Preparing for the Wearable Customer ExperienceSkip Vanderburg, Director – CX Innovation, Design and Emerging Technologies,

Global Consulting Practice, TCS

Courtney Wood, Director – Innovation Solutions, Global Consulting Practice, TCS

Priscilla Walter, Senior Consultant – Customer Experience Insight Solutions, Global Consulting Practice, TCS

Septmeber 2015Copyright © 2015 Tata Consultancy Services Limited

Wearables are a part of the new wave of digital technologies that will revolutionize customer experience.

They present challenges and opportunities to businesses.

To respond successfully to digital innovations, companies must be agile and respond quickly.

Wearables, 2015

Introduction: Revolutionary Technology

The first wave of digital disrupters obliterated many companies. To win the market, a responsive enterprise must rapidly identify, evaluate, and respond to the threats and opportunities that the second wave of disrupters pose for the company.

Wearables, 2015

Responding to Disrupters

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The consumer market changes constantly.While older customers suffer from device fatigue, millennials eagerly adopt emerging technologies.

Businesses will have to devise different strategies that factor inthe experiences of different customers with their brand.

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Understanding Customers

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Wearables can be employed in areas well beyond customer service.

Businesses should use wearables to become an integral part of customers’ lives and constantly engage with them.

To achieve customer experience innovation, companies require a responsive process and system.

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Changing Customer Experience

To successfully adapt to new technologies, companies require a systematic, cross-enterprise approach.

The outputs of your customer experience strategy and plan are many of the inputs that help successfully manage customer experience innovation.

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CX Innovation Management

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The first phase in innovation management is outlining strategy.

Engagement maps and current customer insight should be used to define gaps in customer experience.

Any gap without a solution must become an innovation goal.

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First Phase: Innovation Goals

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Idea management entails continuous generation and collection of ideas for improved customer experience.

Companies with innovation systems can review ideas already submitted. Others can develop ideation sources: data analysis, workshops, crowdsourcing, and expertsourcing.

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Second Phase: Ideation

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The selection criteria for new ideas should be in line with innovation goals.

Cost effectiveness, integration, and maintenance feasibilities are other criteria to consider.

Only top-ranked ideas will be prototyped and tested.

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Third Phase: Idea Selection

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The company must prototype, try, and refine ideas very quickly.

A ‘prototype factory’ can be used to evaluate wearable technologies. This will help create rapid prototypes, and conduct trials and iterations.

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Fourth Phase: Experimentation

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Companies operationalize, scale, and optimize tested ideas in this phase.

This includes measuring, tracking, and communicating progress and results to key stakeholders.

Companies can determine whether or not sub-performing ideas should continue with additional support and changes or should be retired.

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Fifth Phase: Realization

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Wearables can significantly transform customer experience in the near future.

To successfully deal with this technology, companies must be agile.

They should adopt a systematic approach to identify, select, test, and deploy new ideas.

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Conclusion: Structured Innovation

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