2025科技行业趋势报告：基于全球450名科技领导者的洞察 Trends inTechnology Insights and trends from 450 tech leaders worldwide

SALESFORCE

ExecutiveLetter

TRENDSINTECHNOLOGYREPORT,1STEDITION2

Thetechnologyindustryisnavigatingaperiodofsignificantmacroeconomicpressuresandgrowthchallenges,with55%oftechcompaniesexpectingtomisstheirrevenuegoals.

Acleartrendisemerging:AIiscentraltonavigatingcomplexitiesand

drivingourfuturesuccess.Anoverwhelming90%oftechleadersagreeAIisvitalfordeliveringonkeypriorities.AmajorityofAI’simpactlies

inthefrontoffice.Itisactivelybeingleveragedtoincreaseemployee

productivity,reduceoperatingcosts,andunlocknewrevenuestreams.

ThegenerativeAImarketaloneisprojectedtoreachanastounding$1.3trillionoverthenextdecade,promisinganadditional$280billioninnewsoftwarerevenue.InvestinginAI,especiallyagenticAI,isparamountforproductinnovation,customerexperienceenhancement,andgrowthat

scale.WemustactdecisivelytodefineourAIstrategiesandharnessthistransformativepower.

LenoreLang

EVP,Technology,Media,andTelecommunicationsSales

SALESFORCETRENDSINTECHNOLOGYREPORT,1STEDITION3

WhatYou’llFindinThisReport

Forthefirsteditionofthe“TrendsinTechnology”report,

Israel

Salesforcesurveyed450techindustryprofessionals,includingC-suiteexecutives,founders,seniorvicepresidents,directors,andmore,tolearnmoreabout:

•Industryprioritiesandreactionstocurrentmacroeconomicfactors

•Whydiversificationofrevenuestreams,particularly

towardmoreconsumption-basedmodels,istopofmind

•Howtechorganizationsareadaptingtorisingcustomerexpectations

•HowtechleadersarethinkingaboutagenticAIandthe

challengesthey’refacingwhenitcomestoimplementation

450techleaderssurveyedworldwide

Duetorounding,notallpercentagetotalsinthisreportsumto100%.Allcomparisoncalculationsaremadefromtotalnumbers(notroundednumbers).

†SingleSampleGroupFlagicons:GettyImages

DatainthisreportisfromananonymoussurveyconductedfromApril28,2025throughMay13,2025.Respondentsrepresent30countriesacross6continents.Allrespondentsarethird-partypanelists.Forfurthersurveydemographics,see

page27

.

SALESFORCETRENDSINTECHNOLOGYREPORT,1STEDITION4

Contents

ExecutiveSummary 05

Chapter1:PrioritiesandChallenges 06

Chapter2:ATheRevenueRemix:TheIndustryResponsetoGrowthChallenges 11

Chapter3:HappyCustomers,HealthyGrowth:CustomerExperienceDrivesRevenue 16

Chapter4:TheAgenticEraHasArrived 20

LookAhead 24

ExploreMoreTechnologyResources 25

SurveyDemographics 26

SALESFORCETRENDSINTECHNOLOGYREPORT,1STEDITION5

Executive

Summary

01

PrioritiesandChallenges

Industryleadersareprioritizinggrowthandinnovationinthemidst

Reset.Rethink.Results.

AI,customerexperience,andtherevenueremixaredrivingthe

ofuncertainmacroeconomiccircumstances.ManyarehopingAIisthekeytounlockingefficiencies,increasingrevenue,andstayingaheadofthecompetition.90%oftechleadersagreeAIismustwhenitcomestodeliveringontheirpriorities.

nexteraoftechindustrygrowth

02

TheRevenueRemix:TheIndustryResponsetoGrowthChallenges

andinnovation.

Macroeconomicpressuresand

increasedcompetitionhave

ignitedarenewedfocusongrowthanddifferentiationthroughproductinnovationthroughoutthe

Economicinstabilityandincreasedcompetitionhavetechleaderslookingtowardnewrevenuemodels,particularlyconsumption-based,inhopes

thatitwillhelpdriverevenueandcombattheincreasedpriceofbuildingAIcapabilitiesintotheirproducts.72%oftechcompanieshavemore

thanonerevenuestream,withhighperformersadoptingnewrevenuestreamsatafasterrate.

techindustry.

