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The future of commerce is composable, cookieless, sustainable, & personal

future of commerce 1
Brian Brophy
Brian Brophy
Account Director
27 October 2022
the future of commerce

Each year, DEPT® Commerce Day brings the brightest minds in e-commerce to share their expertise and vision.

The following talks from October 2022 highlight the future of e-commerce and actionable steps brands can take to accelerate their e-commerce strategies across marketing and technology. 

The future of e-commerce is composable

In this discussion, Tim de Kamper & Jonathan Whiteside (DEPT®) talk about why composable commerce is soon to be the leading architecture for sophisticated e-commerce stores. 

Top takeaways

  • More than likely, all brands will move to composable commerce in 3-5 years.
  • Composable commerce is about selecting the best-of-breed e-commerce tools/solutions and bringing them all together to compose and build your own experiences. 
  • The reason brands are selecting composable commerce is that no single vendor can offer all the applications needed to deliver e-commerce experiences that meet the demands of today’s customers. 
  • The typical components that brands are seeking out for best-of-breed include content, search, merchandising, payment, shipping, taxation, product management, and marketing automation. 
  • While we’re big fans of composable commerce, there are a few drawbacks, namely, managing several vendors and contracts, development resources, and more complex architecture. Before diving in, brands should reach a level of digital maturity. 

It’s not just best of breed, it’s also a matter of being able to quickly change certain components in your architectural landscape without overhauling the whole system.

Tim de Kamper

The future of e-commerce is cookieless

Lisanne Maatman (Lead Data Consulting at DEPT®) reviews the new cookieless and privacy-driven reality, and how to handle your data going forward. 

Top takeaways

  • The cookieless future affects all industries but impacts e-commerce most of all, and it’s already had a massive impact. While Chrome has delayed its cookie policy, Safari has already updated its browser to purge this data. A future-proof data strategy is imperative. 
  • There are four layers of data management that e-commerce teams need to be aware of: consent, identity, audience, and campaign data.
  • In order to gain consent to track additional data, brands need to offer something of value via content. 
  • Think about implementing the privacy sandbox from Google or start working on a CDP roadmap so you can combine all types of data (online, in-store, CRMs) and use it. 
  • We will all depend on our self-collected first-party data or the “public” gardens of Google, Amazon, etc. 

You want to be able to connect that user across all touchpoints – the way you do that is by merging that data in one central database.

Lisanne Maatman

The future of e-commerce is sustainable  

Anusha Couttigane (Head of Advisory at Vogue Business) reveals research on consumers and sustainability, showcasing how brands can communicate their initiatives effectively. 

Top takeaways

  • Consumers are willing to do research to make sustainable choices. In fact, 71% of people will choose a luxury brand that supports sustainability over one that does not (Vogue Business Index, 2022).
  • Consumers in the West are more likely to trust legacy media, such as magazines and websites, over social media. In other words, if brands tout their sustainability on social media, it will not be as effective. 
  • Only 15% of brands put sustainability information on product pages on their e-commerce sites. 40% of brands have zero information on sustainability and another 38% bury it in the footer. 
  • Brands should be more upfront with consumers about their sustainability practices–putting information at the point of sale. 
  • Consider sustainability services (repair, warranties) as an extension of your customer service lines. 

The more information we provide to shoppers at the point of sale, the more confidence they will have in your product and brand.

Anusha Couttigane

The future of e-commerce is personal

Ali Mcclintock (Managing Director at BYTE/DEPT®) walks us through an example of scaled personalisation for the e-commerce brand Just Eat

Top takeaways

  • By not personalising ads and brand messaging, you risk inefficiencies by wasting ad dollars on unqualified markets or audiences.  
  • It’s all about showing the right message to the right person at the right time. To do that effectively, you need paid media, data, and technology. 
  • To create a single personalised piece of content, you need to take into account the market, funnel stage, customer mindset, product, brand attribute, and desired behaviour.
  • Automating personalisation as much as possible frees up marketing teams to work on things like sponsorships, partnerships, and innovation. 
  • In fact, Just Eat’s automated personalisation project was 400% cheaper than manual asset production. 

Today there are too many options. With personalisation, brands have the opportunity to say, ‘I think I know what you might like.’

Ali Mcclintock

The future of e-commerce is phygital 

Max Pinas (Executive creative director at DEPT®) gives examples of how digital and physical commerce are blending into one “phygital” experience. 

Top takeaways

  • AR is becoming more relevant than ever. We are shopping at home away from the main shopping streets, but we still want to see things. We want to know: how does this look, or how does this fit?
  • A lot of big names are reverse engineering tech toward stores. We call that “phygital,” where physical and digital meet. 
  • Two examples of this are Amazon and Nike–Amazon opened their own first fashion retail store, and Nike has opened Nike Style. These experiences feature a green screen studio where you see digital screens that are really intermixed with physical experiences. 
  • Shopify has said, “the future of retail is going to be retail everywhere,” and they are set on making this happen. Currently, they have a partnership with Pinterest, Twitter, and YouTube that support in-app purchases.

If you look around, e-commerce is getting integrated into everything we do.

Max Pinas

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Account Director

Brian Brophy

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Before you create a design system, do these three things

DEPT Interior 62 1
Simon Fairhurst
Simon Fairhurst
Head of Design
4 October 2022

Creating a design system is typically what you think of in the early phases of your design strategy. 

But before you create a design system, a whole lot of work goes into a website or product’s design strategy. And these steps are essential to be able to successfully create a valuable design system.

Here are the steps to take before designing your system:

1. Information architecture
2. Goals of key pages 
3. Zonal definitions 

Let’s run through each of these and why they’re essential to the success of any website or product design project. 

Information architecture

The information architecture answers three important questions 

1. Approximately how many website pages do we need?
2. What is the natural hierarchy of these pages?
3. How will users interact with and flow through the site?

If you start designing without knowing the answer to these three questions, you can easily miss the mark. 

By knowing how many pages you have and establishing the hierarchy of those pages, you can start to imagine how many custom pages, template pages, and modules you will need. A good design balances uniqueness, consistent themes, and scalability. By understanding which pages are most important, it gives you more context and colour over how you will design. 

sitemap exmaple

For example, think about a SaaS company and the architectures you commonly see (like the image above).

Sometimes you see a single product page that summarises everything the user needs to know in one page. Other times, you see a product overview page and then sub-pages underneath that go further into product features or use cases. You won’t know what you need until you’ve gone through an IA workshop.  

