Evolving customer expectations, new technological capacities and nascent platforms for service delivery have created an unprecedented need for innovative customer-centered service strategies, while helping organizations build new capabilities for differentiation in Direct-to-Consumer services. As the leader in designing and delivering programs for people and strategy development, WDHB has had the privilege to witness both sides of the coin: on one hand, our clients, which include some of the world’s best-known companies in the consumer sphere, are increasingly on the lookout for new ways to improve the quality, variety and adaptability of the services they offer to customers. On the other hand, through our Learning Expeditions that facilitate the immersion of executive teams into unfamiliar environments and cultures to explore disruptive business perspectives, we have gathered insights into a wealth of trends in consumer-facing landscapes, helping us identify weak signals and detect upcoming evolutions of direct-to-consumer services. With the following document, we are happy to share some of our learnings, dive into powerful examples of innovation in Direct-to-Consumer services, and suggest a new model for increased customer value.

1. Innovation & Differentiation
in Direct-to-Consumer Services
WDHB Research
Prepared July 2014
wdhb.com

2. WDHB Strategic Learning 2
Evolving customer expectations, new technological capacities and nascent platforms for service
delivery have created an unprecedented need for innovative customer-centered service strategies,
while helping organizations build new capabilities for differentiation in Direct-to-Consumer
services.
As the leader in designing and delivering programs for people and strategy development, WDHB has
had the privilege to witness both sides of the coin: on one hand, our clients, which include some of
the world’s best-known companies in the consumer sphere, are increasingly on the lookout for new
ways to improve the quality, variety and adaptability of the services they offer to customers. On the
other hand, through our Learning Expeditions that facilitate the immersion of executive teams into
unfamiliar environments and cultures to explore disruptive business perspectives, we have gathered
insights into a wealth of trends in consumer-facing landscapes, helping us identify weak signals and
detect upcoming evolutions of direct-to-consumer services.
With the following document, we are happy to share some of our learnings, dive into powerful
examples of innovation in Direct-to-Consumer services, and suggest a new model for increased
customer value.
ABOUT THESE INSIGHTS

3. WDHB Strategic Learning 3
A – Service Provider
• Individual
• Organization
• Public or Private
B – Service Client
• Individual
• Organization
• Public or Private
C – Service Target:
= the reality to be transformed or operated on by A, for
the sake of B
• People dimensions
• Business dimensions
• Products, goods & material systems
• Information, codified
Forms of Service Relationship
(A & B Co-create Value)
Forms of Responsibility Relationship
(A on C)
Forms of Ownership Relationship
(B on C)
Forms of Service Interventions
(A on C; B on C)
Gadrey, J. (2002). The misuse of productivity concepts
in services: Lessons from a comparison between France
and the United States. In J. Gadrey & F.
THE SERVICE CONTINUUM

4. WDHB Strategic Learning 4
SERVICE INNOVATION IS BUSINESS MODEL INNOVATION
It‘s not just about technology
anymore.
Henry Chesbrough
The essence of a business
model is: Defining the way the
firm delivers value to
customers, entices customers
to pay for value and converts
those payments to profit.
David Teece
Osterwalder, A., Pigneur, Y., (2010). Business Model Generation: A Handbook for Visionairs,
Game Changers, and Challengers.
Chesbrough, 2007/ David Teece, 2010.

5. WDHB Strategic Learning 5
1 Navigating Customer Expectations across Touchpoints
2 Leveraging New Platforms for Service Delivery
3 Crafting Customer-Centred Strategies
4 Building Capabilities for Innovation
INNOVATION & DIFFERENTIATION IN
DIRECT-TO-CONSUMER SERVICE

6. WDHB Strategic Learning 6
NAVIGATING CUSTOMER
EXPECTATIONS
Across Categories & Touchpoints
PERSONALIZEDADVICE
AFTER-SALESERVICES
MPOWERINGCONSUMERS
MULTICHANNELCUSTOMERSERVICE

7. MULTICHANNEL
CUSTOMER SERVICE
“Embrace the platforms your audience is using, not the ones
you’re comfortable with.”
Scott Monty, Ford’s Global Head of Social Media

8. WDHB Strategic Learning 8
REAL-TIME & LOCALIZED ASSISTANCE
Sears’ mobile application connects
customers with in-store
representatives through text
messaging. The store’s employees
respond in real-time, provide advice
on where to find items and share
links to purchase items online. The
option is called Member Assist
Service.
Sears’ Shop Your Way
connects shoppers with
store associates using text
messaging or calls.