03

HappyCustomers,HealthyGrowth:CustomerExperienceDrivesRevenue

TechleadersarelookingtoAIas

awaytohelptheirorganizations

achievethesegoals.Theyhope

thatthesetools,alongsidenew

revenuemodelsthathelpoffsetthecostsofproductdevelopment,will

Risingcustomerexpectationsarecreatingchallengesfortech

companiesthatalreadystrugglewhenitcomestobalancing

investmentsinproductinnovationwithdeliveringagreatcustomerexperience.34%oftechcompaniessawstagnantordecreasingnetrevenueretention(NRR)yearoveryear.

helpthemunlockefficiency,boostproductivity,anddeliverthenext-

04

TheAgenticEraHasArrived

levelcustomerexperiencesthattoday’smarketdemands.

TechleadersrecognizethevalueofAIandareeagertoimplementAIcapabilities,butmanyfacechallengeswhenitcomestodata

quality,AIimplementation,andastrongAIstrategy.Only45%ofcompanieshaveaclearlydefinedAIstrategy.

SALESFORCETRENDSINTECHNOLOGYREPORT,1STEDITION6

1

PrioritiesandChallenges

SALESFORCETRENDSINTECHNOLOGYREPORT,1STEDITION7

TechLeadersare

OptimisticAmidanUncertainEconomy

Techindustryleaderscameinto2025feelingconfident

thattheinstabilityofthepastfew

yearswascomingtoaclose

.Evenso,today'stechindustryremainswary,demonstratingfarmorecautiousnessthanthemove-fast-and

break-thingsindustryofthepast.

Macroeconomicissueslikeinflation,high

interestrates,andtariffuncertaintyareforcingtheindustrytooperatewithouttheinflux

ofVCinvestmentsortherunawayspendingmentalityofthepast.Thisuncertaintyaroundcurrenteconomicpolicieshastheindustry

worriedaboutbothanearanddistantfuture.Thisisespeciallytrueforhardwareand

semiconductorcompanies,forwhomtariffsposeagreater,moreimmediateconcern.

However,despitethesemacroeconomic

challenges,mosttechleadersreportfeeling

positiveabouttheoverallstateoftheindustry.

01

EconomicPressuresSuggesttheIndustry’sHealthyOutlookMayBeShort-Lived

Themajorityoftechleadersfeeloptimisticaboutthestateoftheindustry

62%

21%

11%

5%

0%

Veryhealthy

Healthy

Neitherhealthynorunhealthy

Unhealthy

Veryunhealthy

Topbusinesschallenges

Changingcustomerneeds/expectationsCompetitionwithotherbusinesses

Macroeconomicconditions

Disconnecteddatasources

Implementing/expandingimplementationofartificialintelligence

SALESFORCE

EfficientGrowthandProduct

InnovationDriveDifferentiation

Today’stechleadershavemovedawayfromagrowth-at-all-costsmindset,focusinginsteadonefficientgrowthanddifferentiationthroughproductinnovation.

Whilethefocusongrowthisn’tnew,thecircumstancesaroundithavechanged.

Economicuncertaintyandincreasedinvestorscrutinyhavemadetheindustrymorecautious—especiallyaroundspending.

Asaresult,leadersarelookingtofind

efficienciesthatmightreducecostsand

increaseproductivityinhopesthatthiswillfreeupresourcesforinnovationandallowthemtoremaincompetitive.

ManyarebettingonAItohelpstrikethatbalance.

01

TRENDSINTECHNOLOGYREPORT,1STEDITION8

InvestmentsinData,Security,andAIAlignwithGoalsforGrowth,Innovation,andEfficiency

Techindustryleaders’toppriorities

DrivingrevenuegrowthProductinnovation

ImprovingthecustomerexperienceReducingcosts

Increasingemployeeproductivity

AIisamusthaveforeverybusinesspriority

54%

36%

9%

0%

Somewhatunimportant

0%

Veryimportant

Somewhatimportant

Neutral

Very

unimportant

SALESFORCETRENDSINTECHNOLOGYREPORT,1STEDITION9

AIistheEngineBehindIndustryPriorities

Techleaders’investmentsinAIdemonstrateabeliefthatthetechnologywillallowthemtoachievetheirprioritiesandcombatcurrentchallenges.SomuchsothatinvestmentsinAIandimplementationmarktheindustry’sgreatestareaofinvestmentafterproduct

developmentandinnovation.