If a user experience team discovers that a single product page is best for users, its future design will need to achieve different things compared to architecture with multiple sub-pages. 

This is how information architecture starts to inform your designs. 

Define the goal of your pages   

Your website has several goals, both qualitative and quantitative. Increased traffic, purchase frequency, demo sign-ups, app downloads, etc.

And of course, some pages are more inclined to facilitate conversions of these goals. 

page goals

Let’s go back to our example of a single product page, where the goal might be to encourage demo sign-ups. Other pages on this website could have goals like: 

– Increase trust in product and brand 
– Navigate to the product demo contact form
– Spark excitement about the product 

Outlining the goals of each page keeps designers focused on strategic outcomes and the holistic user experience. Goal setting also helps designers stay grounded and design for what the given page needs to accomplish rather than indulging in design exploration. 

Zonal definitions 

Once you have an accurate picture of total pages, core pages, and the goals for all pages, move on to zonal definitions. 

Zonal definitions answer the question, “how will we achieve the goals of each page?”

Some common zones include wayfinding, engagement, conversation, and education, but these are highly dependent on your product’s/service’s unique value.

Define all zones in an easy-to-reach list, like the one below.

zonal definitions

Using the same product example, a question that needs answering is “How will we increase demo sign-ups using this product page?” The answer to this question might be something like:

Create some excitement with potential offers, make sure users can find the exact information they need, and showcase how our values align with theirs.

From a page view, this will look like this:

1. Conversion – limited promotion or offer
2. Wayfinding – answers the user question “where am I?” 
3. Engagement – brand values and content 
4. Wayfinding – specific navigation 
5. Engagement – additional content  

By listing out (in order) how you plan to achieve sign-up goals, you’ve naturally created zonal definitions.

You’ve also created a super-low-fidelity wireframe. 

product page with zones goals

Once you’ve done this exercise for all pages, you will start to see some commonalities. Maybe on 50% of your pages, you know you need a “features and benefits” zone. And only one page on your website needs a “brand values” zone. 

In this case, knowing a certain zone is important and used frequently, you might plan to design variations of the features and benefits to keep the design fresh from page to page. And since you know brand values are only featured once, you wouldn’t design more than one. 

From these zones, you can start to understand how many modules, custom pages, and templates are needed. 

Then you can start designing and creating your design system.

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Head of Design

Simon Fairhurst

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Design systems 101

Dept Office Berlin 17 1200x750 c 1
Simon Fairhurst
Simon Fairhurst
Head of Design
30 August 2022

Welcome to design systems 101, a five-step guide that anyone can use to begin to understand and implement design systems. 

Let’s start with the basics.

Define your team

The first lesson in any design system 101 class is to think about who needs to be involved to bring the concept to life. The people who use the design system will be the foundation of its success. 

As it may be a completely new way of working for your business, it’s imperative to have all key stakeholders involved from the get-go. This will ensure everyone moves forward in the same direction and enable them to collaborate optimally in both the short and long term as the design system is implemented and evolves.

Despite the name, we can assure you that it takes more than a team of designers to develop a successful design system. Design systems bridge the gap between visual designers, UX/ UI specialists, and front-end developers, so each of these teams will need to be involved… but that’s not it.

An ideal team would include

  • Designers to define the visual elements
  • Front-end developers to create modular code
  • Accessibility experts to ensure the system conforms to WCAG 2.1 standards
  • Performance and optimisation experts to ensure the system loads quickly on all devices
  • Product managers to ensure the system is aligning to customer needs
  • Leadership team to champion and align the vision throughout the company
  • Content strategists to advise on the tone of voice
  • UX researchers to help you to understand customer needs

Depending on the digital maturity and in-house resources of different companies, it is at this stage that some will decide to work with an external agency that has expertise in delivering these types of solutions.

Some organisations simply do not have the right people or skills to deliver a future-forward solution, while others do but appreciate the impartiality that comes with an external partner that can provide fresh perspectives and really elevate the project to ensure its success.

colors in a design system

Conduct a visual audit 

Before building a design system, it is fundamental to complete an audit of your current design, be that an individual digital product or your entire digital estate.

To understand how small or large the task will be, it is important to take stock of all visual elements such as colour, spacing, and typography, as well as UI elements like buttons, cards, lists, and forms, in order to see how much design debt needs to be addressed. 

This can be done as simply as screenshotting different elements of digital assets and storing them in a categorised document where you can review all the elements. However, it’s not a small task, so we suggest getting as many team members as possible involved. 

It is at this stage that many companies realise how inconsistent their brand identity has become without a modern solution in place; with numerous different hues of brand colours, font families and sizes, or variations of the same type of button.

But by gaining a complete and holistic view of these design and UI inconsistencies, the more effectively you will be able to merge or remove different elements to create a more streamlined and robust system. 

Create a visual language

The visual language is the backbone of a design system, this comprises the ‘basics’, ‘elements’, and ‘principles’ mentioned earlier. When looking at basics, there are four key areas that play a role in every component on the screen: colour; typography; sizing and spacing; imagery.


Design systems most often have one to three primary colours that represent the brand. Most companies introduce a range of secondary tints to complement each primary colour, sometimes with light and dark variants of each, to give designers more options and flexibility. It may be that certain colours are reserved for certain uses, such as calls to action, to maintain consistency in colour use. 


Choosing the right typeface is one of the most important steps in creating a design system. Most design systems include a maximum of two fonts to avoid overloading and confusing users – one for headings and body copy – and a monospace font for code. Keeping the number of fonts low is not only the best practice from a typographic design perspective, but it also prevents performance issues caused by excessive use of web fonts. 

Spatial systems

Spatial systems, grids, and layouts provide rules that give your designs a consistent rhythm. The spacing and sizing system works best when it provides balance between elements. The 4-based scale is growing in popularity as the preferred option due to its use in iOS and Android standards, ICO formats, and even standard browser font size. 


It’s important to set guidelines for the use of imagery, treatments, illustration, animation and iconography to ensure brand consistency. You won’t want all image assets to be identical, but they do need to look and feel part of a family. The key here is to have a plan and stick with it. 

color palette

Build a pattern library

With the ‘basics’, ‘elements’, and ‘principles’ defined, you can apply this visual language to build ‘components’ and ‘templates’. 

