Category : Opinion

Mobile Opinion UX/UI

The role of User Experience, Data Science and a Recommender System in improving Customer Lifetime Value

Metrics are an integral part of business success. As the management guru Peter Drucker said, ‘you can’t manage what you can’t measure’. Across B2C and B2B, enterprises and functions within them, chase their own metrics. They may see varying value in Net Promoter Score, Customer Acquisition Cost, CSAT (Customer Satisfaction), and various user engagement metrics such as MAU (Monthly Active Users) and Retention Curve. However, they are all likely to agree that Customer Lifetime Value is a meaningful and relevant KPI to indicate the long-term health of a business.

Customer lifetime value, or CLV, is a predictive performance indicator that allows you to quantify the total value of a customer if they were to form a long-term relationship with your company or brand. In simple terms, it is ‘revenue earned from a customer (annual revenue multiplied by the average customer lifespan) minus the initial cost of acquiring them’. So the incentive for enterprises is to invest in long term relationships with customers. In establishing such relationships, the quality of digital experiences is critical more than ever before in today’s world.

The 5 levers of digital innovation

Increasingly, customers tend to base their perceptions of credibility, trust, and overall value of a brand through its digital experiences. In financial services, self-service dashboards, humanized banking, investment advisory, frictionless lending are common features which are digitally enabled. Personalized infotainment with natural language support and curated recommendations are seen in entertainment services. Similarly, across domains, enterprises can acquire segmented customers and offer a wide range of services by leveraging 5 levers of digital innovation:

Lifestyle Enrichment: With a combination of data and digital experiences, enterprises are in a position to know more about consumer needs and fulfill them at every stage in life. For example, in financial services brands can offer seamless client onboarding, personalized recommendations based on goals, advisory via a panel of experts, aggregate spend analysis, and provide tips on savings.

Recommendations to improve lifestyle such as goal planning, tracking performance of investments, providing a consolidated view of assets and liabilities, need-based promotional marketing, just-in-time recommendation, and so on are already in vogue.

Similarly, enterprises in other domains such as media & entertainment and e-commerce can use analytics and digital design to enrich their customers’ lives. The customer and relevant data should move across channels (app, web, wearables, bots, social, kiosk, branch, call center, advisor, distributor) seamlessly and securely. Such services will have to be made available on the most-preferred channel or location. While it can be challenging enterprises must remember that modern applications demonstrate many advanced characteristics that are driven by the user journey and help in addressing user needs.

Customer Experience: Many would know Design Thinking in abstract terms but very few have applied it in practice tied to customer’s “digital body language”. Many of the apps in the market may be superficially attractive – colorful in design, but weak on purpose, interaction style, or blending cutting-edge innovations. Firstly, there must be an emotional connect with users. Next curiosity must be evoked to learn more about the services and the ease of discovery or use. Once the app crosses the chasm, customer delight and adoption happen. Design Thinking principles can help businesses understand consumers better, empathize with them, and uncover valuable insights about their stated and latent needs & pain points. But beyond just principles, Design Thinking is action – helping enterprises understand their user’s pain points, conducting faster experiments, and finally building a product that drives business results.

The process of ‘Design Thinking to Design Doing

Designers and data scientists must converge to deliver a multi-modal, intelligent, and self-learning application to millennial customers. Technologies such as facial recognition, voice, video calling can be used to address customer pain points and enhance the overall experience.

Enterprise Grade Platform: Companies shall decouple Digital from Core via Open API and monetize services usage via open-source technologies. Each business application must be architected as a collection of cloud-ready enterprise-level micro-services inter-connected to digital use-cases that can be discovered, reused, and deployed across the company. Examples include customer onboarding, multi-factor authentication, personalized UI templates, work-flow engine, product catalogue, information overlay via AR, campaign manager, video & chat conversation, virtual assistant, recommender engine, predictive analyzer and blockchain storage.

Automation: Many companies have scratched the surface on operational processes and customer interaction automation. It has been automation of mundane back-end jobs and less of a hybrid approach of humans and robot’s judgment working in tandem. Successful digital transformation must focus on enterprise productivity, contextual interactions, and real-time recommendations.

Robotic Process Automation unifies enterprise-level data to bring context to customers, integrates regulatory compliance into standard operating procedures with exception reporting, delivers always-on services, and enrich human interactions. Convergence of RPA and AI will drive revenue and profitability and cross-sell to customer’s needs. Companies must bring automation to software deployment and rollout to markets via agile practices. Automation of marketing aided by AI, geo-location intelligence, and big-data user-item profiling is a necessity.

Insights: Insights about what motivates customers and their actions can be drawn from every conversation, transaction, relationship, grievance, and social sharing.

Analytics reside at the edge-node, and can provide insights on cross-sell, product holding, customer profitability and lifetime value, attrition and loyalty, customer sentiment, channel search & usage, transactions, service requests, leads, campaigns, churn, product profitability, risk, advisory quality and more.

The real value of dashboards lies in anticipating early and accurately what your customers want and acting on it.

Convergence of UX, platform and data science in a connected enterprise

Recommender system: driving retention and engagement

The role of a Recommender System is at the core in recommending items and driving customer conversion by auto-suggesting the right product to customers based on needs and behavioral data. A robust Recommender System will discover information for customers and “what to recommend” depends on the context i.e. movies, news, shopping, loans, insurance, funds, stocks, grocery, food, etc.

A Recommender System helps the company to increase revenues by providing the most likely items that a customer can purchase or increasing the engagement by showcasing the relevant product or content. It will encompass a context-based virtual assistant capable of mining data, text, audio, video, facial, and generate automatic responses from past experience and context by applying Deep Learning principles.

There are various models and methods to build an intelligent Recommender System:

Collaborative filtering systems are based on large sets of customers who bought similar products and uses ratings or performance to make a suitable recommendation. It works usually on customer-item interactions e.g. item bought, time spent. In case of the sparseness of ratings, auxiliary information such as item-content can be used via collaborative topic regression machine learning algorithms.

Content filtering systems look at customer profile and metadata on items and creates a watch list, and also recommend similar items to customers that this customer has liked in the past. A similarity scores calculated between any two items and recommends to the customer based on profile and interest. It starts with creating item profiles for each of the items. The customer profile is created using item profiles that the customer has liked and recommends items that this customer might like based on earlier preferences.

Unsupervised Learning has no label data and no prediction of any output. It finds interesting patterns and forms groups within the data. Clustering is typically used for customer segmentation and anomaly detection.

Natural Language Processing is an area where machines learn and understand the textual data to perform tasks. NLP collects text documents, divides the sentence into words, removes stopwords, converts the text into a numerical vector, and tracks unique words as vocabulary, counts the word, and normalizes the frequency of word occurrence.

Text Mining using machine learning involves building a text classification model and uses it for predictions on text data and to predict the sentiment of any given product review. Embedding technique can compare two distinct viewer journies on similarity and predict the probability of conversion by analyzing the average time spent on each of the unique pages. This is also used in supervised ML across use cases such as next possible action prediction, converted vs non-converted, product classification.

Deep Learning provides better feature extraction from item characteristics (text, image, video, audio). Deep Learning techniques such as convolutions and recurrent neural networks allow to model the structure and order in the data for performance improvements. Collaborative deep learning allows two-way interactions between rating matrix and content. With Deep Learning, the properties of the content (images, video, text) are incorporated into recommendations. Using Deep Learning, item-to-item relations are based on a much more comprehensive picture of the product and less reliant on manual tagging and interactional histories.

In summary, companies must think of customer and user scenarios first. Be a customer-focused data-driven company and measure critical moments of interaction to cross-sell and upsell with a Wow experience! You also need a reliable long-term partner who can provide advisory on digital, design a human experience, and engineer a scalable and intelligent solution to market.

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Mobile Opinion

The Superpower of Super Apps and How to Create One

2020 has forced enterprises to rethink and re-evaluate their business challenges and opportunities. The role of digital experiences is even more critical for enterprises as consumers interact with mobile apps for everything from ordering groceries to payments to watching video streaming services. Mary Meeker’s recent COVID-19 impact report suggests that businesses doing the best, have products that were always in demand but especially so in uncertain times – and that list now includes entertainment.

In this scenario, apps that can help consumers accomplish a multitude of tasks – also known as Super Apps have gained currency. Such apps were popular even prior to the COVID-19 outbreak especially in South and Southeast Asia – where consumers took to mobiles as their first entry to the online world as opposed to a gradual shift from desktops, laptops, and mobiles as seen in the western world.

Super Apps was a term introduced in 2010, by BlackBerry founder Mike Lazaridis. He described Super Apps as a closed ecosystem of multiple apps used on a daily basis due to their ease of use. In today’s world, Super Apps are a combination of functions like social, financial, utility services, and entertainment integrated into one app. We have seen food delivery apps extending to grocery deliveries and offering video recipes, cab aggregator apps evolving into food delivery, and payment apps encompassing everything from e-commerce to news. This phenomenon will only rise rapidly in the near future.

Why Super Apps are popular – the consumer’s perspective

A recent KPMG report suggests one of the major driving forces for the rise of Super Apps at a global level is the shift in consumer behavior and preferences. Specialist apps focused on delivering one service well– which led to a proliferation of apps in a device. After nearly a decade of fragmentation and unbundling of services in their lives — consumers are starting to revert towards re-bundling, says the report.

