plan to decrease customer service spending over the next 12 months, according to a July 2022 poll of 234 finance leaders by Gartner. Twenty-one percent plan to increase customer spending and 72% to maintain spending, despite economic pressures.

“In response to inflation, supply chain disruptions, and a tight labor market, CFOs will make trade-offs in spending that affect customer service and support (CSS) leaders,” said Sarah Dibble, Director in the Gartner Customer Service & Support practice. “The bright spot for CSS organizations is that their function is not a top priority for cost cutting compared to real estate/facilities management and finance, which are the most likely to face budgets cuts in the next year.”

Nearly all CFOs prioritize, and will continue to prioritize, digital investments over categories such as sales or research and development, focusing particularly on technologies that enhance current revenue streams or new digital products and services. CSS leaders should therefore prioritize the technologies that meet these criteria to make the strongest case for investment to their CFO.

CSS leaders must also make a strong case for digital investments that reduce costs. For example, digital self-service channels offer a tremendous cost savings opportunity for service organizations, costing $0.09 per contact compared to $14 per contact in assisted service, according to Gartner research. Another area that will not only reduce costs but also better help serve customers is conversational AI, which is expected to reduce contact center agent labor costs by $80 billion by 2026.

CFOs will also look to ramp up investments in hiring and compensation, but increase scrutiny on consultants, contractors, and facilities. “Service leaders with large budget allocations in the latter of these categories should be prepared for increased scrutiny, as well as have contingency plans in place,” said Dibble. “For instance, there may come a time when a contact center in an expensive geography needs to be closed down, transitioned to remote work, or the frontline is unable to handle contact volume without contractors.”

Overall, CSS leaders should look to demonstrate ways that their function helps the company achieve its financial objectives by increasing customer loyalty, especially as CSS organizations are faced with frustrated customers who are dealing with their own financial stresses.

Other actions for CSS leaders to mitigate the effects of the economic downturn include:

  • Influencing the C-suite on cost reduction and avoidance
  • Migrating volume to digital and self-service
  • Improving, automating, or eliminating inefficient processes
  • Assessing outsourcing options and partnerships
  • Contributing to the top-line by developing value enhancement strategies
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