Components are the reusable parts that form many different pages (e.g. forms, mastheads, navigation, and articles), and templates show how elements and components can be put together in common layouts to achieve an effective design. Created by designers and coded by developers, these UX and UI and interaction patterns are the modular building blocks that will be stored in the pattern library and will become the core content of your design system. 

A pattern library is an online tool to capture, collect and share design patterns and guidelines and how to use and apply them. It enables teams to browse components and see how they can be applied in different platforms and circumstances. They can download source files or code to accelerate the production of their digital asset using these consistent patterns. It can be made available to all or limited stakeholders, either publicly or within a protected secure area. 

Traditionally, a style guide focuses on static elements and styles, such as iconography styles, colours, and typography. A pattern library builds on this to serve more as a toolbox of reusable components that can be combined to create an interface such as user flows, interactions, buttons, and text fields. This broader set of interactive patterns demonstrates how hierarchy can be used to produce consistency, but not at the detriment of flexibility. 

The atomic design methodology really comes into effect at this stage

This encourages consistency and reuse. To ensure this, the pattern library should be built in a hierarchical way.

On the base level, there will be simple design patterns like buttons, text boxes, or labels. At the next level in the hierarchy, you will have more complex patterns that combine a number of these features (e.g. an email submission form that includes a text box, button, and label).

Each ascending level of the hierarchy builds on the simpler patterns found in the previous levels. 

The benefits of this modular methodology are twofold.

First, when documenting a design pattern like an email submission form, the designer doesn’t have to rewrite how buttons or text boxes work. Secondly, the email submission form provides a real-life case study of how to use the button, text box, and label effectively. The atomic design approach and standardisation ensure consistency, as well as facilitate ease of use.

Documentation is what separates a pattern library from a true design system. This involves documenting what each component or template is and when to use it. The goal is to create cohesion between design and development teams to ensure the consistent and effective activation of the design system components and templates.

Most design system documentation includes the component’s name, description, example, and code. Others may show metadata, release history, and examples. The most important thing is that it shows what’s necessary for your team to implement that component or template.

Again, the documentation will be hosted with an accessible online tool, such as Frontify, to ensure that standards and guidelines can continue to evolve along with the digital products and assets they serve.

As projects grow and become more complex, everyone knows exactly how to proceed since all details are recorded in design templates and relevant documentation, enabling large organisations with multiple design teams to work harmoniously, and newcomers to the team can jump right in.

Define a governance strategy

Once your design system is in place, focus can turn to maintenance, which is equally important.

Design systems should be kept in constant motion in order to evolve with the business and its continually expanding digital estate, so a strong governance strategy is required to maintain its integrity and effectiveness of it in the long term.

A design system is a living system that needs to be regularly adapted and changed to meet new requirements and feedback. However, to maintain consistency and best practice approaches, changes and additions to the system need to be carefully considered and approved.

Creating a clear governance plan is essential for making sure the design system can adapt and thrive as time goes on.

A solid governance strategy starts by answering some important questions about handling change.

  • What happens when an existing pattern doesn’t quite work for a specific application?
  • Does the pattern get modified?
  • Do you recommend using a different pattern?
  • Does a new pattern need creating?
  • How are new pattern requests handled?
  • How are old patterns retired?
  • What happens when bugs are found?
  • Who approves changes to the design system?
  • Who is responsible for keeping documentation up to date?
  • Who actually makes changes to the system’s UI patterns?
  • How are design system changes deployed to live applications?
  • How will people find out about changes?
  • Page loading times (impact overall experience of our products)
  • The use of animations and transitions

To best manage this, we suggest establishing a design system governance group. This will help to define owners, their roles, and responsibilities, and ensure the ongoing review of digital products and assets in adherence with the design system.

It is also helpful to define workflows for modifying, adding, and removing components or templates as well as education and communication plans to ensure that all relevant teams are made aware of any changes to the system.

Image courtesy of

Design systems we love

To wrap up design system 101, we recommend browsing the web for examples of design systems. The following are notable design systems that our team of UX/UI designers has selected as benchmarks and inspiration.

Want more? Download our guide to implementing design systems

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Head of Design

Simon Fairhurst

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Production Trends: Virtual Production

mandalorian stagecraft 1 scaled
Lidia Weinstein
Lidia Weinstein
26 July 2022

Virtual Production

Video production is changing rapidly. A plethora of formats which can be played back on a variety of devices dominate today’s digital space. In addition, the implementation of extended reality technologies (augmented reality, virtual reality, mixed reality) has made immersive content accessible to users via smartphone or tablet, opening up a space for almost infinite creative applications.

For some years now, the topic of immersion has also been increasingly explored in the production processes of film and video – virtual production.

The combination of state-of-the-art game technology and film has already made it possible to produce films in immersive studios for several years. Now this technology is mature and ready for use, experts report. What virtual production is and what impact it will have on film and video production in the future – and accordingly on brands and their marketing measures – is the subject of this insight.

What is virtual production?

Virtual production is a collective term that describes many different digital production processes. These include AR, VR, motion capture and volumetric video (more on this shortly). What we have recently become familiar with from productions such as “The Mandalorian” (2020) and what is commonly referred to as virtual production describes the possibility of producing films in an immersive studio. The entire production of a film is made possible by the combination of reality – i.e. actors and actresses, props – and digital backdrops that are generated in real time in game engines.

What does a virtual studio look like?

In principle, a virtual studio consists of an LED surface that runs in a semicircle or elliptical shape around the set and extends over the ceiling. This surface is covered with a digital backdrop, e.g. a mountain landscape with a sky above it. The possibilities for design are, as you might expect, endless. An immersive space is created with which the actors and crew can interact. For example, an actress can look at a mountain in the far distance without just imagining it, as previously on a set with a greenscreen. In addition, it is possible to experiment with the scenery: landscapes can be changed in real time or colour moods can be adjusted.

Auf dem Set von “The Mandalorian”. Filmcrew im immersiven Studio von ILM StageCraft, auch “The Volume” genannt.

On the set of “The Mandalorian”. Film crew in the immersive studio of ILM StageCraft, also called “The Volume”.

Technological developments in the gaming sector make this production process possible in the first place. To achieve a perspective match between the backdrop and the shooting angle, the camera movement in the room is tracked. The room is measured volumetrically beforehand – volumetry refers to a technical measuring procedure in which a room is measured three-dimensionally. The computer can then track all the elements in front of the camera lens and place them in a 3D environment. The game engine then renders the 3D environment in real time – currently, the Unreal Engine is probably the most powerful. The Meta Festival initiated by DEPT® and Journee is also based on the Unreal Engine.