Of course, consumers are not specifically stating that they need a Super App. However, the shifts in their demands from a digital solution are leading to the rise of such apps. Here are a few such shifts:

Why Super Apps are popular - the consumer’s perspective

  • Convenience and simplicity of digital platforms: ease of use, and convenience play a critical role in the acceptance of any digital solution. Super Apps helps enterprises offer that.
  • Choosing one-stop-shops vs plethora of apps: ‘there’s an app for that’ was a popular saying. There are apps available from banks, bank-like neo banks, telcos, digital wallets, ride-sharing, food delivery, and so on – leading to app fatigue. In fact, a recent Clevertap study suggests that most users haven’t downloaded a single app in a 3-month period. And, it is a known fact that smartphone users spend most of their screen time on just 5 apps. Integrating all those most used 5 apps into one single Super App is definitely a win-win proposition for the user and the business.
  • A unified user experience: in a digital world user experience can be the key driver for retaining and engaging with the user. Super Apps can provide a uniform and individual user experiences across offers.
  • Save phone memory &internet usage: On an average, a smartphone may have about 30 apps with only a handful of apps being used regularly. Adding more specialist apps – thus affecting device storage is a problem for most users. Hence, an ‘app which does it all’ is seen in a positive light. It is also seen as a productivity aid as it reduces the time to complete tasks, as users no more need to download multiple apps for different services. It saves phone memory and mobile data. These are two important factors while serving customers in emerging markets and engaging them.
  • Data from Super Apps helps to offer personalized customer experience: a Super App can be a repository to a wealth of data from various services it offers. Brands can use analytics, track consumer habits, and offer an effective and personalized experience.

The rise of Super Apps and why they make business sense

The rise of Super Apps started in Southeast Asia and is now becoming a worldwide phenomenon. The success of the Cplatfor like WeChat and Alipay is encouraging the rest of the world to tap into this opportunity. Recently, Yahoo Japan’s parent Z Corp. merged with LINE, a popular chat app in Japan, Taiwan, and Thailand to develop super-app models for both brands.

In India, our client Paytm rose from being a payments app to becoming a Super App and offer a range of services such as bill payments, movie ticketing, e-commerce and now contactless food ordering [users can scan restaurant menus through the app, place and orders and pay the bill thus maintaining social distancing]. In a recent interview, Vijay Shekhar Sharma, the founder of Paytm said, ‘Customers on our app should complete as much as their day’s tasks’. The merits of this approach is plain to see – make the app a single destination for a multitude of needs and tasks. Recently, we also worked with one of the leading e-commerce players of India to integrate insurance aggregator services on their platform.

In Indonesia, Go-Jekhas emerged from a ride-sharing platform to offering a range of services like food delivery, medical advice, and financial products. According to Go-Jek, ‘the biggest moat Go-Jek built is payments. Once you’re handling money for a user, you can build a castle of services within it.’ Such Super Apps leverage their existing infrastructure in innovative ways like using their ride-share drivers as bank tellers.

In India too, we are seeing such apps gaining investor’s attention – Tencent has the most prolific India portfolio including Ola, Flipkart, Swiggy, etc. Softbank, which backs Paytm and Ola in India, has also invested in Grab.

The much-revered Mary Meeker’s 2019 internet trends report cites how local services are evolving into super apps that fuel usage at scale. One such example is Meituan, an on-demand delivery platform with 412 million annual users, growing at 26% year over year. During the COVID-19 pandemic, a large number of consumers have turned to the platform to order non-food items – understandably spiking the company’s confidence that food delivery service will become the infrastructure service for China’s urban population. In India, Meituan-Dianping has also invested in the local food delivery service – Swiggy. Another such example is Alibaba’s Alipay which has become a Super App with services that support payments for more than 1 billion users.

Mary Meeker Internet Trends Report

Image source

Besides the shifts in consumer behavior, another factor that has led to the growth of Super Apps is the blurring of boundaries between industries. A digital wallet platform has emerged as a competitor for e-commerce players, a ride-sharing platform can be a competitor for delivery apps, and so on.

The growth of the platform economy has also led to the flourishing of Super Apps. Super Apps like Grab, WeChat, Alipay, Go-Jek, Paytm, Kakao, Line in Japan, or Rappi in South America, are examples of the platform business model.

In fact, the most valuable companies in the world – Facebook, Amazon, Google, Microsoft, Apple, Tencent, and Alibaba incorporated the platform business model years ago. The acceleration of this trend has led to enterprises shifting away from a single-purpose to multipurpose apps, resulting in the rise of the Super Apps.

Some organizations are also integrating their offers to break away from dependencies on third-party platforms. For instance – Ikea is breaking away from Amazon and is working on building its own platform. While some enterprises are partnering with existing payers to build Super Apps for e.g. Berkshire Hathaway and JP Morgan have together launched a healthcare venture with Amazon.

It is evident that Super Apps make sense in the current world and the world to be, especially for enterprises that already have the infrastructure to evolve into one, with minimal resource and cost implications. And, we have seen that happening with the likes of platforms like Zomato, Swiggy, etc which quickly adapted to essential services delivery platforms from being food platforms.

Recently, our client Noon.com, one of the leading online marketplaces of Middle East, launched Noon Daily, a next-day fresh grocery delivery service in Dubai, via the noon App. The launch of the app was accelerated in the current situation with pre-payment and contact-less silent delivery features. We have also partnered with the client to launch their mobile wallet app – ‘Noon Pay’ which will make payments easier for their customers, hence closing the entire loop from ordering to payments.

Here’s how Super Apps can help enterprises in business growth

Here’s how Super Apps can help enterprises in business growth

  1. Revenue earned through transactions on the apps’ marketplaces and platforms.
  2. Scope of partnership with various merchants to provide their services on the app;  introduce and monetize credit to consumers, agents, and merchants.
  3. Revenue growth by allowing advertising capabilities on the platform.
  4. Super Apps can help enter new markets/geographies: the only prerequisite being identifying user’s pain points, provide great customer service, provide add-on offers and services on the same app, and do all of this seamlessly across geographies and industries.
  5. Lower product ownership and development costs: Most of the ‘mini-apps’ on WeChat were not developed in-house, but created through integration by companies who wanted to conduct business with WeChat’s immense user base. Most ‘super apps’ follow the platform-based approach to scale their products. In fact, WeChat opened its ecosystem in 2017 for developers to create mini-programs that work within the WeChat ecosystem. LINE has done something similar with mini-apps

As rightly pointed by Cristian Citu, the World Economic Forum’s Digital Transformation Lead:

“Today if you smartly combine established and emerging technologies with a data-driven and customer-centric approach organizations have a major opportunity for exponential growth”.

The same stands true for enterprises entering into the arena of Super Apps.

Key points to consider while building Super Apps

  • Start with a core product with high engagement and then build more use cases – Most Super Apps started as single-purpose apps and extended their services after acquiring a substantial user base. WeChat, after accumulating a large customer base with its instant messaging service, introduced new features to its users, such as its own payment method, house rental, and ride-hailing services. Subsequently, the platform gained new users beyond the initial ones.
  • Have a supply-side economy of scale-like Uber, GoJek, Grab, Lyft, Swiggy – Go-Jek leveraged their success as a transport service and later offered more services to their existing clients. Similarly, the likes of Grab and Uber used their stronghold in supply-side services in transportation to later offer additional services to their clients.
  • Understand the needs of the users, the market, and the economy before extending services – The success of apps in the Asian markets have been also largely driven due to the large number of the unbanked population in these geos. According to the World Bank, only 27% of the population in Asia has a bank account.  With their integrated wallet feature, super-apps have been welcomed by this huge unbanked population in emerging countries. This might not be the case in the western markets, like the United States, where credit cards provide a great ease in making payments.
  • Build strong partnerships and ecosystems – Cross-industry partnerships can also be a determining factor for the success of Super Apps. For instance, Grab, the ride-hailing company headquartered in Singapore and with heavy market presence across the SEA region acquired the local sub-division of Uber and UberEats. At the same time, Grab also started paving its way towards payments and invested in OVO, a popular payment platform in Indonesia.

Super Apps – yay or nay for your enterprise?

While building a Super App might seem like a promising idea, however, it might not be the right strategy for every business. Some factors that companies should consider before making this leap:

  • Cost, time, and resource consideration: the cost, resources, and time involved in building a Super Apps is relatively higher when compared to creating a single-purpose app. Business leaders should consider and ensure their business priorities align with the need for a Super App.
  • User experience: a single-purpose app can sometimes offer a great experience that might get diluted with the integration of multiple services, if not done well. If your business is ready to create and offer a similar or better experience through a Super App, it might hamper your core business and brand.
  • Specificity of the services: many businesses offer multiple services under one brand.For instance under Facebook – there’s a social media app, a messaging app, Instagram and WhatsApp. However, every app is a separate entity because they serve very distinct purposes. If your services are too specific and distinct in might not make sense to integrate them into one platform. Alipay made several unsuccessful forays into social networking/chat. WeChat too faltered in its attempt at direct e-commerce.

In conclusion

The Southeast Asian markets have seen tremendous growth and the rise of Super Apps. With the rise in the number of internet and smartphone users, this trend will only see further growth. However, enterprises have a long way to go when it comes to capturing western markets which are digitally mature, and regulatory norms are way more stringent. Enterprises like Uber have already led the way to Super Apps in these markets and initiated offering services like food delivery, ticketing with Uber Transit, and payment services with Uber Money. Irrespective of the market and geographies it will be critical for enterprises to consider the why, what, and how of their Super App strategy before taking the leap.

India is uniquely placed – both as a consumer market and as a hub for crafting Super Apps for the world. Our experience in crafting digital solutions that simplify lives for millions around the globe will help enterprises realize the superpower of Super Apps.  