Thevastmajorityoftechcompaniesare

alreadyusingAIintheirday-to-dayoperations,withmorethanathirdhavingalready

implementedagenticAIcapabilities—and

thosewhohaven’tsaytheyplantodosointhenearfuture.

Thisalignswithtechleaders’beliefthatAIiscriticaltotheirabilitytoimproveproductivity,ensuredataaccuracy,providebetter

experiences,generatemorerevenue

acrossmorestreams,andreduceoveralloperatingcosts.

01

TheTimeforAI—ParticularlyAgenticAI—IsNow

Financialandresourceinvestmentsoverthenext12months

●Substantially●IncreaseDecrease●Substantially

Increasedecrease

Productdevelopment/innovation

Sourcing/

implementingAItoolsHeadcount

Improvingdataquality

Mergers&acquisitions

Pre-IPOreadiness

Datasecurity

22%71%7%

33%65%1%

3%

4%47%46%

25%73%1%

13%56%26%5%

7%54%28%11%

29%70%1%

AIisthenormacrossthetechindustry

●CurrentlyUsing●PlanningtoUse●NoPlanstoUse

PredictiveAI

GenerativeAI

AgenticAI

61%36%

87%12%

34%58%

4%

2%

7%

SALESFORCETRENDSINTECHNOLOGYREPORT,1STEDITION10

Spotlight:

ImpactofTariffsonHardwareandSemiconductorCompanies

Unlikethebroadertechindustry,hardwareandsemiconductorcompaniesfeellessconfidentabouttheirnear-termeconomic

performance.Thephysical,global,andcost-intensivenatureoftheirproductstiestheirsuccessmorecloselytoglobalcircumstancesandmacroeconomicforces.Thisisevidencedbythefactthatgeopoliticalinstability,conflict,andinadequatetoolsandtechnologyrankamongtheirtopfivechallenges.Inresponse,manyareshiftingstrategy—prioritizingagilityandcost-reductionoverstraight-upgrowth.WhenitcomestoAI,97%oftheseorganizationsareeitheralreadyusingorplanningtouseagenticAI.

AgenticAIautomatescomplexityandmakesahugedifferenceintheabilitytopivotandrespondmorequicklyinthefaceof

disruption.Agentscanbeusedtomonitorsupplychaindisruptions,uncoversourcingalternatives,reroutelogistics,adjustforecasts,identifycost-savingopportunities,andproactivelyflagissuesacrosspartnersandchannels.

HardwareandSemiconductorCompaniesFaceIncreasedPressureDuetoMacroeconomicCircumstances

Extenttowhichtariffsaredrivingashiftinbusinessstrategy

Hardwareandsemiconductorcompanyexpectationsforperformancetrailthoseofthegreaterindustry

Implementingpriceprotection/pricingapprovals

Reducingcosts/spend

38%

37%

Adjustingpricingstrategy

69%

Diversifyingsupplychain

68%

Pausinglarge-spenddecisions

49%

Reducinginvestmentinproductinnovation

21%

Notapplicable

3%

SALESFORCETRENDSINTECHNOLOGYREPORT,1STEDITION11

2

TheRevenueRemix:

TheIndustryResponsetoGrowthChallenges

SALESFORCE

GrowthIs

HamperedbyInefficiency

Despitecominginto2025withanoptimisticoutlook,therealityofacompetitive

environmentalongsideeconomicuncertaintyisstartingtotakehold.

Fifty-fivepercentoftech

companiesexpecttomissthis

year’srevenuetargetand

65%

ofsalesrepsexpecttomisstheir

salesquotas.

Whilesomeofthiscouldbeblamedon

economicfactors,itmayalsobetheresultofinefficientoperations.Manycompanieshaveyettoimplementsolutionsthatwouldallow

teamsandassociatestotrademanualworkformorehigh-valueactivities.

Caseinpoint?

Today’ssalesrepsonlyspend

30%oftheirtimeactuallyselling;54%oftheir

timeisspentonadministrativetasks

.With

agenticAI,theseteamscouldhandofftaskslikeleadprioritization,generatingquotas,andmeetingpreparationtoagents,allowingthemtofocusmoretimeonactuallyselling.

