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How many connected devices do you own? Chances are, even accounting for smart speakers or smartwatches, the number may be in the region of 4 or 5. However, by 2030 it is believed that each human will have more than 20 connected devices, thanks to hyperconnectivity. The effects it will trigger points to a world where everyone and every ‘thing’ will be connected, intelligent, and talking to each other.

The term hyperconnectivity has been used for many years in the context of interconnected devices or merely being ‘always online’. In the near future, it will take on an altogether different meaning. 5G mobile networks, the Internet of Things, and big data will trigger an explosion of smart cities, homes, and workplaces. In turn, these will result in millions of connected devices, smooth data flows, and networks. This never before convergence will give a boost to not just the adoption of digital experience (DX) across enterprises but the nature and scope of such.

DX beyond mobile apps & websites

Today, DX still largely refers to the nature of customer interaction on websites, mobile apps, and such. Undoubtedly these have simplified our lives. For example, a few airports have offered self-check-in kiosks and automated boarding through facial recognition for some time now. Native apps of airlines such as United are more accessible to people with visual disabilities.

But over the last few years, especially in the post-COVID world, forward-thinking enterprises have re-oriented themselves to adopt business processes that have digital at the core, in order to improve the performance in an integrated fashion. A bank may employ Artificial Intelligence to assess the credit risk of consumers and make personalize offerings or communication. At an airport, inter-connected processes such as automated identity-screening and deployment of the Internet of Things can ease the customer experience beyond just a well-designed mobile app. These can help in airport navigation, tracking checked luggage, and smart retail operations.

The key aspects of our hyperconnected world which will impact the way enterprises design their services and accelerate the growth of DX will be: 5G-powered applications, Cloud, E-commerce, Artificial Intelligence, and Cybersecurity. We have already seen how e-commerce has re-shaped post the COVID-19 pandemic. Aside from essentials such as groceries & pharmaceuticals many industries have adapted to re-wire their business for the remote world. They have understood the core emotions of the customer and offer reassurance of hygiene practices, virtual tryouts, and no-touch delivery. Video streaming, which was only associated with media & entertainment is now part of retail therapy too.

Connected Living and its impact

Machine Learning and AI have already begun to play a role in crafting digital experiences across industries. In the hyperconnected world, such technologies along with conversational computing and asset tracking will have a far-reaching impact. In many business value chains, logistics plays a critical role. Tracking of assets such as a package to determine which truck, vessel, or location it is in, will deliver efficiencies and peace of mind. Where needed, sensors can detect vital information such as temperature (in a cold chain) or other key parameters and keep the various stakeholders informed.  Such technologies can also help in creating customer delight: over time, the system can evolve to offer predictive logistics and get into pre-emptive shipment mode. If a customer orders a shaving kit on a regular basis, imagine the delight when an order arrives within minutes of placing it, instead of days – as the system would have pre-empted the order. Over the last few years, we would have read about smart refrigerators that ‘detect’ what needs to be ordered and so on. Such concepts need not be fantasy anymore as smart devices and logistics can make these a reality. Warehouses, fulfillment centers, and the entire value can get more efficient thanks to the ripple effects of hyperconnectivity.

The two places where we spend most of our time – home and work will transform beyond recognition. According to Frost & Sullivan, ‘the future home will become a ‘central hub’ for connected living’. Apple Watch is already powering Apple Fitness+, a service that then needs an Apple device to stream your personalized workouts. On-demand workspaces, entertainment centers, and Telehealth centers are also likely to emerge at home. The post-COVID world has also seen a demand for contactless biometrics and security technologies. All of these will get more personalized as data analytics, AI, augmented and virtual reality (AR/VR) and advanced computing come into play.

A hybrid work structure is likely to be a reality in the near future. The result? The need for digital, automated workflows (which eliminate manual, repetitive tasks) will rise leading to more productivity and employees with a sense of accomplishment. The pressure on government services to make the most of hyperconnectivity and create smart cities also offers opportunities for enterprises. Monitoring of physical structures such as bridges, friction-free citizen services, safe public places, connected cars, smart supply of essentials such as water & electricity have all critical digital components which need a combination of strategy, design, engineering, and analytics.

The possibilities of a hyperconnected future are limitless. It would mean immersive, personalized experiences for customers across shopping, Telehealth, gaming, and real-time collaboration. The explosion of data in the hyperconnected digital enterprise has implications in security too. But the positives of a connected ecosystem lie in making our lives simpler and better.