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Mobile Opinion

Simplifying User Stories for Agile product development

Are User Stories mandatory for product development? The short answer is ‘No’.

User Stories are not a ‘must-have’ in product development. The Waterfall methodology of software development does not include the concept of User Stories. But owing to its sequential approach it also offers no scope of considering customer feedback and iterating the requirements. Hence, it often fails to deliver a product that customers actually want. Exactly why, 97% of companies have now shifted to iterative and customer-centric Agile development methods, where User Stories are considered as ‘primary development artifacts’. Along with the popularity of XP and Scrum, User Stories has become a common approach to Agile requirements definition.

Product leaders who have set an example in creating the best user experiences, give a great deal of importance to creating User Stories. For instance, Netflix ensures that they understand every User Story with advanced personalization. As a result,  75% of Netflix views are a result of their recommendation engine.

What are User Stories and why are they critical to the product development process?

With highly valued ‘User Experience’ for products, comes the highly appreciated responsibility for product teams – to narrate a story of users’ needs/desires to all the investors, internal stakeholders and all the departments.

Understanding users and users’ needs is important and aligning the product development strategy to the expectations of business stakeholders and investors plays a critical role in the successful implementation of the project. Since it helps in (a) developing trust with the product strategy and (b) creating a common, shared understanding of user’s needs throughout the stakeholders and teams.

This strategy now must reach to every team member involved in developing the product.  In this process, multiple documentations are created to gather detailed insights like Product Requirement Document, Competitive Research documents, Product strategy reports, Development timelines, and budgets, Expected revenue growth stats, User research documents, Feature Requirement Document, Functional Requirement Document, Business Requirement Document and more.

There is a hierarchy of high-level requirements, starting with initiative, themes, epics, features, etc.

User Story is the last mile but found at the very core of the development process and holds a position called primary development artifact.

A User Story is a very high-level definition of a requirement, that can help the developers and product stakeholders arrive at an estimate of the effort and time needed to implement it.

Unlike other documents created around high-level requirements, User Stories can be used directly while development is in progress. User Story is the crux of all the information collated during user research, finding the user’s pain point, competitive analysis, and creating exact prototypes for the product.  User Stories keep the user’s perspective or the user’s viewpoint at the center of the product development process and are directly derived from the user’s needs.

Let’s take a deep dive into what User Stories are and the best approaches to write them

Much like in literature and films, epic is an integration of related or interdependent stories.

In Agile development also, a User Story is the next level to the epic in the hierarchy of high-level requirements gathered.

An epic is the larger piece of product functionality, which usually is difficult to complete in one sprint, hence it is further split up into smaller units. For instance, an epic may be registration & authorization, authentification, user profile, etc.  User Stories are smaller units of functionalities that are derived from epic.

In simple terms, User Stories are units of functionality narrated from a stakeholder’s perspective. A story summary should narrate the user’s need from the product as a piece of work or functionality. This functionality can then be directly taken for development.

Let’s have a look at the structure

User Stories

‘’An epic is a large User Story that cannot be delivered as defined within a single iteration or is large enough that it can be split into smaller User Stories.’’ –  Agile Alliance.

Let’s see two different views of ‘epics and stories’ in diagrammatic form to understand the connection between epics and stories.

(Note: We have considered the same epics and stories in both views to relate them better.)

a. Product Requirement view of epics and stories

Product Requirement view of epics and stories

b. Product Backlog view of epics and stories

A product backlog is a collection of all User Stories which are identified as an ‘independent unit of work’ of an entire epic.

Product Backlog view of epics and stories

User Story is more than a ‘scope of work’. User Story is narrating a user’s desired experience and the ‘scope of work is the takeaway. Dividing stories into smaller tasks/ subtasks/ spikes is then the next step to creating that detailed scope of work.

User Stories help in ensuring that the desired experience remains unchanged irrespective of the methods the scope of work is achieved.

According to Interaction Design Foundation – ‘’Thanks to the accessibility and flexibility of User Stories, you can use them to build a common language and a common mental model of what the project is about. Thus, you can have all stakeholders – client, management, the team members – talking the same language and focusing on the user and what the project is trying to achieve.’’

Here are a few most widely used User Story formats:

  1. As a <role> I can <capability>, so that <receive benefit> by Mike Cohn
  2. In order to <receive benefit> as a <role>, I can <goal/desire> by Chris Matts
  3. Based on 5 W’s - As <who> <when> <where>, I <want> because <why>

A final User Story might look like these:

As an online buyer of the app, I can use the discount code while purchasing, so that I receive a discount on my total purchase amount.

Guidelines for writing good User Stories

a. Breaking up the stories

What are the benefits of ‘a perfectly cut multi-layered cake’? Easy-to-serve, easy-to-eat and gives the taste of all the layers even with a small piece. Similarly, a User Story can be as big as an epic, but we must know how to cut it short but simultaneously keep it an independent piece of work. We must cover all the layers of User Story from

  • User Interaction with the Interface
  • Backend support, CMS driven entities
  • All technical aspects, assumptions & considerations
  • Clear requirements that can lead to good test cases.

b. Easy to estimate

Breaking up the stories in shorter and simpler formats makes the estimation task easy. Stories should be kept small for the purpose of an accurate analysis of the efforts needed to complete it. Correct estimations can help in on-time deliveries. Here’s how:

Guidelines for writing good User Stories

c. Avoiding redundancies of scenarios in stories

It is important to keep the stories as independent as possible. This can be achieved by:

  • Avoiding writing the same scenarios in two different but related stories.
  • Avoiding writing the same kind of stories in two different epics. This can solve the problem of redundancies.

For example:

The home page of any application is a collective UI representation of all the features available in the application. So avoid redundancy of writing about those features in ‘Home screen’ story and again writing them under separate features.

d. Adding more than a UI description of designs

User Stories are not just a UI description. As mentioned earlier, it’s a combination of all UI components, Backend support, CMS driven entities, test environments conditions, etc.

e. Using active voice vs passive voice

The most effective way of writing a User Story as well as acceptance criteria is using an active voice. Here’s an example:

Passive: The user should be able to search a book by its metadata to get the expected results.

Active: User searches for a book by typing any word that matches its metadata and gets the expected results.

An active User Story clearly outlines

  • The interactions/tasks the user is able to do.
  • Invites more questions from devs as easy to understand and reduces gaps.
  • Keep stories separated from independent technical tasks

For initial code set-up and pure technical tasks, we can create spikes/tasks/subtasks. User Stories have a user’s viewpoint which these technical tasks don’t. Technical tasks complement the original User Stories from which they are derived.

f. Always prioritize the stories

Prioritization gives the top level view of all important, quick fix stories which can be taken early vs low priorities can be taken when all high priority tasks are done.

g. Ensure the stories are well-refined before initiating development

A story needs not only the product perspective but design and technical perspective too before it is actually taken for development. One or more level filters to the story involving cross functional teams strengthen the acceptance criteria of the story and reduce the gaps.

Different stakeholders <Roles> in a User Story

As mentioned earlier, User Story is a unit of functionality narrated from a stakeholder’s perspective, most often from End user’s perspective.

However, other stakeholders in a Digital product development project can be a Developer, Quality analyst, Product owners, etc. and User Stories can be defined from their perspectives too. Here are a few examples:

a. User Story from the product owner’s perspective

Splash screen or launch screen of a Mobile application – End users don’t care much about being shown a splash/ launch screen to them. But when the user starts the application, the application takes around 2-3 seconds to load and till then the user must be shown with some kind of loading indicator and given a hint that the application is getting ready to launch. So splash covers the intent of being displayed till application loads and being a screen to establish and promote the brand of the product.

Therefore: as a product owner I want to show the splash screen to the user when user starts the application

b. User Story from the developer’s perspective

Increasing the performance of ‘search’ functionality leveraging the programming techniques like dynamic row loading or debouncing/ throttling.

Therefore: as a developer, I want to increase the search autocomplete timing with debounce programming technique, so that the overall search functionality performance will improve

c. User Story from Quality analyst/Tester’s perspective

A verification story that explains the user’s capability to search a product using different metadata. Users should be able to search a product using its brand name, parent type of the product, the industry it belongs to, using any word from the descriptions of the product.

Therefore: as a tester, I want to verify that the user is able to search a product with its metadata i.e. brand name, parent type of the product, the industry it belongs to, using any word from the descriptions of the product so that user will be able to find expected results

d. User Story from the End-User’s perspective

The most often used stakeholder in User Story is the ‘user of the product’. Users can have different personas (based on demographic, psychographic, etc.), state (Subscribed/ not subscribed, authenticated/ unauthenticated, etc.). It’s recommended to use the specifics of user role while writing a User Story.

Therefore: as a subscribed user of the app,  I want an access to the premium content of the app, so that I will be able to watch and enjoy

Acceptance criteria – an integral part of User Story

It is critical that the product team works as an enabler to the development team in understanding user needs by defining the scope of work in a way that is easy to understand by them. This is where the ‘Acceptance Criteria’ plays an important role.

Mike Cohn, one of the founders of the Scrum Alliance Cohn, defines acceptance criteria as, “notes about what the story must do in order for the product owner to accept it as complete.”

It can be used as a ‘definition of done’ for the scope of work. Acceptance criteria help the Quality analyst team to define their test cases.

Two commonly used acceptance criteria formats are:

  1. Checklist format
  2. Given When Then Format

We will also uncover the way of writing acceptance criteria using the User Story mentioned earlier in the article [Discount code functionality]. This is to understand the basic difference between the acceptance criteria formats mentioned-above.