02

TRENDSINTECHNOLOGYREPORT,1STEDITION12

CostofInefficiency:MissedTargetsandMisusedTalent

Majorityoftechcompaniesexpecttomisstheirrevenuetargetthisyear

21%

22%

28%

17%

8%

3%

2%

Morethan

100%of

90–99%of

80–89%of

70–79%of

Below69%of

Don’tknow

100%of

revenuetarget

revenuetarget

revenuetarget

revenuetarget

revenuetarget

revenuetarget

Howsalesrepsspendanaverageworkweek

8%Downtime 8%Prioritizingleads/

opportunities

12%Meetingin-person withcustomers

9%Internalmeetingsandtrainings

9%Preparationandplanning

9%Connectingvirtuallywithcustomers

8%Prospecting

9%Researchingprospects

9%Manuallyenteringcustomer

andsalesinformation

9%Administrativetasks

10%Generatingquotes/ proposalsandgainingapprovals

Source:StateofSales,6thEdition

SALESFORCE

ProfitPressures

DriveDiversifiedRevenueStreams

Theindustry’sdriveforinnovationanddifferentiationischanginghowvalueisdelivered,monetized,andsustained.

InvestmentsinAIareexpensive,withmanytechcompaniestryingtoallaythesecostsbyfindingrevenuestreamsbeyondthe

traditionallicenseorsubscriptionmodel.

Atpresent,thereisstillworktobedone.

Nearlyonethirdofcompaniesstillreportonlyhavingonerevenuestream.

Howeverwhiletraditionalmodelsstillreignsupreme,othermodelsaregainingsteam—andrightlyso.Companiesthatareexceedingtheirrevenuetargetsareadoptingnew

revenuestreamsatafasterrate,with72%utilizingmorethanonerevenuestream.

02

TRENDSINTECHNOLOGYREPORT,1STEDITION

TheIndustryApproachtoRevenueModelsIsShifting

Revenuemodelscurrentlyusedacrossthetechcompanies

81%

48%52%

22%

Freemium

8%

One-time

purchase

Subscription/

Recurring

Usage-based/

Consumption

Value-based

(Fee/Royalty

/Commission)

Revenuediversificationisbecomingthenorm

13

02

HighPerformersAreExpandingSalesChannels

Beyondjustrevenuestreams,many

high-performingtechcompaniesarealsobroadeningthechannelstheysellthrough.

Diversifiedchannelsalesoftenequatetobroaderreach,reducedrisk,and

scalablegrowth.

Atpresent,channelsalesandresellers

makeupasignificantportionofthesales

forceattechcompanies,withmarketplacescontinuingtogrow—especiallyamonghighperformers(thosehittingtheirrevenue

targets).Thisislikelybecausesellingthroughchannelpartnersallowscompaniestoscalemoreefficiently,drivinggrowthwithout

theaddedburdenofexpandinginternalheadcountoroverheadlikedirectsaleswouldrequire.

SALESFORCETRENDSINTECHNOLOGYREPORT,1STEDITION14

ChannelCheck:MoreChannels=MoreGrowth

Channelsthroughwhichtechcompaniesaresellingtheirproductsandservices

90%

62%

56%

25%

30%

Directsales

Channelsales

Reseller/distributor

Marketplaces

Directtoconsumer/e-commerce

Lowperformersareoverindexingondirectsales

83%

17%

Directsales

Marketplaces

Lowperformersareusingmarketplaces28%lessthanhighperformers

SALESFORCE

Spotlight:

ShifttoConsumption

Consumption-basedmodelsareontherise,withbothconsumersandorganizations

viewingthemasbeneficial.

Thesemodelslowerthebarrierofentryforconsumers,providingawayforthemtogettheflexibilityandtransparencytheydesirewhenitcomestopricingandusage.

Fromthetechcompanypointofview,manyarehopingashifttoconsumption-based

pricingwillenablethemtogeneraterevenuelongpastthetimeofsale.Thiswouldhelp

offsettheincreasedcostsofdeliveringAIcapabilitieswithintheirproductsandorganizationaloperation.

Despitetherapidincrease,consumption-

basedmodelsarenotwithouttheir

challenges.Theyrequiremoreattentiontocustomerexperience,lifecyclemanagement,andpersonalizationandposechallenges

whenitcomestoforecasting.However,

manyarehopingautomationandagenticAImightbeabletohelpsolvethesechallenges.