Since the backdrop is already part of the production, the post-production is brought forward and integrated into the pre-production. In some cases, post-production is not necessary at all, since the backdrop exists for every scene and the light emitted by the LED surface already creates the desired colour world. The green screen can still be used to achieve certain effects. It is then simply projected over the LED surface as well. 

A selection of films made on virtual sets: “The Batman” (2022), “The Mandalorian” (2020), “Ripple Effect” (2020), “Lion King” (2019), “First Man” (2018). Another innovation in the field of virtual production is volumetric video.

What is volumetric video?

Volumetric video is produced in a special volumetric studio and refers to a video where pixels have not two but three spatial coordinates – giving it volume. In a volumetric studio, cameras are installed so that the object is recorded from all perspectives. Through this recording process, the object can later be viewed from any perspective, similar to gaming, with the difference that the degree of representation is much more realistic.
This technology is particularly interesting for use in the metaverse, e.g. for the creation of photorealistic avatars. A film in which volumetric video was used is, for example, “Matrix Resurrections” (2021). Many shots from the film were created in the Babelsberg studio Volucap

Das Volucap Studio in Babelsberg.

The Volucap Studio in Babelsberg.

Volumetric video has the further advantage that the camera perspective can be changed in post-production and is not limited by the camera movement as before. This is particularly interesting for interactive films in which the viewers can explore the space themselves. 

The possibilities of virtual production grant filmmakers unprecedented control over all elements and brings great flexibility. For example, the film crew is no longer dependent on local weather conditions and can avoid long journeys to locations. Scenes can be replicated afterwards, as lighting conditions and backdrops can be recreated exactly. 

Virtual production has also accelerated production processes tremendously. This is reflected above all in production costs, which means that virtual production is increasingly becoming the focus of producers.

What do these developments mean for future film and video production?

The transition to digital production will change the professional field from the ground up; for example, think of production designers who will no longer build physical sets but digital ones in the future. Art departments will become virtual art departments or hybrids. Virtual set objects will become reusable and monetisable, e.g. in the form of NFTs

There are several arguments in favour of entering virtual production: maximum creative control, flexibility, sustainability – the elimination of building huge sets on locations, transporting film crews and the associated logistics – and correspondingly lower costs.

Will virtual production replace conventional production? Not quite, because it doesn’t make sense in every case. It is therefore worthwhile to subject a project to a proof-of-concept at the beginning to determine which production method is best suited. Nevertheless, one can follow this development with interest.

DEPT® has experts on hand to advise and support you throughout all phases of production. Further information is available on our Production service page. We look forward to working with you!

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Lidia Weinstein

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How to accelerate your omnichannel retail experience

Which B2C Commerce Platform is right for your Business1
Lizzie Powell
Lizzie Powell
Strategy Director
4 July 2022

The face of retail is forever changing. With constant changes in consumer behaviour paired with increased competition, it’s becoming more and more difficult to gain competitive advantage, not to mention the heightened pressure on brand’s bottom line.

Retailers are well aware of their expectations of them. According to Adobe, 53% are expecting demands on their digital experience to accelerate beyond what they’ve already witnessed over the past two years. And although retail growth is set to slow down, from an estimated 3.7% in 2022 to an optimistic 1.2% in 2023, there is still a real opportunity for retailers to deliver an out-of-this-world shopping experience to strengthen consumer connections and drive sales.

And it’s not all about digital. Footfall at bricks-and-mortar stores increased by 4.1% across the UK in June. The future of retail isn’t solely digital or in-store, it’s phygital. Believe it or not customers still want that in-store experience, but they want a seamless brand experience across all touchpoints, wherever they may be. 

Ultimately, being ahead of the curve is going to be essential to thrive. So how can retailers stay ahead, stand out from the competition and ensure they are present and optimising every stage of the customer journey?

Cue omnichannel, again

Yes, omnichannel has been a hot topic for a number of years, but retailers are struggling to execute it well. Long-term survival requires retailers to move from a multichannel to an omnichannel approach to deliver the frictionless brand experiences your customers are demanding. 

Almost half of e-commerce decision-makers in Europe and North America agree that omnichannel strategies are ‘very important’. But what about the other half? This suggests that not everyone is getting it right and improvements are required to deliver results and push omnichannel up the importance list! But let’s refresh, what is omnichannel? And how is it different from multichannel? 

A multichannel approach treats each channel as its own independent entity, delivering a consistent brand message but not necessarily connected. Therefore the way customers interact with each channel is siloed, preventing internal teams from having a full view of their customers and data. You could have an amazing website and an engaging social media campaign, but if they’re not working together then you’re not giving the customer a seamless experience.

Whereas omnichannel marketing is all about coordination activity across all channels to deliver a personalised brand experience with the customer at the heart, removing any friction along the buyer’s journey, whether that’s online or in-store. This also allows internal teams to build a full customer profile with valuable data to continuously improve and deliver personalisation. 

The future of omnichannel

To us, the future of omnichannel is all about delivering a true ‘phygital’ shopping experience. Phygital retail is combining the best of physical and digital into one. A popular example of this now is click and collect, but that’s only touching the tip of the iceberg. We’re seeing more immersive brand experiences bringing both worlds together, from Charlotte Tilbury’s virtual store to H&M’s virtual showroom

Taking this a step further, we expect to see these virtual stores and showrooms, as well as brick and mortar stores harnessing the power of data to become more and more personalised to the customer in the future. Whether that’s a sales assistant knowing what is in your favourites, or a customised virtual store showing you the products you’re running low on. The possibilities are endless. 

HM Virtual Showroom Hero Image

Here are 3 key considerations for retailers when implementing an omnichannel strategy: 

01 Get ready for a cookieless world 

Data is at the heart of any personalised experience retailers deliver. Therefore the demise of third party cookies will pose a challenge, but it also presents an exciting opportunity for brands to optimise their omnichannel strategy. At the end of the day, the more first-party data retailers have at their disposal, the more personailsed, omnichannel experience they can deliver.

However, according to Adobe, 37% of retailers believe their organisation is ill-prepared for the post-cookie world. And surprisingly, only 16% of senior executives chose “improving our ability to establish identity without cookies” as one of their top two investment areas in 2022. 