In the ‘new normal’ the rules of how and why consumers shop changed drastically. Some of these shifts included – reliance on e-commerce channels, less confidence about in-person or in-store shopping, seeking safety and hygiene assurance from physical stores, and a rise in online deliveries for grocery and pharmacy products.

The world is slowly bouncing back and consumers are seeking to go back to older ways. Almost two-thirds of people (63%) have dined in a restaurant during COVID-19, indicating a demand for alternatives to eating at home. People working from home want the flexibility to work from both office and home. There’s also been a rise in outdoor activities – skis and snowshoes went flying off the shelves this year in January. After the panic buying of essential items, people are now back to normal buying habits in terms of quantities of purchase.

But some of the behavioral shifts that brought convenience in people’s lives during the pandemic will continue to stay.  76% of consumers switched to exercising more at home during COVID-19, and of those, 66% say they prefer it.  During the pandemic, people shifted to home cooking and healthier food – a trend likely to continue. Recent USDA reports point to a surge in demand for healthy, whole foods – especially ones seen as immune-system boosting and in wealthier countries, this includes sharp increases in demand for organic food.

The pandemic accelerated the digital transformation of retail and a shift to e-commerce channels by at least 5 years. Delivery services also re-invented their digital experiences with services like contactless deliveries, drones, digital payments, and more. Delivery services have fastened their pace of digital shift to meet the evolving customer needs.

Just before the pandemic, Lowe’s underwent a major website overhaul to grow its e-commerce business. The store created a seamless omnichannel experience by investing in supply chain, IT, and leadership development. This well-timed digital overhaul, helped Lowe’s to launch curbside pickup in just three days during the pandemic.

Wendy’s revamped its website and app to create a more robust ordering system that can be updated in real-time. With uncertain supply chains, Wendy’s could easily remove certain menu items that aren’t available – so customers don’t place an order which can’t be fulfilled. The company expanded its delivery services and used its communication channels to alert customers of contactless ordering and payments for a more seamless digital experience.

The digitization efforts by retailers during the pandemic can be categorized into: Strategic changes, Operational changes, and Engagement/Communication methods. In our webinar Mart to cart role of digital experiences in online delivery, we discussed the evolving consumer behavior and key factors that can help delivery services in crafting great digital experiences.

Watch the webinar video here.

The role of multi-experiences in retail

In a post-pandemic world, digital experiences have come to play a critical role in creating brand preference. Delivering great customer experiences (CX) has become imperative for all enterprises.

“In the digital world, it is said that winning consumer’s attention is important. But I would argue that beyond mere attention, enterprises should strive to win consumer trust – as that is what leads to retention and consumer loyalty. Design can play a role in retaining customers, especially in businesses where subscription and repeat purchases are critical. In the post-COVID world, it is imperative that CXOs embrace the multiexperience mindset and craft effortless and seamless experiences that enable customer delight and win their trust.’’

~ Ravi Teja Bommireddipalli, CEO, Robosoft Technologies 

For a long time, the retail industry has focussed on creating omnichannel experiences. However, in the new normal creating multi-experiences is an imperative not just for the retail sector but for enterprises across industries.  What this means is retail enterprises will have to move beyond enabling consumers to engage anytime and anywhere to allowing them to interact in any way that is most convenient for them – online store, mobile app, voice, social media, etc.

Here’s how retail enterprises can incorporate a multi-experiences strategy for their business:

Design Thinking approach as the starting point

The journey of creating multi-experiences starts from understanding the users and empathizing with them. It calls for a customer journey-centric approach providing multisensory, multimodal, and seamless experiences. Principles of Design Thinking – a human-centric framework can help create solutions to understand customer’s stated and latent needs & pain points and address them.

It is a holistic problem-solving framework that can help businesses create a blueprint, for service delivery to an optimal design experience. This human-centered, iterative design process consists of 5 steps—Empathize, Define, Ideate, Prototype, and Test. At Robosoft, we work with clients through collaborative Design Thinking workshops to identify user pain points, define user journeys and create a product roadmap.

Leverage MXDPs (Multiexperiences Development Platforms)

MADPs (Mobile App Development Platforms) are evolving into MXDPs (Multiexperiences development platforms). According to Gartner’s definition of MXDPs – Multiexperience development involves creating fit-for-purpose apps based on touchpoint-specific modalities, while at the same time ensuring a consistent user experience across web, mobile, wearable, conversational and immersive touchpoints. MXDPs serve to centralize life cycle activities — designing, developing, testing, distributing, managing, and analyzing — for a portfolio of multiexperience apps.