TRENDSINTECHNOLOGYREPORT,1STEDITION15

Consumption-BasedModelsAreontheRise

43%ofconsumerspreferconsumption-basedpricing

38%

Subscription(flatrate/novariablepricing,perseat/user)

23%

Prepaidconsumption/usage-based

pricing(purchasecreditsandflexibleuse)

Pay-as-you-go(postpaid)consumption/usage-basedpricing

20%

Outcome-basedpricing

(goal/outcomeachieved)

10%

Performance-basedpricing(percentageofrevenuemanaged,costavoidance)

9%

Source:IDC,TheEvolutionofSaasPricingModelsandGrowingBuyerDemandforConsumption-BasedPricing,2025

Despiterapidincreasesinadoption,thesemodelsarenotwithouttheirchallenges

2

AdoptionofConsumptionModels202412025

56%47%

+19%YoY

1Source:Source:HighAlpha,2024SaaSBenchmarksReport

2Source:Zylo,2025SaaSManagementIndex.

SALESFORCETRENDSINTECHNOLOGYREPORT,1STEDITION16

3

HappyCustomers,

HealthyGrowth:

CustomerExperienceDrivesRevenue

SALESFORCE

Customer

Expectations

ContinuetoRise

Astechnologyadvances,customerexpectationsforpersonalizationandcuratedservicecontinuetorise.

Thisputspressureontechcompaniesto

keepuplevelingtheircustomerexperience,whichcanbechallengingtodowithoutalsoincreasingcosts,headcount,ortime.

ThisisanareawhereinvestmentsinAIstarttopayoff.Atpresent,servicerepresentativesarespendingmostoftheirtimeonroutine

casesthatcouldbeautomatedorhandledbyagents.Thisleavesthemlesstimetodealwithmorecomplexcases,therebyimpactingthecustomerexperience.However,automating

thesecasessothattheycanbehandledbyAIagentscouldhelpfixtheproblem,increasingbothefficiencyandcustomersatisfaction.

03

TRENDSINTECHNOLOGYREPORT,1STEDITION17

TechServiceProfessionalsFaceGrowingPressuretoDeliverMore

Techserviceprofessionalswhosaythefollowing

75%

ofcustomersexpecta

morepersonaltouch

thantheyusedto.*

59%

saythereareextensiveopportunitiesto

buildrelationshipswithcustomers.†

80%

ofcustomerexpectations

arehigherthanthey

usedtobe.*

*Respondents:techleaders

†Respondents:techservicereps

HighlycomplexcasesModeratelycomplexcasesRoutinecases

27%

41%

32%

Source:StateofService7thEdition

SALESFORCETRENDSINTECHNOLOGYREPORT,1STEDITION18

PriceReignsSupreme,ButNotbyMuch

Inflationandeconomicinstabilityhaveputcostsfrontandcenterfororganizationsandconsumersalike.

Whenaskedwhatmadethemstopbuyingfromacompany,bothconsumersand

businessbuyerscitedrisingpricesasa

primaryreason.Thatsaid,poorcustomerexperience,inconsistentproductor

service,andinconveniencewerenotfarbehind.

Thisindicatesthatwhilepriceisimportant,it’snottheonlyfactor.

Inordertokeepcustomersbeyondthe

firstsale,techcompaniesmightlook

towardadoptingamoreholisticapproachtocustomerexperiencethataddresses

thevastarrayofcustomerwants,needs,andexpectations.

Source:Salesforce,StateoftheConnectedCustomerReport,2024

03

CustomersValuePrice,Service,andConvenience

Reasonswhycustomersstopbuyingfromabrand

66%

Highprices

53%

Poorcustomer

serviceexperience

43%

41%

Inconsistentproduct

40%

orservicequality

39%

Inconvenience

37%

35%

Dataprivacyconcerns

22%

28%

●Consumers

BusinessBuyers

Customersgenerallyagreethat

SALESFORCETRENDSINTECHNOLOGYREPORT,1STEDITION19

Overathirdoftechcompaniesreportstagnantordecliningnetrevenueretention(NRR).Unsurprisingly,thosewithstronger

performancereportedbetterNRR—highlightingaclearconnectionbetweenNRRandbusinessperformance.However,thismaynottellthewholestory.

Techcompaniesoftenstruggletobalanceproductinnovationwithdeliveringstrongcustomerexperiences.Manyalsolacktheabilitytomeasurekeydatapoints,orrelyontoofew,limitingvisibilityintotheirserviceoperations.