It may have been postponed until 2023, but that’s not an excuse to put it on the backburner this year. It’s time for brands to up their first-party data strategies now, in order to stay ahead. Value exchange and complete transparency are key here. Consumers aren’t going to part with their precious data unless they trust you and what they get in return is of high value to them. 

02 Using data the right way

First-party strategy nailed? Good. Now use it… but in the right way! Let’s be honest, there’s no point having all of this valuable data to hand if it’s not used correctly. Nearly a third of retailers say they are ineffective in using their first-party data to personalise the customer experience. 

An omnichannel strategy will help to collect customer data from each touchpoint, but it’s important to manage and analyse your data to develop a full customer profile and get a deep understanding of their wants, needs and motivations. 

Then it’s all about using that data to be in the right place, at the right time, with the right message to deliver a strong personalised experience to the customer.  

And H&M does just that. On their app you can ‘activate in-store mode’ which allows your shopping assistant to help you find what you’re looking for, whether that’s checking your favourite items are in stock in a local store or whether another size or colour is available. Using their customer’s data and providing them with the exact information they need at the right time and in the right place gives them the convenience and ease of use they are wanting. They also serve personalised offers based on your previous shopping habits, all which can be used either online, in-store or on the app. 

03 Put the customer first

Customer loyalty is dwindling, especially with such fierce competition in the retail space. But we all know it costs less to retain customers than it does to acquire new ones, so a personalised, omnichannel customer experience could pay dividends.

The essence of an omnichannel strategy is all about putting the customer first. If your customers feel valued, a part of your brand and always have a positive interaction at every touchpoint, then they’re likely to become repeat customers, which in turn increases your customer lifetime value – a no brainer. And, there are so many ways you can deliver just that, whether it be through loyalty programs, timely emails or exclusive in-store events.

By preparing for the cookieless world and then using your first-party data in the right way, you’ll already be making great strides in improving customer loyalty and retention rates.

KFC partnered with DEPT® to deliver an omnichannel digital transformation. We created an online and mobile experience by using insight-driven personalisation to give customers a fun and convenient experience, connecting online ad in-person experiences. In the app, customers were able to re-order their favourites and be served recommendations based on their previous purchases and behaviours. The app also included new features such as progress bars and digital ticketing, which enables a more seamless pick-up and drive-thru.

Choosing the right tech architecture

Delivering a successful omnichannel strategy isn’t possible without the right tech architecture in place. Traditionally, retailers kept e-commerce and their in-store tech architecture separate, but this hinders retailers from being able to implement a true omnichannel experience.

The right technology solution can provide seamless integration of online and offline channels, facilitating the end-to-end customer experience, as well as providing retailers with the ability to manage data at scale. But how do you know which solution is best? There’s no one-size-fits-all, it boils down to each brand’s unique requirements. 

A headless technology stack is becoming increasingly popular. This has meant that many DXP providers have started to move away from the monolithic approach to offer a hybrid solution: composable DXPs. These allow retailers to have a greater degree of flexibility, breaking free from the constraints of large implementation updates and platform lock-ins. It also lets teams adopt a best-of-breed methodology.

But a composable solution is by no means the only option. A ‘Monolithic’ digital experience platform, also referred to as suites, can provide retailers with everything they may need to execute an omnichannel strategy. Providing a single platform to manage and optimise all stages of the customer journey could be the ideal solution. It does however come with some limitations, such as being locked into a single vendor or technology. 

Ultimately, it’s all about having a platform with the right systems connected to enable omnichannel and that is best suited to your business. 

The phygital shopping experience is here to stay, and an omnichannel retail strategy allows brands to deliver just that. Retailers need to invest now or risk being left behind. With the right solution in place and a strong omnichannel strategy, you will take your customers on a seamless, personalised experience, however and wherever they choose to shop with you. 

Get in touch with our experts today to find out how we can help you define or accelerate your omnichannel retail strategy.

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Strategy Director

Lizzie Powell

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Guide to user testing – types & timeline

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Jesse Stevens
Jesse Stevens
Senior Product Strategist
15 June 2022

The only way to get a product right is through user testing. 

While assumptions can be useful, ultimately a product needs to be put in the hands of users to see if it solves their core needs. 

In fact, pairing user testing alongside market and product fit is the trifecta in building your product strategy. When teams do these things, they are more efficient in every other area of development, accelerating product roadmaps and finding ROI faster. 

This knowledge only comes from solving your user’s underlying problems, which comes from testing.

In this guide to user testing, we’ll take you through the types of user testing, when each should be used, and how to use them in a realistic product life cycle. 

user testing guide focus group

Types of User Tests 

There are two categories of user testing, qualitative vs quantitative.

Qualitative testing is learning about a user’s interpretations and feelings, while quantitative is number-based and measurable. An example might be interviewing a single user about their needs and motivations vs A/B testing a single interface element or user flow. 

When conducting your quantitative data, be sure to account for statistical significance, otherwise, your results could be by chance and not a real consensus of users. 

For the best results, you need both qualitative and quantitative testing. Here are the top user tests and how they help.  

Usability testing

One of the most important and popular tests, usability testing asks a user to complete a particular task with feedback while a moderator watches and documents. These kinds of tests are essential because they put a real human behind a device.

With this, you can learn about their problems, how they navigate, how they search for information, and what they like/dislike about a certain product. 

Direct observation

With direct observation, you observe without interaction. Seeing a user easily find information or struggle to complete a sign-up can shed light on how easy your application is to use. 


With prototyping, your user is reviewing a prototype, not a full-fledged app. Sometimes these prototypes are low fidelity wireframes, sometimes they’re high fidelity and clickable. Since development is expensive and time-consuming, you don’t want to begin developing without testing some kind of prototype. 

A/B testing

Comparing two options to find the superior one can be a fast way to iterate. Is a user more likely to respond to a “Contact Us” CTA or “Let’s Talk”? Does a blue button work better than a red button? With A/B testing, you can get useful data and make rapid-fire decisions. 

Treejack testing

Treejack testing is ideal for information architecture testing, which is essential for any complex website or product. You can ask questions like, “if you wanted to find the location nearest to you, what page would you click on?” and then record all interactions. 

Eye-tracking and heat mapping

Eye-tracking and heat map testing can be expensive, but it’s worthwhile for some products. With these tests, you can measure where your users are looking and where they’re clicking on your app– to understand if you are providing the right information in the right place. 

In-person vs remote

You can conduct all of these tests in-person, remote, or automatically. Remember to take these different environments into account when analyzing data, because different atmospheres can affect users’ opinions and how they interact with technology. 