The global multiexperience development platforms market size was valued at USD 6.52 billion in 2019 and is poised to grow at a CAGR of 18.2% from 2020 to 2027.

Source

According to Jason Wong VP, Research & Advisory, Gartner

“We are observing technology changes in mobile app development platforms (MADPs) and in adjacent technology markets where development platform vendors are expanding their value proposition beyond mobile app and web development. This market evolution and platform expansion have resulted in the emergence of multiexperience development platforms (MXDPs) that are used for developing chat, voice, augmented reality, and wearable experiences — as well as mobile and web apps — in support of the digital business.’’

In 2019, Gartner published the Magic Quadrant for Multiexperience Development Platforms. According to which many traditional mobile application development platforms have extended their use cases and offering to meet evolving business needs. This includes capabilities to develop:

• Mobile and web apps, including iOS and Android native mobile apps
• Progressive web apps, and responsive web apps
• Smartphone and tablet apps
• Wearable, AR/VR, IoT, AI apps.

The use cases of MXDPs expand across verticals including healthcare, BFSI, retail, and more.

At Robosoft, we work with clients across sectors offering digital advisory, design strategy, UX/UI services, application development across platforms and devices, and expertise in emerging technologies such as AR, IoT, AI, blockchain, chatbots, and more.

COVID-19 pandemic accelerated the pace of digitization and also reinstated the need for technology partners that can help enterprises to adapt to this rapid change. For the retail industry, the shift of consumers to the online channels will not just continue to rise even after the pandemic is over. Thus, the role of multi-experiences becomes more critical than ever.

Source

MXDPs can help retail enterprises develop web and mobile apps, along with voice, Augmented Reality (AR), chat functionalities, and wearable experience, etc. on a single platform. These experiences created on a single platform can be deployed on various devices as per business and customer requirements.

Retail enterprises will have to create robust and seamless digital experiences within optimized time and cost. Multi experience development platforms can:

• Increase operational efficiencies and improve app development time using streamlined design processes and reusable codes.
• Eliminate the shadow IT, which is a probable security risk that most of the organizations face.

Mapping end-to-end customer journeys

“Experiences are more important than products now. In fact, experiences are products.”~ Brian Solis, digital anthropologist and futurist and an award-winning author 

In the experience economy, the customer experience with a brand is a sum of experiences across touchpoints.

‘’Buyers don’t just materialize on your website. Instead, it often requires multiple touchpoints along multiple channels or platforms before they eventually pull the trigger. As a result, it’s also more critical than ever to optimize people’s experience as they move from one platform to the next.’’ ~ Kerry Munro, VP of Ecommerce at Home Depot Canada

When it comes to creating multi-experiences, how seamless the journey is across modalities that consumers prefer plays the most critical role. In this context, mapping a customer journey and delivering experiences around it becomes critical.

In its most fundamental form, a customer journey map begins with compiling a series of user goals and actions into a specific timeline framework. User actions across various use cases can trigger a set of opportunities. If one were to map a similar journey for a food ordering app, it might look like this:

The key elements of any customer journey map will be:

• Persona – The motivations, behavior patterns, pain points, needs, aspirations, and other characteristics of the target audience
• Scenario – defines the situations the journey map addresses that are associated with the goals.
• The Timeline or Journey Phases – A specified time interval from the point of first exposure to the point of achieving the end objective (sale) and all the distinct phases.
• Emotions – The behaviors, thoughts, and feelings the user experiences throughout the journey alongside the phases.
• Touchpoints or Channels – The customer actions while interacting with the brand at different stages and touchpoints in the journey.
• Opportunities – The insights gained from the mapping process and what can be done with these inputs to optimize the customer experience and identify opportunities.

We worked with a restaurant aggregator platform that helps people discover great food joints around them and offer a great dine-out and ordering experience. Though there were many touchpoints in the process, we classified the entire journey into three easy steps – discover, order, and post-purchase experience.

The journey was used to map visual sitemaps and user flows that helped us in designing an intuitive and seamless user experience across touchpoints.

Just mapping the customer journey is not enough. While ensuring experiences for multiple devices, touchpoints, and interaction modalities, that are personalized for individual users, another critical element for the success of the multi-experience strategy is consistency. In fact, according to a McKinsey report consistency on the most common customer journeys is an important predictor of overall customer experience and loyalty.