9. WDHB Strategic Learning 9
EASING CUSTOMER SERVICE PAINPOINTS
Zappix is a remedy for customers
who are frustrated when calling
automated customer service
hotlines. Keypad menus are turned
into a visual menu allowing better
overview and flow of information. In
order to save valuable time, users can
input authentication information on
the app before making the call.
Zappix lets people skip the
usual keypad menu
prompts.

10. WDHB Strategic Learning 10
SOCIAL MEDIA AS CRM TOOL
KLM adopteda more systematic
approach to social media customer
care in 2010 when teams were first
available during office hours and
then 24/7. One year later, KLM made
history when it became the first
airline to reschedule a flight
following a Twitter request from a
customer.
KLM turns into social-media
powered customer service.

11. PERSONALIZED ADVICE
59% of shoppers who have experienced personalization
believe it has a noticeable influence on purchasing.
(Infosys 2013 Study “Rethinking Retail”)

12. WDHB Strategic Learning 12
TAKING SALES ADVISORY ONLINE
IBM designed the Fabergé site to
replicate the exclusive and personal
interaction between the customer
and the personal advisor. If desired,
the client can engage online with a
sales representative for the same
boutique purchasing experience of a
trusting one-to-one dialogue.
Faberge.com provides a
personal sales advisor for
every online shopper.

13. WDHB Strategic Learning 13
SERVICE WITH AN OPT-IN
The fashion e-tailer Modcloth
integrated a live-chat feature on its
website to allow shoppers to share
information regarding their past
interactions with the brand. As a
result, the company increases
knowledge about its customers’
personal style and can make more
personalized recommendations for
future purchases.
Modcloth lets customers
submit personal data prior
to having a one-on-one
consultation with a stylist.

14. WDHB Strategic Learning 14
ADDING ADVICE TO DELIVERY
Lamoda employees are delivery
personnel, sales associates and
fashion coaches all in one.
Deliverymen not only deliver
clothess, they also wait during the
fitting process, offer fashion advice,
take returns and process on-site
mobile payments.
Russian Internet fashion
retailer Lamoda sends sales
assistants directly to
shoppers’ homes.

15. AFTER SALE SERVICES
« The touchpoints that are part of your brand and
marketing strategy -- moments people interact with a brand
from initial awareness to evangelism -- are all opportunities
to engage with your audience in richer, more vivid ways. »
Albert Tan, Senior Brand Strategist, frog design

16. WDHB Strategic Learning 16
REWARDS FOR RECYCLING
Beijing Subway introduced 40
“reverse vending machines” in 2013
that enable passengers to offset
travel costs by recycling plastic
bottles. Commuters receive a
discount between CNY 0.05 and 0.10
on their travel pass if they recycle
empty bottles.
Beijing Subway
rewards commuters for
recycling plastic bottles.

17. WDHB Strategic Learning 17
ENCOURAGING RE-USE
Columbia Sportswear customers
have the option of receiving orders in
a reused box. The company
encourages this practice by offering
to track the life cycle and use of each
boxes with “A Box Life”: all reused
boxes have a unique QR code and a
tracking number to explore the life
story of the box.
After 30 days of introducing the
program, 66% of Columbia’s orders
were being shipped out in reused
boxes.
A Box Life encourages re-
use by tracking the life and
use of cardboard boxes.

18. CONSUMER EMPOWERMENT
“Consumer empowerment is a mental state usually
accompanied by a physical act which enables consumers or to
put into effect their own choices through demonstrating their
needs, wants and demands in their decision-making with other
individuals or organisational bodies in the marketplace.”
Prof. Len Tiu Wright, University of Huddersfield

19. WDHB Strategic Learning 19
POWERING THE WELLNESS ECONOMY
Kurbo Health fights childhood
obesity. Its app combines a food-
tracking program with games,
challenges, a food diary and
coaching. Its purpose is to encourage
children to make smarter eating
choices.
Kurbo Healthteaches
children and their families
how to eat healthy.

20. WDHB Strategic Learning 20
GAMIFYING USER EDUCATION
Eco:Drive is an application available
through Fiat’s BlueMe in-car
infotainment system. It monitors
driving habits and improves fuel
efficiency. Additionally, drivers can
download their driving data with a
USB memory stick to a computer
where they receive more detailed
advice.
Fiat’s Eco:Drive turns
greener motoring from a
chore into a hobby.