1. Checklist format

As the name specifies its a checklist of criteria to be taken into consideration. This format is used for small, simple User Stories which are not complex to understand from a user flow perspective.

Format:

List of criterias

  • <criteria 1>
  • <criteria 2>...

User Story – As an online buyer of the app, I can use the discount code while purchasing, so that I can receive a discount on my total purchase amount.

Acceptance criteria

  1. A call to action on ‘Apply code’ should show a list of discount codes that can be applied on the purchase for a user.
  2. Only a single code can be applied on a total purchase at a time.
  3. On a click of code, the code should be applied and shown next to the ‘coupon’ text label.
  4. The applied coupon code discount should be shown next to the Coupon code with ‘-’ prefix.
  5. The number of coupon discounts should be deducted from the total purchase amount.
  6. Only authenticated users can apply code

2. ‘Given When Then’ format

‘Given When Then’ format is very popular and widely used in product-based companies for their A-list digital products. Great user experience, high security, and a huge potential customer base can involve much more complexity to the digital product. And everything mentioned starts with capturing all the minute details correctly.

This format covers all the happy paths, unhappy paths, error scenarios that the user experiences. It also explains the logical order of user flow/ sequence of tasks the user is encountering with.

Format:

  • <Given> context/ user role/ user state
  • And (Optional)
  • <When> interaction with system
  • <Then> expected result
  • And (Optional)

User Story – As an online buyer of the app, I can use the code while purchasing, so that I can receive a discount on my total purchase amount.

Acceptance criteria

Scenario 1: Happy Path – applying discount code 

Given I’m an authenticated user on order screen
When I click on ‘Apply code’
Then I see a list of codes that can be applied

Scenario 2: Happy Path – Click to action on codes 

Given I’m an authenticated user on screen of list of codes
When I click on any code
Then I see a the codes printed next to ‘coupon’ on order screen
And I see the discount amount shown with the prefix ‘-’
And I see the discount amount deducted from the total amount of purchase

Scenario 3: Unhappy path – selecting multiple codes

Given I have selected one code from the list
When I click on any other code
Then I see the earlier code gets deselected and new code gets selected

Scenario 4: Unhappy path – No coupons available

Given I’m an authenticated user on the order screen
When I click on ‘Apply code’
Then I see an empty screen with the text label ‘Sorry! No coupons available’

Scenario 5: Unauthenticated user – Apply code

Given I’m an unauthenticated user on the order screen
When I click on ‘Apply code’
Then I see an error message ‘Please Register with us to apply the code. Already a member? – Sign In’ with two buttons of ‘Register’ and ‘Sign In’

The ‘Given When Then’ format is much more detailed and also explains the user flow with different scenarios. Further, it also covers the error states and unhappy paths as seen in the above example. Rather than just saying ‘Unauthenticated users can not apply code’ we explained how an unauthenticated user’s journey would look like if they tried. – (See scenario 5).

The reason behind the popularity of ‘Given When Then’ Format –

  1. Clearer user flows: As in the above example, it helps in understanding a scenario with the specific user flow. If an authenticated user tries to apply code vs an unauthenticated user tries.
  2. 360-degree coverage for all user paths: It covers all the happy and unhappy paths. Also the error cases.
  3. Covering unhappy paths with a workaround: Even if unauthenticated users can’t apply code, it can outline the path they directed to i.e. to Register/ Sign In
  4. Ability to cover more than one user state: It helps in covering both authenticated and unauthenticated user states.
  5. Connecting more to the user’s emotions: As mentioned in the above scenarios, If there are no codes available for users, it could be disappointing. In such cases creating the best text message or workaround for this scenario.
  6. Active voice of a user: This format defines the scenarios in an active voice. This way, developers can relate to it more and ask many questions around the scenarios on possible gaps.

With the formats explained above, there can be other details that can be added to this format, such as System requirements, business requirements, Assumptions/ pre-conditions, Remarks, necessary UI links, Other notes to Dev team/ to QA, Backend components, etc.

Who writes User Stories?

In the Agile team creation of User Stories should be a collaborative effort. It is a simple process and hence anybody can write User Stories. However, in most cases, Product owners or Business Analysts take the lead in writing them as they are considered to know the ‘user’s perspective’ better.

Agile methodology gives the flexibility to strengthen User Stories along with developers through various sprint planning meetings. Sprint planning meetings in agile, which are generally led by Product Owners, are very important for dev teams to understand the scope of work, find loopholes, get in more details into the acceptance criteria and get them ready to take into the next sprint. That’s how agile projects are known for a collaborative team effort.

In summary, as defined by Interaction Design Foundation – ‘’User Stories promote a shift in the way a project is discussed. We do not focus anymore on solutions and features. We focus on goals that “real” users will be able to work towards for a specific purpose. We do not have a list of abstract functionalities whose origin is dubious. We focus the end goals on concrete and tangible things that the project will let the user do.’’

User Stories bridge the gap between technology and human needs. It is believed that ‘well begun is half done’ and creating well-defined User Stories can help in defining the success of a product at an early stage. The reason: it takes the most important aspect into consideration:  the end-users, their needs, and pain points.

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Mobile Opinion

Choosing the right digital partner for the Experience Economy: actionable tips

Crafting digital experiences that delight your consumers and drive business growth is an on-going journey that keeps evolving with the changing customer expectations, ever-transforming business environment, technological innovations, and much more.

What is considered as an innovation at a point in time, becomes a norm sooner than we realize.

For instance, in 2011 Google Wallet was introduced and today almost every smartphone owner uses a payments app. In less than a decade Instagram has changed the norms of social sharing. Uber, launched in 2010, has become a necessity for most of urban dwellers today. Slack, a messaging app for enterprises launched in 2013, has become an essential component of how employees communicate. Such examples are plenty.

In a post COVID world, the pace in which the business landscape and consumers’ needs & expectations have changed has accelerated by leaps and bounds. It has changed the basic fabric of human behavior at a speed and at a scale that has never been witnessed before.

According to a recent report from Accenture, in this new post COVID world, the need for tools and techniques that can help understand the science of behavior and enable enterprises to monitor, collect data and analyze the changing consumer behavior will become foundational to experience creation. Most importantly, the speed at which companies respond to these changes will become a critical factor for competitive advantage.

Furthermore, businesses will have to progress from creating omnichannel experiences to delivering multi-experiences i.e. going beyond being merely present in various platforms to creating a consistent and seamless experience across all devices and platforms.

In fact, according to Gartner, by 2023, more than 25% of mobile apps, progressive web apps, and conversational apps at large enterprises will be built and/or run through a multi-experience platform.

Delivering such experiences will need continuously inventing and re-inventing the existing digital solutions. It will require people, processes, and technologies across an organization, working in complete harmony with each other. Many organizations understand this and have progressed towards making digital transformation a priority. According to a study, 84% of enterprises believe that digital transformation is crucial. However, just 3% of these have a company-wide digital transformation plan ready. But this scenario will have to rapidly change as COVID -19 has dramatically accelerated the pace of evolution of customer needs. Businesses understand that ‘now’ is the time for them to speed-up and accelerate digital transformation not just for customer engagement but also for internal processes.

The kind of digital experiences that an organization creates also depends on their digital maturity. Every organization is at a different stage of digital maturity depending on its priorities and customer needs. An e-commerce enterprise is bound to be more digitally matured than a brick and mortar retail store.

While most digitally matured organizations have a well defined digital strategy, enterprises that are just starting their journey might lack that prudence.

It is critical for enterprises to know where they lie in terms of digital maturity to create a digital roadmap for the future. It can be difficult for enterprises to embark on this journey on their own, this is where the right digital partner who can understand, complement, and augment an organization’s digital maturity level becomes important.

There are various challenges that organizations might face while developing innovative digital solutions, and a digital partner can help them address these:

  • Cost considerations: reduce resource and operational costs – 59% of all businesses collaborate with a digital partner to optimize costs
  • Ability to meet elastic demand – scale up or down – 16% of of all businesses work with a digital partner to raise flexibility
  • Time and effort required to acquire talent with specific skillsets or developing them within the organization – 18% of all businesses augment their teams with a digital partner to increase expertise
  • Accelerating time-to-market – 24% of businesses work with a digital partner to improve efficiency and speed

Visualize, mobilize, and realize your digital transformation strategy with the right digital partner

Choosing the right digital partner can help organizations visualize, mobilize, and realize their digital transformation strategy and hence enable them in delivering sophisticated digital experiences. To elaborate, the right digital partner can enable enterprises to:

  • Visualize Digital Future – enable your business to think ahead and  create digital solutions for the future
  • Mobilize Enterprise Disruption – define the strategic change agenda for your business that will deliver measurable outcomes
  • Realize Smart Results – build rigor in the system to ensure that strategy delivers results

A well thought-through digital partnership can help businesses in:

  1. Revenue growth and build newer revenue streams – increase the top line
  2. Optimizing costs – increasing the bottom line by reducing resource costs, infrastructure costs, admin costs, operational costs, and so on.
  3. Ensuring compliance with all relevant governance, risk and compliance norms
  4. Digital Innovation – creating new products and services or augmenting existing products for competitive advantage.
  5. Acquiring, retaining, and engaging with customers with delightful digital experiences.

Choosing Right Digital Partner

Choosing the right digital partner – key factors that can help you hit the bull’s eye

Crafting end-to-end digital experiences has become critical for enterprises to drive competitive advantage and ensure business growth. In fact, according to this Forbes article, by 2020, CX will be even more important than price or product quality in differentiating one brand from another. Therefore, the need to choose the right digital partner can’t be emphasized enough.