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When & how often should a team test?

Like most answers to design-related questions, “It depends.” 

Minimum viable products (MVPs) need different testing compared to a legacy app. A single-page web app needs different testing versus a large e-commerce store. So, unfortunately, there is no one size fits all solution. 

A robust discovery session is a good practice. This process helps strategists understand the problem space and craft a program to tackle the issue. It also helps designers determine how to test and when. 

However, we can provide some general guidelines which are:

Test often

A strong design process starts with discovery and definition, before diving into ideation. Then, repetition is essential. 

Ideate – Prototype – Test as needed

Ideate – Prototype – Test as needed  

Every time you iterate, you need to ask yourself, “should we test this?” While a single colour swap won’t require standalone testing, a new feature will. 

You also have a budget to consider. Testing every small thing will cost you time and money, so have discussions, ask questions, and keep testing on your team’s mind. 

Lightweight iterations = quantitative tests 

There are always exceptions to this rule, but it’s generally true. 

A “lightweight iteration” is difficult to define, but it’s likely something that can be A/B tested and decided upon with analytics. 

Heavyweight iterations = qualitative tests 

Also exceptions here, but when you do more intensive iterations, like developing new features or launching to a new audience, you need to sit down and talk to users. Understanding not just what they like, but why they like it can be incredibly insightful. 

Internal vs external testing 

If you’re in the very beginning stages of product development (think wireframes), we recommend testing with internal stakeholders. 

Don’t go outside of your organisation until you have high-fidelity prototypes. After all, every product needs stakeholders to sign off before digging into the design. 

user testing emoney visual dept scaled

Real product testing: eMoney 

Rooted in comprehensive financial planning, eMoney’s products strengthen client relationships, streamline business operations, and drive overall growth. 

eMoney’s goal was to extend its product to a new audience: millennials. 

Together with eMoney, we came up with five concepts that could potentially reach their target of millennial users. We then kicked off a series of design sprints, where we built out prototypes for eMoney concepts and tested them with real users. It became clear that users gravitated towards one of the concepts more than others, which was a mobile app that could provide financial wellness advice and complement the existing eMoney software-as-a-service platform. 

This was the beginning of what became eMoney Incentive.

We learned through testing and development that Incentive appealed to a wider audience beyond millennials.

Because of this rigorous testing, eMoney’s pilot program created a strong pipeline of interested users, including current users, retirement plan advisors, and employers.  

If your product needs a user testing strategy put in place, reach out to the designers and product innovators at DEPT®. 

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Senior Product Strategist

Jesse Stevens

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Bridging the gap between customer data and experience

143 Rotterdam

10 February 2022

Increasing volumes of ambitious, customer-centric brands are merging data, creativity and technology to create experiences that engage customers on a new level. The rise in immersive, brand-led entertainment has shifted consumers’ mindset around data, encouraging them to share information and preferences in exchange for more relevant and engaging experiences. It’s a win-win; brands are able to improve customer experience (CX) while building more reliable data sets, and consumers receive the experience they want. But this approach is being led by an elite few, and isn’t the reality for the majority of brands. Despite data being one of the most useful tools to help businesses understand customer behaviour and market trends, improve decision making and evaluate ROI, 87% of marketers consider it to be their organisation’s most under-utilised asset.

Demanding better data

Many companies collect a wealth of customer data, but often drop the ball when it comes to activation. For too long, brands have been using a blend of unreliable, probabilistic data (based on patterns and the likelihood of a certain outcome, like cookies), and more objective deterministic data (known information that a customer has often input, such as names and email addresses), to create customer experiences that they think people want. We must ask why, when it’s possible to leverage data to deliver experiences that we know customers want. 

With stricter industry regulations gradually phasing out the use of third party data and the discontinuation of the cookie on the radar for more than a year, companies have been forced to consider and extend their data capabilities beyond traditional, probabilistic methods. 

“The third party cookie represented a shortcut for brands to reach customers without implementing a real strategy or investing the lead time to build direct relationships. Although tactics like blind retargeting were effective in the early stages of digital marketing, consumers are now savvier and expect brands to move away from generalisations and focus on more bespoke personalisation,” says Lizzie Powell, Strategy Director at DEPT®. 

Within the past year, collecting more first party data was deemed a high priority by 88% of major brands. But one of the biggest blockers to activating this data is that it is often siloed and difficult to access, which 47% of marketers agree with. As customer journeys become more complex, the need for brands to track and connect customer engagements becomes even more important. To address this challenge, many brands are implementing a customer data platform (CDP) to aggregate and analyse customer data from a variety of sources such as the CRM, web forms, events, email marketing, social media, websites and more. CDPs collect real-time first, second and third party data to create a single view of the customer based on their demographic, historic behaviour and browsing activity; enabling brands to better understand customers, their journeys, and activate customer data to its full potential.  

Zero party data

In addition to unlocking and activating first party data, increasing numbers of brands are going straight to the source. Forrester recently coined the term ‘zero party data’, which it defines as: “Data that a customer intentionally and proactively shares with a brand. It can include preference centre data, purchase intentions, personal context, and how the individual wants the brand to recognise them.”

A zero party data strategy doesn’t force users to fill in their details. Rather, it’s built on a relationship of trust. It is built on the understanding that by providing a ‘give to get’ value exchange, consumers are more likely to share their information in return for a tailored, more valuable customer experience. 

Inspiring activation

Once the right mechanisms are in place for collecting and analysing customer data, successfully  bridging the gap between data and experiences comes down to activation. The implementation of a preference centre may be the first step in some brands’ zero party data strategy, with tick boxes certainly likely to yield results, but this tactic offers no real sense of engagement or entertainment to catch up (never mind compete) with the trailblazers. 

Interactive experiences such as questionnaires, polls and quizzes give customers a genuine reason to engage. Incentives can come in the form of exclusive content, personalised recommendations, social kudos and loyalty points, which have proven to be just as popular as monetary ones. It’s all about cleverly tapping into what’s appealing to the target audience. For example, DEPT® partnered with global fashion search platform Lyst to launch an interactive, data-driven campaign encouraging users to discover their fashion DNA, unrooting which parts of the world has inspired their personal style. By using relatable, scenario-led questions in a quiz format, Lyst effectively gathers lifestyle-oriented data to generate a better understanding of its users, based on their preferences. 