21. WDHB Strategic Learning 21
LEVERAGING NEW PLATFORMS
For Efficient Service Delivery
SER-CENTEREDPAYMENT
DATAANALYTICS
SOCIALCOMMERCE
MOBILEFIRSTSTRATEGIES

22. USER-CENTERED
PAYMENTS
The global market for mobile payments is forecast to grow
to about $720 billion worth of transactions by 2017, up
from $235 billion in 2013 with more than 450 million users.
Gartner Research, 2013

23. WDHB Strategic Learning 23
MOBILE PAYMENT GOES VIRAL
M-PESA is a small-value electronic
payment and store-of-value system
(transactions are capped at $500).
Developed by Vodafone and
launched by its Kenyan affiliate
Safaricom. It is accessible from
feature phones. Subscribers can use
their phones to transfer funds
between M-PESA users and non-
users, to pay bills and purchase
mobile credit for a small fee.
With M-Pesa, Kenya leads
the world in mobile money.

24. WDHB Strategic Learning 24
PAYMENT, EASY AS A TWEET
Amex Sync is a program that
connects Foursquare, Facebook or
Twitter profiles to provide
cardholders personalized offers and
discounts directly at the point of
purchase. Amex Sync has integrated
payment options into Twitter where
payments are simply made by
tweeting a purchase hashtag.
With Amex Sync, American
Express users can turn
Twitter hashtags into
purchases.

25. MOBILE-FIRST
STRATEGIES
“Mobile is the enabling centerpiece of digital convergence. It
is the glue for all other digital industries to use when
approaching convergence, but mobile is also the digital
gateway for the real world to join in this global
metamorphosis of human behaviour.”
Tomi T Ahonen, Author, Consultant and Speaker.

26. WDHB Strategic Learning 26
AUGMENTED REALITY FOR UBIQUITY
In 2012, China’s largest food e-
commerce site, Yihaodian,
announced 1,000 virtual
supermarkets at locations across the
country. With the idea to call them
“Unlimited Yihaodian”, the stores
would be blank city spaces brought to
life by means of Augmented Reality
technology and smartphone
cameras.
China’s largest food e-
commerce retailer opens
the world’s first augmented
reality supermarkets.

27. WDHB Strategic Learning 27
MOBILE AS A DEVICE OF COMMERCE
Developed by online grocer PeaPod,
its app allows household itemsto be
restocked by simply scanning
barcodes with a phone. PeaPod
started the project in 2012 when it
rolled out digital/mobile grocery
aisles at commuter rail stations on
the US East Coast and Chicago.
Peapod lets customers
restock their household
items with barcodes.

28. LEVERAGING DATA
ADVANCED ANALYTICS
Data are becoming the new raw material of business.”
Craig Mundie, Senior Advisor to the CEO at Microsoft.
“The Internet of everything changes everything.”
John Chambers, Chairman and CEO of Cisco.

29. WDHB Strategic Learning 29
LEVERAGING ADVANCED ANALYTICS
Kutsuplus, Helsinki’s Transport
Authority’s on-demand minibus
service, was started in October 2013.
Helsinki residents can request a
minibus with their smartphone by
providing the start point and the
final destination. Kustuplus
calculates the quickest route for
multiple drop-offs and users can opt
for a private transfer or a shared ride.
On-demand minibus service
calculates optimal route for
those on-board.

30. WDHB Strategic Learning 30
ADDING TRACEABILITY TO SERVICES
Swifto is connects dog owners with
vetted and screened dog walkers. The
service also allows clients to review
the walker’s routes and sends
confirmation messages to clients
whenever a walk with the dog has
started or ended.
Swifto incorporates RFID
technology into dog-
walking.

31. WDHB Strategic Learning 31
CUSTOM DATA TO INTUIT NEEDS
At the beginning of 2014, Amazon
obtained a patent for “anticipatory
shipping”. The system prepares
deliveries in specific areas based on
previous purchases, site searches or
time spent looking at a particular
item online. It then automatically
ships the items to the nearest
warehouse where the delivery waits
for the buyer to hit the checkout
button.
Amazon wants to ship
deliveries before they’re
ordered.