Here are key factors organizations should keep in mind while choosing the right digital partner:

Choosing the right digital partner - key factors that can help you hit the bull’s eye

Experience and Expertise

According to Forrester, to accelerate digital transformation it is important to pick partners that understand transformation. What this means is, it is important to find a partner with the right set of capabilities to compliment your own team and with the kinds of technology tools, you can put to use immediately.

The best scenario will be, having a digital partner who can offer end-to-end digital services including advisory, design, engineering, and analytics. Such a partner will help enterprises realize and deliver digital experiences for the present, but also enable them to be future-ready.

Here are a couple of things that are key indicators to measure the right indicators of expertise of a digital partner:

  1. Experience: The years of experience in the industry, more importantly, their experience in the domain of your business.
  2. Scale and variety of digital projects: The scale and variety of digital projects executed across the globe. While a digital partner might have excellent experience in creating mobile apps, they might lack the expertise in creating digital solutions using emerging technologies or scale your product. Hence, it becomes important to work with partners who can augment your digital solutions and create experiences for the future.
  3. Clientele: The list of their top clients and more importantly the kind of organizations they have worked with, in your respective domain.
  4. Leadership:  Any team is as good as their leader, hence it becomes important that your digital partner has a strong leadership team with an in-depth understanding and experience in creating digital solutions. It is critical that the leadership team is able to leverage their rich experience to guide the teams but also work with you to improvise on your digital solutions and deliver results.

Scale and Flexibility:

There are innumerable digital agencies or enterprises across the globe. But an important factor to consider while making the decision to choose a digital partner is their scale and flexibility. If your digital projects are large scale, you will need a partner who can match and manage that scale, whereas for an SME or a start-up it is important to choose a partner who will have the flexibility to quickly scale up or scale down on the projects depending upon the requirements.

Some of the key factors to consider while measuring the scale and flexibility of a digital partner are:

  1. The scale of digital solutions executed and the size of enterprises that they have partnered with.
  2. The kind of technological capabilities they have across all the services – Advisory, Design, Engineering, and Analytics.
  3. The structure of the organization, the structure of their project team, and its capability to scale-up or scale-down the team size depending on the project requirements.
  4. The kind of expertise and the composition of their team mix – for instance, the skills the team possesses in front-end and back-end digital technologies availability of experts in cloud and software deployment, etc.

Operational and process maturity

Given the pace at which digital technologies and consumer expectations evolve, speed, agility, and adaptability have become highly-prized attributes for any organization. Hence it becomes critical for enterprises to choose a partner that has digitally mature capabilities and processes in place. From requirement analysis to delivery of the project the kind of processes the digital partner brings on the table is a factor to assess while making a decision.

Here are some key points that you should consider to assess your digital partners’ operational/process maturity:

1. The kind of practices and methodologies used across the delivery cycle. Some of the factors in this context can be:

  • Do they offer full-lifecycle digital product development?
  • The level of expertise they demonstrate across CI/CD, DevOps, Automated Testing, etc.
  • The processes and procedures to perform quality assurance.
  • How they can accelerate your go-to-market strategy. For e.g. Do they have microservices compliant digital middleware to fast-track launch?
  • Data Points that can help you analyze their Sprint Velocity.
  • How they can help you drive customer acquisition and retention goals of your organization.
  •  What are the Service Level Agreements (SLAs) to upkeep applications?

2. What are the value-added services that they offer beyond the stated requirements of your project? – digital advisory services, workshops to chart out a product road map, design thinking capabilities can be some examples of such services.

3. Risk mitigation plan – a prudent digital partner knows that any process always has some scope or error, hence they keep their strategies in place to deal with any issues that might occur during the project. Various risk factors can be – control risk, organizational risk, performance risk, and security risk.

Geographical presence

It is important to keep in mind the geographical presence of the digital partner you are working with and how they plan to augment the capabilities of your team beyond the constraints of geographies. An effective digital partner will work with various teams and models and ensure effective communication is in place and deliverables are met irrespective of geography and time zones. A digital partner with a global presence with onsite and offshore teams can help in delivering cost advantage through a hybrid model of working.

Client testimonials

There is no better way to analyze your digital partner’s capability than to hear it ‘straight from the horse’s mouth’. Client reviews and testimonials are an important factor to understand the work, capabilities, and authenticity of the work they showcase in their corporate portfolios.

In conclusion

As we move towards a world where creating multi experiences will become the new reality, crafting digital experiences will require understanding the consumers’ needs and pain points, harnessing the right technologies and platforms to optimize business models, operational efficiency, and more. And, this will be a continuous process where organizations will have to catch-up and deliver according to the pace of change of customer needs and evolving business challenges. The right digital experiences partner can help your organization navigate through this journey by integrating people, processes & technologies to create unified & positive customer experiences.

Download the summary of the checklist to choose the right digital partner here.

To understand how Robosoft can partner with you to create digital solutions for your organization and for information on our capabilities and services, you can write to me at [email protected]

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Mobile Opinion

From Design Thinking to Design Doing – Webinar Overview

As enterprises face the new-order of the world, they are also gearing up for the evolving business challenges that are likely to get more complex in the coming months. Design Thinking principles can help businesses understand consumers better, empathize with them, and uncover valuable insights about their stated and latent needs & pain points.

In this context, in our first webinar of the Design Thinking series – ‘Facilitating Remote Design Thinking’ we discussed how remote working and Design Thinking which are often viewed as two separate entities can be integrated together to drive-in measurable results.

Taking the conversation ahead, the second webinar in this series – From Design Thinking to Design Doing, was aimed at discussing how the rapidly evolving business challenges present an opportunity for enterprises to apply Design Thinking principles to gain insights into customer pain points, understand user behavior and thus solve real-world problems for enterprises.

In this webinar, Pooja Bal, our Head of Digital Advisory Practice and Priyanka Shroff our Associate Director took participants through an in-depth process of how to progress from Design Thinking to Design Doing using product management tools and techniques. During the course of the webinar, they shared insightful examples based on their rich experience in Design Thinking with clients in various domains across the globe.

The discussion helped participants learn:

  • The new mindset – the paradigm shift in the outlook that is required to move from a static to the dynamic transition of Design Thinking and understand how it can be put into action, beyond theory.
  • The process of ‘Design Thinking to Design Doing’ – decoding the how of the Design Thinking process. This process is divided into three phases:

The process of ‘Design Thinking to Design Doing

Phase 1: Immerse: Empathize, Define, Ideate

Empathizing allows in setting aside preconceived assumptions and gain insights into the user’s real needs. In the subsequent steps these insights are analyzed and the core problem is defined. The final step of this phase is ideating; which can open up innumerable possibilities to innovate and build a product.

Phase 2: Imagine and Imbibe: MVP, Prototype, Usability Testing

Creating an MVP (Minimum Viable Product) which is the smallest possible version of the product that can be used to run an experiment and test a hypothesis to understand the feasibility of the product. The Prototyping and Usability testing steps of this phase are often done concurrently and can provide immense opportunities to learn faster about the end-user and apply those insights while developing the final product.

Phase 3: How to iterate and Invest: Analyze, Build, Test

This phase focuses on how to build and scale the product using Agile and DevOps concepts.

  • Business impact – examples of how this process enabled few of our clients meet business goals, increase profitability, and achieve the desired numbers.

In conclusion, the journey from Design Thinking to Design Doing is an iterative process that helps enterprises understand their user pain points, conduct faster experiments, and finally build a product that drives business results.

Here’s the webinar video for detailed insights on the Design Thinking to Design Doing process.

If you’d like to know more about how to drive the remote design thinking process at your enterprise, please feel free to drop me an email at [email protected].

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Mobile Opinion

What does it take to create products that customers love?

The COVID-19 pandemic has impacted businesses in many ways, enabling brands to restructure systems and processes to explore new ways of increasing business and operational efficiency.  To manage the immediate impact of the crisis and lay a good foundation for the future, brands must relook at their most critical functions that can create positive customer experiences – product development being one such.

The relevance and value of great product managers cannot be undermined today, where the world is predominantly dependent on digital products and platforms to accomplish most of their needs. Such times call for a human-first approach while developing products that can touch millions of lives globally. In an earlier article, we explored the key characteristics and the core functions of great product managers that can have a profound impact on brand value, customer loyalty, and retention. In this article let’s examine the components required to craft such products and the role of product roadmaps in elevating positive customer experiences.

So, what does it take to create products that customers love?

To begin with, a project framework, the objectives it is meant to accomplish, the resources needed to execute the development, and a product manager who can translate the product vision aligned with that of the organization’s.

As per a Gartner survey, 82% of CEOs are aimed to transform their businesses to be more responsive and digital, and product managers have a huge role to play in accomplishing this vision. Innovation, agility, and speed, define the new turf for product managers. The end-results are sustainable business models and products that customers are in love with.

A product manager is integral in transforming the organizational vision into a user-friendly product right from scratch. From setting the product vision, defining a strategy, researching market conditions, identifying the right opportunity to developing a new product, profiling customer personas, defining the stages of product development, and communicating the vision to internal & external stakeholders. In addition to this, a product manager is also responsible for resource management, driving the execution, providing execution assistance, keeping a constant tab on the timelines, testing the product, refining the product features basis the testing, market positioning and charting a sales strategy, a product manager orchestrates all of these roles end-to-end. Neglecting any one of these attributes can incur heavy financial losses and put the brand reputation at stake. Proper planning and having a visionary product manager leading the product development phase can increase the probability of product success remarkably.