As this information was gathered, it was directly linked into Lyst’s existing database of website analytics, paths to purchase, onsite user journeys and favourited products or categories, enabling Lyst to formulate well-rounded user personas and deliver future marketing campaigns with highly personalised touchpoints. We adopted a combination of digital art forms to present the quiz in a way that enhances the user experience and entices continued engagement, while ensuring Lyst’s trendy, fashion-forward brand personality shone through. The success of the campaign centred around value exchange, as while Lyst learns more about their customers to increase relevance of product offerings, the user gets to participate in a fun and immersive experience as well as learn something about themselves. 

To play in the big leagues, brands need to abandon old ways of working and equip themselves with a modern strategy that combines data, creativity and technology. DEPT® can help businesses achieve this in multiple ways, from implementing a CDP to transforming data into engaging digital experiences that customers want. Get in touch with our experts to find out more.


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Client Services Director

Stephen Murphy

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Why experimentation is the secret sauce of optimal experiences

building light
Stephen Murphy
Stephen Murphy
Client Services Director
10 February 2022

According to McKinsey, companies that base decisions on data, rather than instinct, are 19 times more profitable and 23 times more likely to acquire new customers. Yet 62% of businesses are still making decisions based on gut instinct alone. This approach is neither sensible nor sustainable in the digital realm, where the savviest brands are experimenting with strategies and technologies to connect with customers on a more relevant and meaningful level.

Experimentation is the process of running tests on your site with actual visitors in order to learn from them and take action based on the results. A/B (or split), multivariate and multi-page testing are all examples of experimentation, each of which enables companies to gather feedback, discard what doesn’t work, and build on what does. 

This theme was put under the microscope at ‘Optimising the Future’, DEPT® and Optimizely’s joint virtual event designed to inspire and accelerate digital strategies through 2022 and beyond. DEPT®’s Head of Data, Cristian van Nispen, and Optimizely’s Director of Strategy and Value Consulting, Elizabeth Gabster, explored why ever-changing customer journeys demand a robust, future-ready experimentation and optimisation solution. Here are the top three insights on why and how experimentation can help to take your business to the next level and deliver the experiences that customers want.

#1 Elevate strategy with sophisticated testing

Embedding digital within your business strategy is essential to long term success, evidenced by the fact that revenue growth now directly correlates with digital transformation. Businesses can no longer operate with siloed business and digital strategies; you need a holistic approach that gives a complete picture of how to best serve customers. 

Experimentation solutions can be implemented to bridge the gap between business and digital strategies to elevate both. Something as simple as pasting a snippet of code on a page that you want to test can remove any guess work and empower companies to make optimisation decisions based on customer sentiment, helping to decrease customer acquisition costs without increasing ad spend or developer workload.

#2 Exceed KPIs through objective assessment

Unfortunately, the majority of people working in digital have at least one story about a failed update that was implemented on instinct. For example, a senior team member suggests changing the ‘add to basket’ button colour from blue to grey as they heard it worked for a competitor. The team obliges but the colour change has a negative impact, with customers overlooking the button, resulting in an immediate financial loss for the company. 

This is the digital equivalent of throwing spaghetti at the wall to see if it sticks. And it’s not a robust enough strategy in 2022. Alternatively, an experimentation mindset encourages businesses to take a more holistic approach, fully considering what they want to learn or achieve and defining KPIs before running tests in a controlled environment. Using a framework to consistently and objectively test ideas enables businesses to optimise their digital experiences. For example, Optimizely’s web experimentation platform allows teams to run multiple tests in tandem, access statistically valid results and use them to implement a best experience for customers.

#3 Identify project ROI in advance

From building new products to fixing existing features, development requires resources and can be uneconomical if the outcome is not positive. At the end of the day, businesses want to know if they’re offering a product or service that creates value for customers, or not. And holding on to products that nobody wants and features that don’t work are a waste of resources.

By putting testing at the forefront of development cycles, businesses can better identify ROI and make quicker, more informed decisions about whether to pursue a project or not. Testing and experimentation empowers teams to question whether a product is worth launching, or if an old feature should be improved or removed completely. These are some of the difficult questions that are best answered upfront, before spending time, money and manpower on projects that are likely to fail.
An experimentation mindset and the right tooling has huge potential to take your business to the next level, providing unique data that you can trust. Decisions driven by gut feeling will not cut it in the new digital reality, but by pooling resources to develop projects based on hard evidence, businesses can operate efficiently and effectively, while delivering optimum value to customers.  

To find out more about how experimentation can drive growth within your business, click below to watch the session in full, or get in touch with a member of our team.

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Optimising the Future: Experimentation

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Client Services Director

Stephen Murphy

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The reinvention of online retail and how to act

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Stephen Murphy
Stephen Murphy
Client Services Director
10 February 2022

The online retail industry is booming. In July 2021, UK online retail sales reached a record £10bn, a 56% increase on the same period in 2019. Reuters also found that 70% of Britons now prefer shopping online or mobile, up from less than half pre-pandemic. But as the world begins to open up again, consumers are returning to the high street. In the third week of January 2022, UK high street footfall rose 7.2% compared to the previous week, and it’s only expected to accelerate. The demand for brick and mortar stores is far from dead and with restrictions easing around the globe, the competition between e-commerce and high street retailers will only get fiercer.

To entice customers in, physical stores are raising their game to become ‘destinations’. And online retailers need to ideate and implement even faster in order to compete. Online shopping will no longer be relied upon, so it needs to become less about convenience and focus on becoming a digital ‘destination’ in itself – a place where customers go to do much more than mindlessly browse and buy products. Brands like Patagonia and de Bijenkorf are leading the pack, with creativity, technology and data underpinning their approach. Striking the right balance of these three pillars, brands can recreate a shopping destination in the digital world, resulting in a website that customers keep coming back to, and in turn reinventing the online retail space. It’s already happening, but here are some of the ways we see e-commerce being reshaped in 2022.

Social storefronts

Social media is quickly becoming a platform to transact as well as gain inspiration. Any brand with a social audience has the potential to make money through shoppable content, which is a popular concept amongst younger generations. In 2021, half of consumers aged 18-34 made at least one purchase on social media. Although a third of brands already tapped into the trend in 2021, there’s still ample opportunity for others to get involved before the space is crowded. 