32. WDHB Strategic Learning 32
CONNECTED OBJECTS EVERYWHERE
In spring 2012, Quirky and GE entered
into an innovation partnership and
organized a contest that called upon
users to submit ideas that could
make everyday objects smarter by
adding technology. MilkMaid, a smart
milk jug, was chosen as the winner:
sensors allow users to monitor the
freshness of the milk and
recommend when more should be
purchased.
Smart jug can detect spoilt
milk notify user via text.

33. WDHB Strategic Learning 33
CONNECTED OBJECTS EVERYWHERE
Project Gutenberg, the “liquid
library”, combines alcohol and apps.
Rather than bottles, Pernod Ricard’s
beverages are stored in metallic
“container books” that are controlled
by an intelligent base station. This
ensures precisely measured portions
and an alert the user when refills are
needed.
Pernod Ricard prototypes a
web-connected cocktail
maker.

34. WDHB Strategic Learning 34
THE ERA OF THE QUANTIFIED SELF
The Airo wristband measures
exercise intensity, recovery time and
keeps tabs on general stress level
based on heart rate variability. Also,
by using different wavelengths of
light to detect metabolites released
through the bloodstream, the AIRO
can detect how much was eaten and
how healthy a meal it was.
Quantified self tracker AIRO
charts nutrition, stress,
exercise, and sleep.

35. SOCIAL COMMERCE
“If I had to guess, social commerce is next to blow up.”
Mark Zuckerberg, CEO of Facebook, in 2010.
“Goodbye E-Commerce, Hello Social Commerce!”
Wired Magazine, in 2011.

36. WDHB Strategic Learning 36
TAPPING SOCIAL COMMERCE
To drive sales across pubs and clubs
in the UK, AB InBev allows fans to
give friends a pint of Stella Artois
through a social gifting app. Users
can share a voucher code through
Facebook, which can be redeemed at
participating on-trade locations.
Stella Artois launches a
lager-than-life social media
gifting app.

37. WDHB Strategic Learning 37
FACEBOOK COMMERCE COMING OF AGE
Soldsie, an e-commerce service,
enables customers to buy items
directly from their Facebook fans and
Instagram by simply by typing
« sold » in the comments section
under the item’s picture.
Soldsie is a check-out
system built for social.

38. WDHB Strategic Learning 38
CRAFTING CUSTOMER-CENTERED
Service Strategies
SUPER-LOCALIZATION
SUBSCRIPTIONMODELS
ON-DEMANDDELIVERY
ADAPTIVESERVICE
CUSTOMER-EMPATHY

39. SUPER LOCALIZATION
“Content might be King, Queen, Prince and the Court Jester,
but Context is the Crown!”
Jonas Klit Nielsen, CEO Founder of Mindjumpers

40. WDHB Strategic Learning 40
MARKETPLACES FOR SERVICES
In 2013, eBay launched eBayHire, a
marketplace where customers can
search for local service providers.
In 2014, Amazon also announced its
intention to start offering babysitting,
house painting and other services.
eBay Amazon integrate
service providers into their
marketplaces.

41. WDHB Strategic Learning 41
SUPER-LOCAL HELPERS
WunWun members can ask for
delivery of most items at a flat $15
delivery fee, and request services,
like dog walking or closet
organization, that cost $2 for every
five minutes. Once a request is made,
a dispatcher assigns it to a helper
who has been background checked
and trained to respond to requests.
WunWun is an app that
gives members access to a
network of live dispatchers
that can perform nearly any
task.

42. EXPLORING
SUBSCRIPTION MODELS
“Don’t think of subscriptions simply as recurring billing. It’s
better to see them as a way to maintain an ongoing
relationship with your customers. Multiple events, not all of
them transactional, happen in the course of that
relationship.”
Michael Vax, Product Manager at hybris software

43. WDHB Strategic Learning 43
SUBSCRIPTION SERVICES BOOM
With more than 55 snacks varied
throughout the service, General Mill’s
“Nibblr” program lets consumers
order a box at a time or on regular
delivery. Subscribers can expect an
assortment of dried fruits, nut mixes,
crackers and more delivered to their
door every single month.
General Mills launches snack
delivery subscription box.

44. WDHB Strategic Learning 44
SUBSCRIPTION SERVICES BOOM
Dollar Shave Club, the razor
subscription-based delivery service,
has about 330,000 subscribers who
purchase one of three types of razors
on a monthly or bi-monthly basis. It
is expanding to offer other men’s
grooming product lines.
Dollar Shave Club sends
razors right to your door
for a few bucks a month.