While a lot of the product management skill sets are learned and developed along the way, a product manager should be passionate and driven towards – Technology, Business & the User Experience. Broadly speaking a great product manager intersects at the conjunction of these three attributes.

Business — Product Management above all, is a business function that is focused on optimizing the business value of a product. Product Managers should thereby be obsessed with exploring ways in which product efficiency can help in accomplishing business & revenue goals while amplifying brand value and customer loyalty.

Technology — While product managers are not required to be Tech experts or to get involved in the development process, they must be aware of the Technology trends disrupting the industry globally. They should also be able to forecast trends and be aware of all the technologies that can add value to their product functioning and reception.

User Experience — The ultimate objective of any product is to ensure optimal user satisfaction. To think, feel, and empathize with the end-user and create products to address their requirements and create effortless experiences. To accomplish this, it is imperative to gather inputs from users through research, sampling, AB testing, one-on-one discussions, and get a first-hand feel of whether you’re on the right track, as great user experience is the ultimate goal of any product.

The key to integrating all these attributes into the product execution – a comprehensive product roadmap. It’s one of the most crucial functions of a product manager that brings all the key stakeholders together to commit to the product vision and chart an execution plan based on product priorities.

What are Product Roadmaps?

A great roadmap begins with a clear understanding of the product vision & strategy. Charting a product roadmap is the first crucial step in communicating how each phase of the product development cycle aligns with the long-term business vision. It is a framework that details the direction, execution, priorities, and progress to all key stakeholders. Product managers typically gather insights from cross-functional teams like sales, marketing, and engineering teams to ensure that it aligns with the product strategy and overall business goals. It ascertains the ‘why’ behind building the product and how it solves user challenges that can enhance the overall customer experience.

Here are a few techniques to create great product roadmaps

Tips to Create Great Product Roadmaps

Let’s examine each of these further:

Determine the Use case & Audience

What is the purpose & what are you trying to visualize with the roadmap?

Who is the audience it is intended for?

Beginning with the end objective & the audience it’s intended for, can have a lot of implications on the information & structure of the roadmap. For instance, while the marketing team would check if it aligns with their campaigns, the CFO would avoid getting into the product details & get a quick overview of the costs & how it aligns with the business vision.

Be Data-driven

Given that you as a product manager are a central hub connected with internal & external stakeholders, product engineers, analysts and various other members involved in the product development, it is important to gather user insights and business intelligence from each of these sources and use this as the foundation to create your product road map. Forrester reports that 70% of the projects fail due to a lack of user acceptance. This is why it’s crucial to gain user insights and identify what they truly prefer.

Align with Journey Maps

When product road maps are aligned with customer journey maps it can help in aligning the product features with user thoughts and emotions and guide the product’s design process. This can invariably maximize the product efficiency and customer experience to a whole new level. Here’s a reference for the customer journey map related to bill payments. By understanding the pain points of users, product roadmaps can be aligned to address the core user challenges and enhance the overall customer experience.

Customer journey map related to bill payments

Be Transparent about the Process

As a product manager, it is crucial to prioritize product features and be able to communicate this with the product team.  This is important as it helps in maintaining transparency and gaining team consensus on the priorities and decisions to ensure you’re driving the product vision collaboratively as a team and prevent knowledge silos that can hamper stakeholder relationships.

Prioritize

Every project must go through a prioritization process to include specific features, epics, and initiatives that will be included in the roadmap. Prioritize the roadmap based on – data, high-value initiatives, potential opportunities, stakeholder consensus and it’s alignment with business objectives.

Be Assertive

Product managers need to be assertive, more so in a creative process as it involves ideas and suggestions from other members involved in product development. For instance, a product engineer may endorse an idea or feature that is not documented as part of the product roadmap but how it can seamlessly accomplish the product vision or simply because it can save time on the next sprint. Such ideas have to be eliminated assertively while ensuring that it does not hurt any sentiments. Reason-out with evidence, to ensure that such suggestions do not undermine the product objectives.

Practice Evidence-based Decision-making

To be accepted as a great team player and gain team consensus it’s important to justify your stand with evidence-based communication and decision making. User insights based on research can aid the decision-making process, scale efficiency, and work as an excellent source of business intelligence that can guide the product roadmap process. To accelerate product efficiency, many enterprises have begun to revisit their product roadmaps – crafting the right product vision aligned with key user goals and evolving as per their needs. The ultimate goal of a product roadmap is to communicate the strategy & ensure successful product execution.

With customer experience and digital transformation at the forefront for most organizations today, the role and importance of great product managers cannot be undermined. While a few core characteristics and skill-sets are integral to the organization and product success, enterprises have to hire product visionaries with the right attitude. The role requires a lot more ownership beyond what is fixed as the KRA’s, and a passion above all to solve the most pressing customer concerns.

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Mobile Opinion

Of microservice architecture and digital enterprises in the experience economy

The COVID-19 pandemic is expected to impact the world like never before. A key transformation is underway in pushing all of us to embrace change in the way we live and work. Old norms and ways of working will give way to a new normal. It is clear that digital will be at the core of the social distancing era. Digital solutions and platforms will be the key enablers of business continuity helping enterprises in adapting to the rapidly changing needs of their customers, while they focus on mitigating business and operational challenges.

Once the threat of the epidemic has passed, businesses will have to look at innovative ways to address the change in customer behavior and the impact of design and technology in shaping and enhancing customer experiences. To rise above these challenges, enterprises must rethink their digital strategy on multiple dimensions.

Focus on customer acquisition, servicing, retention, and lifetime value with a personalized and human approach, keeping customer behavior and aspirations in mind. The emphasis will be on adding value and not merely push products or services.

  1. Make the services available anytime & anywhere to the customer’s preferred digital device or channel. Avoid offering unsecured and non-reliable services to customers.
  2. Digital experiences build an emotional connection by understanding the digital body language. While the design is important, focusing on the human-connect is the key.
  3. Invest in a future-ready digital platform that aggregates digital assets in the organization to accrue savings over time. Do not pile up applications in silos that are hard to change or maintain.
  4. Simplify the maintenance of digital assets and improve enterprise productivity via automation of customer interaction and operational processes via DevOps, AI/ML, and RPA. Do not think of maintenance merely as a fraction of the solution cost but as a way to build and foster relationships.
  5. Gather actionable insights from every conversation, transaction, relationship, complaints, and social sharing to infer customer value and sentiment analysis. Do not view these merely as reports but action points to enhance performance efficiency.

The natural question then is: how do we realize these goals? The answer broadly speaking, is in thinking big and building strategically. Let’s look at some of the steps:

  1. To begin with, separate Digital from Core via API mediation and think service monetization.
  2. Embrace open-source technologies and leverage new-age architectures on the cloud.
  3. Integrate the functions of CDO-CIO-CTO under a unified vision, budget, and success criteria.
  4. View business applications as a collection of reusable digital assets mashed up to form specific solutions for varied customer segments, business partners, and employees.

Digital shall never be architected in silos as we transition from an industrial economy to the services economy and now towards an experience-driven economy. We are simplifying lives of millions of customers and amplifying business efficiency by moving from physical-only channels like retail, distribution, marketing, support to digital-enabled channels like Web, Social, TV, App, Wearable, bots to conversational multi-modal experiences of blending chat, voice, touch, gesture, vision, augmented reality, gamification at the right moment. Multiexperience is how Gartner describes it urging us to not think about channels, but touchpoints and modalities.

In other words, we should no longer think products, platforms & services, but think about customer needs, customer lifetime value, and customers as brand ambassadors.

The innovation lifecycle shall focus on Product Vision to User Journey Mapping to Micro Interactions to Data-Driven Designs to Microservices to Domain Models to Service Mediation.

To understand what it takes to be a full-service digital enterprise, it is also crucial to understand the role of technology and how modern applications can aid this journey while optimizing performance efficiency and results.

Traditional Software Products vs Modern Applications

There is a paradigm shift when comparing modern applications with traditional software products. Modern applications demonstrate many advanced characteristics that are driven by the user journey and help in addressing the user needs.

Traditional Software Products vs Modern Applications

While enterprises need to focus on deriving more value from the existing applications, they should also be open to embracing modern applications like microservices that focus on business capabilities, lower complexity, and handle continuous change efficiently.

Key components & benefits with the microservices architecture

Microservices by definition are a set of technology-agnostic services with simplicity, efficiency, maintainability, re-use, separation of concerns, loose coupling, service autonomy, statelessness, and service composability. Unlike the monolithic architecture which is a single-tiered software application, the microservices architecture is based on a collection of interconnected services. They are easier to build and maintain, and focus on business capabilities while enhancing productivity, speed, and scalability.

Key components & benefits with the microservices architecture

A fine-grained list of Functional Microservices for an enterprise would encompass:

A fine-grained list of Functional Microservices for an enterprise would encompass:

A fine-grained list of Technical Microservices for an enterprise would encompass:

A fine-grained list of Technical Microservices for an enterprise would encompass:

Microservices architectural patterns address API Patterns, Discovery Patterns, Registration Patterns, Instantiation Patterns, and Systems Patterns, which helps in the realization of API proxy, client and server-side discovery, service and self-service registry, single or multiple service instance per host, virtual machine or container, and message brokering.

