只需企业下达指令，AI就能自主完成用户洞察、人群挖掘、多触点组合营销、智能效果归因等全套流 程工作，不仅可帮助京东商家通过文本短信、Push消息、富媒体短信等形式触达用户，还能利用品牌签 约的明星声音和形象，以电话外呼、视频外呼、C端定制惊喜电话的方式触达用户、经营粉丝，助力品 牌生意高效增长。 基于京东大模型，在AI语音识别方面，可将语音精准转为文字，支持录音文件、实时通话，不仅能把 握超过20种方言和外语，还能识别用户情绪、生成实时字幕、区分说话人、覆盖近场和远场。这项能力 也开放端云协同部署，让企业按需自由使用。 在AI语音合成方面，可将文字转化为语音，支持上百种音色选择，能实现秒级音色克隆。20万小时的 数据积累，让模型具备高度泛化能力，能根据各种prompt需求，合成韵律丰富、自然的音频，让用户听 得清晰、明白、舒适。 伴随大模型演进，雇佣"数字员工"已成为企业标配。三位京东数字员工，就能帮企业搞定交互营销、语 音识别和语音生成。 在AI交互营销方面，京东运用全自研的语音语义、大模型、5G视频等业界领先技术，基于品牌+用户双 方授权数据，可帮助企业进行低成本、大批量、个性化的用户沟通，同时兼顾用户隐 ...

Core Insights - The article emphasizes the importance of aligning AI digital employees with business needs rather than adopting technology for its own sake, focusing on three dimensions: scenario adaptability, cost control, and growth compatibility [2] Group 1: Identifying Core Needs - Companies must first clarify their core needs, determining whether they require immediate solutions or long-term strategic positioning [2] - Different types of digital employees should be selected based on specific pain points, such as customer service for small e-commerce firms or supply chain data analysis for large manufacturing companies [2] Group 2: Matching Skills to Business Scenarios - The skills required for digital employees vary significantly across different business scenarios, necessitating precise matching to avoid paying for redundant features [3] - Examples illustrate the consequences of selecting inappropriate digital employees, such as increased customer churn due to inadequate response capabilities [3] Group 3: Technical Considerations - Companies should avoid compatibility pitfalls by ensuring that digital employees can seamlessly integrate with existing systems and processes [4] - The complexity of operation should be manageable without requiring full-time IT support [4] Group 4: Cost Assessment - A comprehensive cost analysis should consider both short-term investments and long-term ROI, including direct savings from reduced personnel costs and indirect benefits from improved efficiency [4] - A case study highlights a software company that recouped its investment in a financial digital employee within six months, leading to significant annual net gains [4] Group 5: Trial and Error Strategy - Companies are advised to adopt a "small steps" approach, starting with pilot projects to validate effectiveness before scaling up [5] - It is crucial to check system compatibility and ensure that digital employees can integrate with existing platforms [5] Group 6: Evaluation Standards - Establishing quantifiable acceptance criteria is essential for assessing the performance of digital employees [6] - Companies should monitor the collaboration between human staff and digital employees to ensure that the latter do not increase the workload for human workers [6] Group 7: Measuring Effectiveness - The effectiveness of digital employees should be measurable within three months, focusing on cost reduction, efficiency improvement, and revenue growth [7] - The ultimate goal is for digital employees to act as invisible partners that address current challenges while evolving with business growth [7]