The sociable aspect of social commerce is one of the reasons it’s increasing in popularity. For many, in-person shopping is a social experience. 81% of consumers’ purchasing choices are swayed by their friends’ social posts and recommendations, and 78% are influenced by brands’ posts. While traditional online shopping is distinctly unsocial, social e-commerce is the perfect solution to fill the void. Social commerce provides brands with an opportunity to sell at a point in the journey where customers are most active and inspired; turning social media engagement into sales. With minimal investment, companies can quickly and directly reach desired demographics and generate revenue while maintaining brand equity.

Phygital experiences

For retailers that have both a physical and digital presence, opportunity lies in shedding the siloed model of online vs offline to develop a hybrid approach that facilitates seamless, integrated experiences as customers move from the digital world to the physical. Almost two thirds of shopping journeys start online, but they don’t have to finish there. Just some of the ways a blended, ‘phygital’ strategy can be implemented could include providing customers with real-time stock levels at their local store, so that they can reserve and collect in a matter of hours; or book in-store shopping appointments where the sales rep has access to the customer’s purchase and browsing history and can make personalised recommendations.

AR-powered shopping

At least 30% of all products ordered online are returned, compared to only 9% in brick and mortar stores. One of the most common reasons is that the product received looked different to what it did online. Enter augmented reality (AR) e-commerce, which gives people the opportunity to virtually touch, move, and see a product from every angle before they make a purchase online. 

AR is hardly a new innovation, but it’s a trend that’s becoming an essential part of what customers expect from online shopping. Last year, Snapchat and Deloitte Digital found that over 100 million customers shop with AR and that, by 2025, 75% of the global population will become frequent users. Creating amazing AR applications will not only create competitive advantage; it provides the opportunity to increase customer engagement, help attract new customers and boost conversion rates.

Metaverse mania

The metaverse is for the pioneers of ‘phygital’, where the two previously separate worlds of shopping converge to completely redefine e-commerce. In the metaverse, a combination of tech innovations operate seamlessly to bring technologies like NFTs, social commerce, AR and VR into the physical world. Gaining a name for itself as the new iteration of the internet, brands like Gucci, Balenciaga, Disney, BMW and Snap are using first-mover momentum to step into the metaverse, maximising its potential by creating virtual fashion, assets, content, communities and experiences.

Data-fuelled personalisation

Access to first-party data is essential to fuel next-level innovation, and will become even more apparent as we move into a cookie-less world. To access this data, businesses must create a strong value exchange, where customers are willing to hand over their personal details for a heightened brand experience. Digital-first businesses like Spotify are raising the bar in this realm and, in turn, customer expectations. The brand’s annual ‘Spotify Wrapped’ campaign delivers a true one-to-one, personalised experience for users. The campaign is built on data, which is applied in a way that creates an engaging experience for users and is delivered without any immediate conversion, strengthening the value exchange as users don’t feel like they’re being sold to. 

The e-commerce industry is still some way behind the likes of Spotify, with personalisation efforts being largely focused on short term conversion through email marketing and retargeting methods, rather than how it can benefit brand-consumer relationships in the long term. But in order to catch up, focus needs to be switched to creating a strong value exchange through experience which, in turn, will have a positive impact on sales and loyalty.

Brand storytelling

In such a crowded market, a strong brand identity is imperative. Google reports that 80% of customers carry out research online before making a purchase. And without making an impression, your brand will be overlooked. This amplifies the importance of a strong brand identity and story that is told across all digital touchpoints, helping you build deeper connections with customers at every stage in their journey. DEPT® delivered this ‘branded commerce’ approach for Patagonia, crafting a design solution that brought its massive product and content library to life with UX that echoes its values and tells the brand’s story at every touchpoint – resulting in a 25% increase in mobile revenue.

The e-commerce landscape looks very different to how it did a few years ago, and it’s set to evolve again through the wide-scale implementation and acceleration of these digital technologies. Although each of them has a different weighting of creativity and data, they are all underpinned by technology, making it the cornerstone of online retail reinvention. 

To find out how DEPT® can ensure your commerce strategy is future-ready to meet consumers’ ever changing demands, get in touch with our team today.

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Client Services Director

Stephen Murphy

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The power of the specialized digital experience according to Forrester

iStock 1218822023 scaled
Kristin Cronin
Kristin Cronin
Head of Marketing US
15 November 2021

Forrester recently published its “Now Tech: Global Digital Experience Services, Q4 2021” report to profile 37 digital providers that are helping brands with digital marketing, commerce and customer experience initiatives.

In their report, Forrester analysts Ted Schadler and Frederic Giron define digital providers as “essential partners to building [your brand’s] digital experience.” And digital experience means quite a lot. It embodies the combination of creativity and technology; everything from strategy, to implementation, to marketing, to optimization, and all that’s in between. 

From our perspective, the digital experience is just as essential as your brand’s digital provider. Maybe now more than ever. After all, during the first three months of the pandemic, digital advanced the equivalent of ten years. A year and a half later, the world is now more digitally literate than ever before. And it’s only getting more so. To make it in a digital world, businesses must develop digital experiences to both meet the current needs of their customers and to future-proof their brand.

When shopping for the digital provider that will best fit your brand’s digital needs, Forrester breaks their recommendations down according to size. DEPT® is relatively small in this standing, at about 2,500 employees compared to 25,000 at large providers. 

That said, what is the benefit of making your essential partner in creating digital experiences a comparatively small provider?

Forrester reports that, unlike the large and mid-sized digital counterparts, “Smaller providers generally don’t have the breadth or scale but may offer specialties that the bigger players don’t provide.”

Other major research firms confirm the value of a specialized digital experience. Mckinsey notes that a highly personalized, individual approach to a customer experience – particularly when a brand’s customer base is in the millions – boosts customer loyalty and gives that brand a competitive edge that is hard to imitate. And Harvard Business Review observes that in a world where digital feels almost ubiquitous, “there is no satisfactory excuse for a poor digital experience.” In short, if a brand does not successfully meet or surpass a customer’s digital expectations, they’re quick to move on. After all, countless other brands are just a quick search away.

We can also confirm the value of the specialized digital experience because we are highly specialized. Because “small” certainly does not mean that pushing out amazing global digital experiences is beyond our capability. Whether it’s the unique AR filter & branded hashtag we created for ASOS that generated over 1.2 billion views in just three weeks, the Lovie-nominated virtual landscape we were tasked with creating for the Eurovision Song Contest, or our work for Philips’s “Right under your nose” campaign to raise awareness of men’s health issues, we believe that specialized digital experiences work really, really well.

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Head of Marketing US

Kristin Cronin

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