Retailers and banks are reworking the mechanics of customer contact, as artificial intelligence (AI) moves call centers away from scripted menus and toward conversational problem-solving that can complete transactions in real time.
The cost center is now being evaluated as a point of conversion. The same technologies that shorten wait times are also positioning institutions to deepen relationships and influence spending behavior.
Faster resolution times, fewer handoffs and more accurate intent recognition reduce friction, but they also keep customers within a controlled environment where the institution can guide outcomes.
In practical terms, the benefit is twofold. Customers receive quicker, more relevant service. Institutions retain the interaction rather than pushing it to external channels or abandoning it entirely. That retention has implications for loyalty. A customer who resolves an issue quickly is more likely to remain engaged and return for future transactions.
Home Depot’s AI Test Case
One of the most recent illustration comes from The Home Depot’s recent deployment of AI voice agents.
As announced by the retail giant this week, the system’s early pilot results show that the system identifies customer intent in roughly 10 seconds and delivers solutions four times faster than traditional menu-based systems. It can initiate service requests, send product links and help customers complete purchases directly from the call. It can also assemble a shopping cart based on a customer’s verbal description of a project.
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Banks Move Toward Self-Service and Digital Engagement
The same pattern is visible across bank earnings through the past few weeks, where management commentary reflects a sustained pivot toward digital engagement and AI-assisted servicing.
At Wells Fargo, the company’s AI-powered assistant “Fargo” has already surpassed one billion customer interactions three years after launch, management said during the company’s earnings call underscoring the scale of self-service adoption. That level of engagement indicates that customers are increasingly comfortable resolving issues without speaking to a human agent.
Bank of America has tied similar trends directly to operating efficiency. CEO Brian Moynihan said during the firm’s 1Q earnings call that “the application of technology, the process and the customer utilization of our technology has led us basically run the company … on less people.” The implication is that digitization is reducing reliance on traditional support channels while maintaining or improving service levels.
At Truist, executives described AI as “a real operating lever” that enhances client engagement while improving productivity and operating leverage. Digital channels are already driving growth, with nearly half of new-to-bank clients entering through digital onboarding.
From Service to Revenue
The strategic question is what happens next. If customer interactions become more efficient and more personalized, they also become more valuable.
Retail provides a clear roadmap. Home Depot’s system is designed not only to resolve issues but to guide purchases. Banking applications are moving along a similar path, where digital assistants can recommend products, facilitate transactions and deepen engagement within a single interaction.
A call or chat session that once generated cost can now influence revenue through cross-selling, upselling or retention. In that framework, the call center evolves into a distribution channel. For banks, that may mean capturing a larger share of wallet. For retailers, it may translate into higher basket sizes and repeat purchases. In both cases, the underlying principle is the same: service interactions are no longer endpoints. They are entry points into broader commercial relationships.