And there are various frameworks and tools to choose from:

  • Spring Reactor, NGINX, Vertx, Netty, JBOSS Undertow
  • Maven 3, Eclipse Luna, Gradle, Grunt
  • Docker Hub / Compose
  • Nagios, Promithius
  • Kong API Gateway
  • Memcached, Redis
  • Jaeger, OpenShift, Kubernetes, Kafka
  • StatsD, Code Hale, Kibana, Graphite, Banana, Datalog
  • JSON Web Tokens, API Keys, Oauth, 2FA, NPM

Each microservice is a self-contained entity with distributed architecture, disparate technologies, independent deployment, versioning, and roadmap. The new digital middleware of microservices shall serve a dual purpose. It can merely act as a relay server with optimal business logic and unifies all transactions and service requests to the host system or be the non-core system with all the business logic implemented. The API gateway enables security, identity, monitoring, and traffic management.

Alongside microservices, enterprises must think about micro-interactions with triggers, events, control, state, rules, sequence, feedback, and metadata. Micro-interactions are a combination of actions (like verbs in a sentence) and objects (nouns that operate on verbs), and they must either deliver a signature moment to customers or must satisfy rapid execution of a task or a step in the business process (e.g. user registration, login, product search, payment, feedback).

In 2017, Gartner introduced MASA (Mesh App and Service Architecture) as an architectural model and defined thus:

“Bringing mobile and IoT elements into the app and service architecture creates a comprehensive model to address back-end cloud scalability and front-end device mesh experiences. Application teams must create new modern architectures to deliver agile, flexible, and dynamic cloud-based applications with agile, flexible, and dynamic user experiences that span the digital mesh.”

A conceptual architecture of a full-service digital enterprise may look like this

A conceptual architecture of a full-service digital enterprise may look like this

Aside from technologies, the concept and role of design has had a makeover too. Design is not merely about the look and feel anymore. Design is more about a human-centered problem-solving-approach approach that addresses key customer pain-points that has a profound impact on enhancing positive customer experiences.

Designers, consultants, data scientists, and full-stack domain architects must thereby collaborate to understand user behavior and implement this to increase product efficiency. Conduct quantitative testing by comparing multiple customer experiences to actual users and measuring objectively via A/B testing and accurate data collection to gain insights on user needs, behaviors, optimize the experience, and ROI. It improves collaboration within teams and between enterprises with an evidence-based decision-making approach as opposed to a vendor vs customer relationship approach that focuses on the scope and transaction.

In summary, the competitive differentiation of enterprises depends on being customer-focused, data-driven, and measuring critical moments of interaction to add value to the customer.

Enterprises need to invest in future-proof platforms and innovate incrementally. Collaboration with a reliable and agile partner who can connect the dots, and give strategic advice on the digital roadmap, design a human interface across the business of apps, engineer a scalable solution, and launch timely updates & upgrades will also be critical. Remember, in today’s age, a customer can never be taken for granted. Enterprises can retain them by providing contextual, digital-enabled, self-service products, and conversational experience and embrace the new digital world via the platform of apps. Is your enterprise ready for the experience economy?

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Mobile Opinion

Core Functions & Attributes of a Great Product Manager

The role and significance of a product manager is expanding due to the growing importance of digital platforms & integrated experiences, the need for product innovation & differentiation, increased personalization, and design focus. Product managers influence every aspect of the product lifecycle and perform core functions including that of a mini-CEO, fire-fighter, and an orchestra conductor– bringing alive the product vision & executing the day to day operations of product development. It is believed that developing the right skills as a product manager can help one transition into a C-suite professional as it is a good training ground for CEOs.

A great product manager ensures that all team members work harmoniously towards achieving the product vision. The key responsibilities include setting the long term vision and strategy, ensuring user engagement, satisfaction, and monetization. However, these may vary depending on the nature of the industry & enterprise and their views about the project manager’s responsibilities. While a few might be involved in documenting product roadmaps, conceptualizing, analyzing data, supervising the development & production process, conducting market & user research, sampling, testing, and forecasting, others might be involved in the promotion, distribution, sales, and marketing functions especially when the product is already in place.

Here’s an overview of the key phases of the product development cycle.

Product Development Cycle

There are 5 key functions of a Product Manager: Setting the Product Vision, Strategy Development, Product Development, Execution & Testing, and Marketing & Sales. Let’s look at each of those:

Setting the Product Vision

Setting the product vision is the significant first step towards product development. It defines the vision and the broad journey towards accomplishing goals. This is based on the ideas and inputs from the team involved in developing the product. Setting specific goals, product specifications and envisioning the customer personas the product is meant for, ensuring if it solves the core challenges of the user, help in accomplishing their goals, and includes all the measures to assess the success of the product from time to time that is a part of the product development cycle.

Strategy Development

While setting the strategy two aspects have to be kept in mind:

  • Who is the product intended for (Target customer/segment/market)
  • What differentiates it from the competition

Once the vision is narrowed in, the steps to achieve it, i.e. the strategy must be defined. While the vision defines the product goals, the strategy defines the milestones and methods to achieve them.  The strategy should be clear and realistic to ensure that the execution plan can be well distributed among the development team. This ensures that each member understands their role, KPI’s, and the interdependencies that lead to goal accomplishment.

The strategy is derived with insights from market & user research, which includes various quantitative and qualitative methods. It involves understanding the customer personas, their challenges, requirements, attitudes, and behaviors. Incorporating user research as part of the product development process will ensure that the product is custom-built to meet user expectations while ensuring a greater competitive advantage.

Product Development

The development phase begins with crafting a product roadmap that outlines the framework, specific actions, responsibilities, timelines, priorities, and sequence of product implementation.

It starts with defining technical specifications, making prototypes, and mockup designs. While these activities are normally covered by the UX team, a product manager can be involved in writing technical specifications like the PRD (Product Requirement Document) and FSD (Functional Specifications Document), defining the MVP (Minimum Viable Product) and to ensure it serves its purpose and alter product requirements based on the user inputs. The product manager’s main goal is to identify what the users want and communicate this information to the development team and project managers. They collaborate with the UX specialists to define the testing scenario, track results, and communicate revisions to the project manager.

Execution & Testing

During this stage, the team begins the product development as per the priorities set in the roadmap. They add new features to the existing product or work on building a new product, where the product manager guides and controls the execution process with the product roadmap.

To ensure successful usability testing, the product manager collaborates with potential customers to analyze user reactions & feedback and conveys these to the development team and project managers to make revisions basis their feedback.

Marketing & Sales

Once the product is completed, the product manager also plans the product positioning, launch, distribution, operating plans, and constantly tracks the growth and revenue graph of the product.

While these are functional attributes, let’s briefly look at the personal attributes that define great product managers.

Core Attributes of a Great Product Manager

Self Management

A product manager must be self-aware and avoid prioritizing product features based on any personal preferences. Lack of self-awareness might derail the execution process from the product roadmap and hamper key stakeholder relationships. It is thereby crucial to be aware and conscious and be able to demarcate between personal and user preferences and always prioritize the later. Being a product manager can be extremely stressful as you are dealing with key stakeholders within the organization and each of them has an opinion about the feature priorities. Managing deadlines, market demands, prioritization conflicts, resource constraints, and revenue targets all at once, and keeping emotions in check is not for the faint-hearted. Maintaining a good balance of product execution and managing stress levels is a must-have attribute for product managers.

Relationship Management

One of the key attributes of this role is efficient stakeholder management. A product manager is often the link between internal and external stakeholders. By developing trustworthy connections, product managers can facilitate harmony and help people in achieving their full potential by minimizing conflicts and maximizing collaboration which ultimately impacts product success.  This can be especially challenging when tasked with balancing the customer demands well within the timelines alongside a resource crunch. Imagine being able to request the engineer to include a bug fix in the next sprint. Such requests can often be executed on the basis of the trust and relationship you’ve developed as a product manager.

Effective Communication

Being a product manager requires communicating with various stakeholders. Breaking down technical information and communicating this with the customers and vice versa to ensure transparency and consensus on likely reiterations, timeline extensions, and additional requirements that have not been accounted for. Timely and open communication can help avoid interpersonal conflicts across the entire stakeholder ecosystem and foster a positive and productive atmosphere throughout the product development process.

Passion

The ability to own the product, regardless of its performance and revenue forecasts, reiterating the product as you go, looking at how the users will respond to the product, going over and above to conduct usability testing, sampling, AB testing to ensure its performance, and ensuring that it solves the right challenge. To live, breathe, and be so passionate about it that you ensure its successful execution regardless of all the hurdles and obstacles that come your way, and believe in its purpose, and role in simplifying the lives of millions of users globally. All of this and more defines the product manager’s passion for the product.

Empathy

One of the most appreciated traits of a product manager is empathy and it is essential at every stage of the product lifecycle. Right from when user research is conducted, to empathize with the pain points of the users, their likes, dislikes, and priorities and with internal stakeholders to empathize with the team and understand their challenges and communicate in a way to address each of their concerns and have a profound impact on all the stakeholders.

Design Sensitivity

Understanding how the design can contribute to the product performance and understanding the core attributes of the UI/UX Design can help product managers convert the product vision into reality. This also facilitates greater collaboration with the UI/UX experts to deliver precisely what the customer is looking for. Design-centric product managers are ultimately more user-centric. Additionally, a fair knowledge of the analytical tools to assess and analyze product and performance-related concepts and examine the features that can be optimized is crucial.

Agile

Adopting an agile methodology while crafting a product roadmap is the key to creating products that customers love. A rigid roadmap that fails to adapt to flexible timelines and reiterations as per the dynamic market conditions and evolving user demands cannot scale its performance. Imagine having real-time data that highlights a key user trend that your product feature doesn’t include. While it’s important to stick to the product roadmap, being able to adapt and include user needs is the key to enhance product efficiency.