As rightly said by David Weaver (co-founder of Vintage Cash Cow) –

“A successful customer journey map will give you a real insight into what your customers want and any parts of your product, brand or process that aren’t delivering.”

It is important to understand when, why and which channels do customers use before, during, and after purchase. Customers expect online channels to remember who they are, what they are looking for, and pick up from exactly where they left off irrespective of the channel they choose.

To apply such seamless and consistent multi-experience strategy, Jason Wong,  VP, Analyst, Gartner suggests a four-step model:

• Sync me – “You store my information and I can find it
• See me – “You understand my context, my location, my situation, my historical preferences maybe and you give me better information and better interaction”
• Know me – Using predictive analytics to make suggestions to customers
• Be me – “Act on my behalf, I give you permission,” Wong said. “Make the best decision for me – what’s the next best action I should take

Multi-experiences in action

One of the most successful examples of creating multi-experience strategies is perhaps Domino’s pizza which enabled customers to order pizza in 15 different ways from their favorite devices, enabling them to choose whatever interaction modality that is most convenient for the user — voice on google home and messenger, text, smart TV, and more. The objective was to make it more and more convenient for customers to order from Domino’s.

While multi-experiences will help retailers be present across channels that are most comfortable for consumers be it voice, chatbots, AR, etc., innovation will help them stand out. Prior to the pandemic, Samsung launched a  Multi-Experience store in Dubai. The store features its products and showcases how its connected device ecosystem works. Product displays are interactive and customer-centric. The in-store customer service department is also enhanced with digital technology. Additionally, the store hosts the educational Galaxy Workshop each evening and has amplified promotions with augmented reality.

Not just FMCG retail but even retail bankers like Commonwealth Bank of Australia have also put a multi-experience strategy in place, giving customers options to connect on 18 channels and offering real-time decisions. To amplify their MX strategy, the bank uses a customer engagement engine that “intelligently suggests and personalizes the next best conversation to have with each customer.”

At Robosoft we worked with one of the leading last-mile delivery service providers to create a customized social media platform that can help F&B retail enterprises create a customized eCommerce solution to transform their social media content into a sales transaction. The platform allows customers to order directly from their Instagram feed, track the order, choose to pay through multiple payment options.

The COVID-19 pandemic accelerated the pace of digital transformation in retail and brought permanent changes to customers buying patterns. To stay ahead and retain customer loyalty it is critical for retail enterprises to evolve from a multi-channel strategy to a multi-experience mindset. This will require adopting a customer-centric approach powered by design thinking principles, leveraging MXDPs, deriving the right insights from customer journeys, and finally using innovation to stand-out and stay ahead of the competition.

2020 was a tumultuous year, to say the least, for people and enterprises alike. The global COVID-19 pandemic has disrupted our lives in a manner we never imagined or prepared for. While several industries have been adversely affected (e.g. restaurants, amusement parks, cinema halls) many others have benefited. Digital banking, fintech services, streaming video services, EdTech, online delivery are some of the categories which saw usage surge in 2020.

– In the US, 69.8M homes used OTT in April 2020, an increase of 5.2M homes compared to April 2019.

– 80% of Americans now say they can manage their finances without a physical bank branch.

– Nearly two-thirds of people (65%) ordered food delivery in July 2020.

– Domino’s reported that it received a 22% increase in business from April to May 2020, an enormous spike in demand for the public restaurant industry.

It is believed that many of these behavioral changes are likely to be permanent and change our habits forever. For example, Fintech is viewed as the “new normal” by 73 percent of Americans according to the report commissioned by Plaid, and 67 percent plan to continue managing most of their finances digitally after COVID.

However, as we step into 2021, there are certain other categories where consumers have shown an inclination to ‘go back in time’ as it were. Almost two-thirds of people (63%) have dined in a restaurant during COVID-19, indicating a demand for alternatives to eating at home. Analysts believe that consumers may seek travel experiences of a different kind in the post COVID era. Staycations are already popular in India. Revenge tourism is also said to be a phenomenon leading to ‘flexi hotels’. Travel brands are looking at new modes of revenue. Consumers are conscious of the need to support local businesses such as restaurants, supermarkets, and more. It means there is pressure on them to make the most of digital solutions such as offering curbside pickup and options to order through digital platforms either through aggregators or stand-alone experiences.