Forexample,thetreatmentofcustomerlifetimevalue(CLV)asamid-levelprioritymaybehinderingsustainablegrowth.UnlikeNRR,CLVtakesalonger-termview,helpingidentifyhigh-valuecustomers,guideresourceallocation,andinformwheretodeployagents,personalization,orautomation.Theshifttowardconsumption-basedmodelsmakesCLVevenmorecritical,asitcanidentifywhichcustomersdrivelong-termvalueandwhichareatriskofchurning.

03It,sTimeforaRenewedFocusonNetRevenueRetention

NRRIsImportant,butNotEnough

NetrevenueretentioninhighperformersCustomerandaccountmetricsbeingtrackedbytechcompanies

vs.Iowperformers

LowperformersHighperformers

NRRincrease

NRRdecrease

NRRstagnant

38%

45%

11%

17%

9%

81%

47%

Marketing

engagement

data

35%

Web/

mobilebrowsinganalytics

52%

Product

usage/

telemetry

data

77%

Retention

/renewal

rates

70%

Customer

satisfaction

(CSAT)

scores

56%

Customerlifetimevalue

(CLV/CLTV)

42%

Churn

predictions

58%

Customer

acquisition

costs

39%

Costtoserve

SALESFORCETRENDSINTECHNOLOGYREPORT,1STEDITION20

4

TheAgenticEra

HasArrived

SALESFORCE

TheAgentic

EnterpriseNeedsBetterData

ThemajorityoftechleadersagreethatAI—

particularlyagenticAI—isofvalueacrosstheentiretyoftheirorganization.However,despiteAIbeingatopareaofinvestment—second

onlytoproductinnovation—only14%oftechcompanieshavefullyintegratedtheirdata,

creatingadeltabetweenAIinvestmentandactualimplementation.

Leaderscitedisconnecteddataasoneof

theirtopoverallchallenges—andit’sblockingAIagentsfromrealizingtheirpotentialto

transformtheagenticenterprise.

AIagentsarekeytoboostingproductivity,

reducingcosts,anddrivingthekindofgrowthtechcompaniesneed,butimplementation

challengesprimarilytiedtodatasecurityandinsufficientdataqualityareholdingthembackfromachievingthesegoals.

Somecompanieshavetriedtoaddresstheseproblemsthroughdatalakesorwarehouses.

However,poweringhigh-performing,

frontofficeagenticcapabilitiesrequires

somethingmore

.

04

TRENDSINTECHNOLOGYREPORT,1STEDITION21

AICanTransformYourBusiness—IfYourDataandTeamsAreReady

Techleaders’levelofagreementwiththefollowingstatements

89%

AIagentsincreaseemployeeproductivity

AIagentshelpbusinessesbetterservecustomers

85%

AIagentsreduceoperatingcosts

83%

AIagentshelpdriverevenue

72%

AIagentshelpimprove

customerretention

69%

TopchallengesfacedbytechcompanieswhenimplementinggenerativeoragenticAI

Datasecurityandprivacyconcerns

Uncertaintyregardingmodelaccuracy

Insufficient/poordataqualitytosupportAIWorkforceskillgaps/upskilling

Lackofunderstandingofcapabilitiesorusecases

46%oftechcompaniesdon’tbelievetheirteamshavethedatatheyneedtodotheirjobs.

SALESFORCE

AgenticAIGainsSteam,but

StrategyLags

Atpresent,customerservice,leadqualification,anddatavisualizationcontinuetobethe

top-citedagentic

AIusecases.Thisindicatesthatgo-to-marketfunctionsareviewedastheeasiestandmostnaturalplacetostartimplementingthese

capabilities.

But,only45%oftechcompanieshavea

clearlydefinedAIstrategy,whichmayexplainwherecompaniesseevalueandwherethey’reactuallydeployingagentsdoesn’talways

matchup.

Trustalsoplaysarole,with48%oftech

leaderstrustingAIagentstoprovideaccurateresultsbutonly37%trustingAIagentsto

actautonomously.

Itshouldbenotedthatthisgapintrustvariesacrossdepartmentsandisseeminglynarrowerindepartmentssuchascustomerservice,

wherepeoplearealreadyusedtotheidea(chatbots),thaninsales,wheresellersaremorereluctanttorelinquishdirectcontactwiththeirprospects.

04

TRENDSINTECHNOLOGYREPORT,1STEDITION22

AgenticAI’sBiggestOpportunity:Go-to-MarketFunctions

Top-rankedprioritiesforgenerativeandagenticAIusecases

Customerservice/troubleshooting

KnowledgecreationDatavisualization