Execution-Oriented

A big part of the product management success is being able to execute all the ideas and concepts into a working prototype. This requires communicating, negotiating, persuasion, and motivating the team all along to ensure the product launch. Product managers should be able to inspire and orchestrate the engineering, legal, design, and customer support teams to execute as per the product road maps.

Tactical

Thinking strategically and always working with the big picture in mind are important qualities to be a successful product manager. Being clear on the product’s value proposition, target market, key features, and business goals; being able to forecast how the product will evolve in the future, constantly measure its performance against market trends and developments and paying attention to all details and carrying out all tactical work will guide the product strategy.

Product Management: it’s all about teamwork

Not much can be achieved without team collaboration. Your role as a product manager is to collaborate with the team to help you build, market, and sell the product. Appreciate their ideas and knowledge and inspire collaboration. Call for review meetings often, actively participate, listen, and seek consensus on important decisions. Share constructive feedback and acknowledge accomplishments. Keep away from bias; be open to ideas based on its relevance and alignment towards accomplishing the product vision, show how each idea matters, irrespective of where it comes from.

While there are a lot of critical attributes that contribute to the scope & success of an enterprise, product managers are at the core, creating products that customers love. They build products that influence positive customer experiences which help in accomplishing critical business and customer goals. A great product manager is a visionary who is passionate about solving user challenges and builds products that are embedded in empathy, trust, and transparency. While technical training and upskilling are equally important,  product managers hone their skills on the job, that comes along with gathering valuable intelligence from various stakeholders and years of shipping great products. The more ownership they take up and the knowledge they gather of a particular industry and the customers within, the greater chances of leading the product towards success. Ultimately their passion and role as a product evangelist will be integral to their success and that of the product.

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Mobile Opinion

Facilitating Remote Design Thinking – Webinar Overview

As enterprises rightly focus on health & safety in these challenging times, employees are trying to utilize this period to upskill. In a bid to turn the lock-down period into opportunities for collaborative learning, we at Robosoft Technologies are organizing a series of webinars. Pooja Bal, our Head of Digital Advisory Practice and Priyanka Shroff our Associate Director – Design Strategy, successfully conducted the first webinar on Facilitating Remote Design Thinking.

Remote working and Design Thinking are often viewed as two separate entities that cannot be integrated together to drive-in measurable results. Through this webinar we’ve attempted to bust this myth and talk about how their common value systems can maximize product efficiency & growth.

Here are a few common value systems of remote working & design thinking:

  • Bring-in better results when the teams are multidisciplinary
  • Better visualization to share collective knowledge
  • Increase team motivation and collaboration
  • Optimize operational efficiency across industries & diverse geographies

The 3 phases of the remote design thinking process are commencement, co-creation and consolidation. To ensure successful product execution and seamless transitioning of these processes, it is important to gain insights on the functionalities of the top tools and best practices that can facilitate this journey.

An Overview of all the Design Thinking Stages & Tools:

An Overview of all the Design Thinking Stages & Tools

While there is no one-size-fits-all approach to remote design thinking that is product or industry-specific, selecting the most appropriate tools and techniques depends on the customer goals you wish to accomplish. It is recommended that one conducts a few mock sessions to get started with a hands-on approach. This exercise will help in gauging the experience with these tools and give you the flexibility to mold these tools to elevate your team participation and the end–outcomes.

Here’s the webinar video for more insights into the tools and best practices that can help you accelerate your journey into the remote design thinking realm.

If you’d like to know more about how to drive the remote design thinking process at your enterprise, please feel free to drop me an email at [email protected].

I hope you found this webinar overview useful and look forward to joining us in our future webinars on other topics pertaining to Design Thinking and specific domains.

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Mobile Opinion

Customer experience in the age of uncertainty

The ongoing global crisis arising out of the COVID-19 pandemic has taken its toll in many ways – thousands of lives have been lost and the world has been disrupted like never before.  Enterprises have been forced to adapt to new ways of functioning and employees are also discovering the pressures of working under severe constraints. Several industries like travel, traditional retail, hotels, MICE (meetings, incentives, conferencing, exhibitions) and more are affected adversely. The United Nations Conference on Trade and Development says the world economy will go into recession this year with a predicted loss of global income in trillions of dollars.

Clearly, we are heading into an age of uncertainty on many fronts. Even after the COVID-19 crisis is over, which I hope is sooner than later, the impact of the crisis on our mindset and behavior will be long-lasting. In the coming months, focusing on customer experience will be even more critical for enterprises.

Empathy: the need now – more than ever

Over the last few years, experience with digital channels reveals how critical understanding user behavior has become. Consumers have faced anxiety over e-commerce deliveries, availability of products on retail shelves, health care services and more. In many parts of the world, consumers have become more frugal towards spending. Such behavioral changes will have an impact even after the crisis. It is critical for enterprises to gauge consumer mood by displaying empathy – a key trait of the Design Thinking process. How does it feel to be in the shoes of a restaurant-goer or an airline traveler when such services resume? What will be their pain points and how can enterprises address them?

Remote-working is also expected to change the way we work in the near future. Lack of shared physical space and human interaction while working from home has its downsides too. Digital-only interactions in a non-working environment where distractions are possible can lead to poor attention spans and even create mistrust (as not all activities are monitored physically). Such subtle mindset changes can affect collaborative environments later. As work & personal life can get an overlap while working from home, employees are conscious of the need to demarcate them and find time for personal hobbies like reading. When they get back to things as they were, they may resent it if work eats into their personal lives.

On social media, we see posts about how the lockdowns have triggered a behavioral change. Binge-watching streaming services, playing more games on the mobile phone or a digital detox through voracious reading, pursuing hobbies like singing or playing musical instruments are some of the ways in which people are coping with the change. It remains to be seen how ‘back to normal’ will affect mindsets and behaviors.

The impact on key domains and CX

Fintech: the crisis triggered by COVID-19 had a big impact on share markets and thus, investors. It is a grim reminder of the unpredictable nature of our lives which is likely to impact those who interact with banks & fintech products through digital products. They might seek more transparency and re-assurance from fintech brands with regards to their money being safe.

Travel, hospitality & tourism: many countries have banned domestic flights, trains, and buses. Brands in the industry face a huge decline in revenues. When lockdowns are lifted and the industry is open for business, brands may need to provide incentives for consumers to travel without fear. Consumers may have planned for trips which may have led to the cancellation. Creative incentive schemes to defer their plans and not cancel them may have to be devised and communicated. Hotels may have to stress upon hygiene factors to reassure guests. The booking experience and notifications may have to be thought of afresh given the above.

Healthcare & wellness: telemedicine is being adopted aggressively by hospitals for doctor consultation in the age of social distancing. Phone, text and video consultation is already available on apps such as MDLive, Lemonaid in the US and DocsApp in India have made the concept familiar to many. But as many new patients come into this fold, especially the senior citizens, they may need to be educated on how to use the platform well. This will have an impact on on-boarding, walk-throughs and the user interface of the app itself.  Mental wellness has also gained focus as people struggle to cope up with the stress of possible health issues, isolation, and fear of job loss. In the months to come, consumers may have to be encouraged to continue with the habit of using apps & other digital experiences to help calm nerves down.

E-commerce and Supply Chain: As the world increasingly adopts to shopping, food & grocery delivery through native apps, the impact is not just on robust engineering which can take on huge surges in demand but also on intelligent, empathetic UI and a whole new opportunity in communication.

“While it was said that the 3 most important criteria for success in traditional retail were ‘location, location and location’ in the era of social distancing, it could very well be ‘supply chain, supply chain, and supply chain”.

Supply Chain and its impact on customer experience will play a big role in the days to come. Enterprises would need to set up systems that can provide real-time actionable insights, analytics, and reports, all through a single, intuitive dashboard. Emerging technologies such as Artificial Intelligence will play a role in demand forecasting, production planning and order fulfillment – which eventually matters most to the end consumer.

Industries such as entertainment, OTT will also be well advised to adopt design thinking practices to understand the evolving consumer needs and tailor-make a customer experience.

Customer experience

Digital experiences as a competitive edge

Digital channels, over the last few years, have overcome the trust deficit and emerged as a secure and reliable way of transacting. The ongoing global crisis arising out of the COVID-19 pandemic has got industries to lean further on these channels. Social distancing norms have dented approaches that depended on person-to-person interactions and necessitated leanings towards digital. And the race to acquire more customers via this channel and to subsequently, retain them, is on.

At the same time, consumers are getting choosy and lack patience.  Loyalty is becoming difficult to earn. Self-discovery is emerging as a clear preference among the millennials.  Hence, providing a superior experience that hand-holds consumers to achieve precisely their intended purpose quickly, in the simplest manner, is becoming the keystone of the digital journey.

Clearly, we are heading into an age of uncertainty on many fronts. Even after the COVID-19 crisis is over, which I hope is sooner than later, the impact of the crisis on the economy and  how we interact with stakeholders will be long-lasting. In the coming months, focusing on customer experience will be even more critical for enterprises.

The current times call for brands to shift focus from individual transactions to building customer relationships grounded in empathy, collaboration, transparency, trust, and care. With the world inclining towards digital, enterprises across industries need to rethink their digital strategies that can have a profound impact on the customer experience. Acknowledging changing customer behaviors and being able to ease their fears, instill confidence by prioritizing customer experiences that are embedded in empathy is the way forward.

Such scenarios across diverse industries present unique challenges in understanding consumer mindset and how it affects their interactions and behavior toward brands. Enterprises may well be advised to invest more in design thinking processes in the coming months. While none of us can predict what the world beyond COVID-19 is going to look like, customer experience will clearly be one of the key differentiators for brands looking to garner customer loyalty.

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