In this context, digital experiences have come to play a critical role in creating brand preference. Delivering great customer experiences (CX) has become an imperative step for all enterprises.

Post-COVID era: the Customer Experience imperative

‘People buy from those who they trust’ is an adage that is timeless both in the offline and online world. Whether it is the familiar neighborhood store or a large enterprise in the online world, earning consumer trust has always provided an edge – helping in customer retention and loyalty.

As mentioned by McKinsey,‘particularly in times of crisis, a customer’s interaction with a company can trigger an immediate and lingering effect on his or her sense of trust and loyalty.’

They go on to stress:

Now is also the time for customer experience (CX) leaders to position themselves at the forefront of the longer-term shifts in consumer behavior that result from this crisis. Keeping a real-time pulse on changing customer preferences and rapidly innovating to redesign journeys that matter to a very different context will be key.

The key areas they identify are:

1. Focusing on care and connection

2. Meeting customers where they are today

3. Reimagining CX (Customer Experiences) for a post-COVID-19 world

4. Building capabilities for a fast-changing environment

Why is customer experience important?

Customer Experience (CX) is how consumers feel about the brand as a cumulative result of various interactions across touch-points. These could also include offline interactions such as in-store or customer service through chatbots and phone calls.

However, in today’s scenario, the digital experience is perhaps the most dominant factor in customer experience due to the following factors:

Product and service parity: we live in a world where meaningful, real product or service differentiators are hard to come by in most categories. From the humble toothpaste to a luxury hotel, every feature or service can be easily replicated by competition. In businesses that depend heavily on a digital experience to create brand preference, it is even more critical to offer a great CX as a competitive edge.

A bank that has set out to offer a mobile app or a digital-only neo bank are great examples where CX through the digital journey is the only differentiator. 39% of CEOs say customer experience is the most effective method of creating a competitive advantage.

Customer retention vs acquisition: acquiring a new customer can be 5x more expensive than to retain a current customer. In businesses that are subscription-based – such as OTT streaming, aggregator services, and more, design can play a crucial role in customer retention

Impact on bottom line: 84% of companies that work to improve their customer experience report an increase in their revenue. Customers are willing to pay a premium of up to 13% (and as high as 18%) for luxury and indulgence services, simply by receiving a great customer experience.

Multiexperience: what is it and why it should matter to CXOs

The onset of the digital era and the proliferation of digital platforms, channels, and devices led to the concept of multi-channel experience – which essentially meant presence across multiple channels. It was essentially a checklist approach of presence across digital platforms. It later progressed to omnichannel – when such brand experiences were ‘connected’ across channels. Banks and retail enterprises were among those leading the call for such omnichannel experiences as can be seen by their efforts to have a presence through a physical store or branch, a website, and a mobile app.

As devices, platforms and technologies proliferated over the years, consumer habits, dependencies, and expectations changed too. In order to address these changes effectively, Gartner proposed a change in mindset, espousing multiexperience as a new approach.

It calls for a customer journey-centric approach providing multisensory, multimodal, and seamless experiences. It calls for crafting seamless and native experiences across an increasing number of touchpoints – whichever mode the customer is comfortable with. It could be voice, chatbots, personal assistants, wearables, and augmented or virtual reality.

The key is to get all this done without friction and using that platform, touchpoint, or interaction feature to the maximum benefit. At a glance, the difference between multichannel, omnichannel, and multi-experience would look like this:

Viewers are evolving and methods of consuming content are fast changing. Brands today are constantly battling for users’ attention and time. This combined shift in the OTT space led us to the creation of a unified and effortless experience for Discovery Plus. With users owning more than one device, the goal was to design and deliver a consistent experience across devices, regardless of where the user starts, continues, and ends the journey.

In the post COVID world, it is imperative that CXOs embrace the multiexperience mindset and craft effortless and seamless experiences that enable customer delight and win their trust.

The 4-pillars of crafting seamless Multiexperiences

Great products and experiences are the result of meeting latent or overt customer needs through thoughtful design and seamless execution. The four fundamentals of crafting such experiences are:

1. Strategy – chart digital roadmaps with a holistic approach keeping in mind consumer needs & business goals

2. Design – craft human-centered designs for seamless experiences

3. Engineering – elevate the design experience through software and emerging technologies

4. Analytics – analyze user data for actionable insights and personalization

Strategy: Chart digital roadmaps with a holistic approach keeping in mind consumer needs & business goals

A plan of action designed to achieve a long-term or overall aim’ is the dictionary definition of strategy. Enterprises must not lose perspective that the overall aim is linked to the business strategy and not just the digital experience. The various elements of the digital experience – be it a website or a native app should help achieve business goals

For example, acquiring new customers as a business goal will warrant a strategy different from say, retaining current customers. Each goal or intent will need a distinct approach in terms of user experience. At the center of any strategy to solve a business problem is the end consumer – the one who has to use a kiosk at an airport terminal, a mobile app to make a payment, or a website to make a booking.

At Robosoft, we use principles of Design Thinking – a human-centric framework that helps create solutions to understand customer’s stated and latent needs & pain points and address them. It can play a role in Services & experience design, Organizational change, Product Design, and more.

Design: crafting the sensory experience for business impact

In today’s world, customer experiences have a direct impact on brand loyalty and ultimately, the bottom line of a business. Tangible, real product differences are hard to come by in most categories or services. For a customer, there is very little to choose in terms of features between one bank and another or one eCommerce portal and another. Better the experience, better the chances of a consumer using the brand. Crafting the right digital strategy, transforming that into an intuitive user experience, and bringing it all alive through robust engineering and cutting-edge technology is what often drives market success.

Experience matters: B2C or B2B

Traditionally, legacy software and interfaces in the B2B domain have been known to be dowdy and poor on aesthetics. Even going beyond mere looks, the web interfaces of government services and many employee-facing digital experiences in enterprises were rarely associated with modern, slick designs that simply worked and delivered a great experience. However, there really should not be any difference between the way digital experiences are crafted – be it in B2B or B2C. Both have to keep the user’s needs at the center and craft a solution that enables them to complete their tasks in an elegant, easy manner.

We should also remember that today’s consumers are accustomed to cutting edge designs and seamless digital experiences in their daily lives thanks to mobile apps for banking, utility services, taxi aggregators, and more. The same consumers expect nothing less when they are at work, using the digital interfaces of enterprises they work for.

At Robosoft, our process of crafting a design solution starts with a deep dive into consumer insights. We conduct bespoke discovery workshops, observe users in the market place to identify pain points that need to be overcome. We partnered with McDonald’s India to redesign their mobile platform and make it the preferred medium for ordering. The vision was to bring the emotions of joy and delight from in-store to the new McDelivery app experience. After multiple store visits, an intense workshop with the client, and a customer experience map, we identified several pain points in the current user journey. This helped us craft a strong intent for the desired experience. The redesigned app garnered 103% more orders than the older app.

Engineering: bringing alive the design experience through technology

No matter how beautiful a design looks, it’s useful only if it works as promised. That’s where cutting edge software skills and years of experience comes into play. Just like fashion, technologies and platforms too have fads. To use a cliché, the only constant is change in the world of technology.

At Robosoft, we believe the role of technology should be to solve a real consumer pain point and should not be seen as a ‘nice to have’ feature just because it is the latest or fashionable to have it.The strategy, design, and engineering teams need to examine the business need of an enterprise and evaluate if there is a relevant role for a particular technology.

Analytics: using data to continuously craft better experiences

The need for Analytics in effectively managing digital product development arises from two perspectives:

(a) continuous improvement is a mantra all digital product teams should believe in and

(b) digital products must meet pre-defined goals and metrics which have an impact on the business.

Steve Jobs famously said, ’Real artists ship’ – emphasizing the need to constantly put out viable products for users to experience and not be hung up on a utopian concept of perfection – which is elusive. Every great product release can have scope for improvement. The second perspective is about measuring one’s success. Peter Drucker is quoted as saying, “you can’t manage what you can’t measure”. Essentially, the analytics team believes in providing actionable insights into user behavior which in turn helps the product management team to continuously improve the product performance.

Some of the key areas in which the analytics team can play a role include:

1. Define & Monitor KPIs

2. Communicate Performance Results

3. Testing & Optimization of Product Features

4. Track & Monitor User Feedback

5. Create User Cohorts

6. User Behavior Analysis

In essence, the 4 pillars to craft great digital experiences include Strategy, Design, Development, and Analytics with a process that is cyclical in nature. An important point to note is that the best of processes and technologies are no substitute for human insights. The ability to identify a relevant, unique consumer insight and applying it to solve business problems through digital experiences is a competitive advantage for enterprises.