45. ON-DEMAND DELIVERY
The On-Demand Delivery trend is part of a bigger theme
called Networked Purchase Path. At key points along the
shopping journey, a forward thinking retailer or brand can
effectively employ data, connected technologies and human
service to meet the shopper where they are and anticipate
where they will go next, creating seamless experiences and
better interactions across channels.
PSFK, Future of Retail Report, 2013

46. WDHB Strategic Learning 46
CATERING TO THE NOMADIC
Estonia’s SmartPost developed a
system of lockers so that online and
catalogue shoppers can have goods
delivered to the terminal closest to
their home or their workplace. The
company sends users a text message
with a code to open the lockers.
In Estonia, 50% of e-
commerce deliveries are
made using automated
parcel terminals.

47. WDHB Strategic Learning 47
FROM SEAMLESS DELIVERY…
Volvo tested a service called Roam
Delivery that would provide delivery
companies with the location of the
recipient’s Volvo and a one-time
digital key to open the car and leave
packages inside.
Volvo wants to allow
retailers to drop off
merchandise right inside a
parked car.

48. WDHB Strategic Learning 48
… TO UBER CONVENIENCE
In August 2012, American Airlines
began delivery of passengers’ luggage
direct to their home, business or
hotel in less than four hours from
selected airports. Travellers can book
the service online when purchasing
tickets.
American Airlines pioneers
the luggage home delivery
service for travellers in a
hurry

49. WDHB Strategic Learning 49
ADJUSTING TO CUSTOMER RYTHMS
Designed for the rise in online
shopping, Parcel receives ordered
packages during the day and drops
them off later the same day at a
location more convenient for the
customer.
Parcel promises residents of
Manhattan evening delivery
of important packages.

50. WDHB Strategic Learning 50
EVERYTHING ON DEMAND
Pager is mobile app that connects
patients and doctors, allowing those
who live in Manhattan to request a
house call. Users install the app, set
up a personal profile and store their
credit card information. When they
are not feeling well, they can use the
app to find a doctor by searching
specialties, credentials and fees.
Pager is a mobile app that
brings a doctor directly to
your doorsteps.

51. CUSTOMER EMPATHY
“For every two degrees the temperature goes up, check-ins
at ice cream shops go up by 2%.”
Andrew Hogue, Foursquare

52. WDHB Strategic Learning 52
CONVENIENCE OVER ABUNDANCE
Convenience store GS25 created a
virtual refrigerator for its buy-one-
get-one-free promotions. Eligible
customers can delay taking the
second item, put it in their virtual
refrigerator, and pick it up another
day.
The app has been downloaded more
than 330,000 times and GS25 reports
over 120,000 extra items have been
saved in its virtual refrigerators.
Korean convenience store
GS25 creates a virtual
refrigerator for its app.

53. WDHB Strategic Learning 53
LETTING USERS TAKE CONTROL
Scandinavian telecom operator, 3,
used service design to create an app
that provides a clear and engaging
way for customers to understand
their voice, messaging and data
usage. Users of My3 are able to take
control of their bill, right from their
smartphone, resulting in 50% of users
reporting a reduction in calls to
customer service.
Telecom operator 3 creates
a service to demystify the
phone bill.

54. WDHB Strategic Learning 54
CONTEX-AWARE SERVICES
In June 2012, Coca-Cola’s Limon
Nada lemonade beverage brand
installed 18 temperature-sensitive
vending machines in water and
theme parks across Spain. With the
day’s temperature shown on a large
display, can prices drop as the
temperature rises.
Coca Cola introduces
temperature-sensitive
vending machines in Spain.

55. ADAPTIVE SERVICE
“Cater to your customers’ lifestyles. It will create instant
rapport and a lasting sense of “I belong here.”
Marilyn Suttle, Customer Service Expert

56. WDHB Strategic Learning 56
PERSONALIZING DEALS
The « Just For U » loyalty program
takes a customer’s past six months of
shopping history (as captured by
their club card) and uses it to build a
specific shopper profile to offer
personalized deals on relevant
products.
Safeway’s Just for U
program produces special
personalized offers.

57. WDHB Strategic Learning 57
END-TO-END EXPERIENCES
Airbnb is expanding vertically to
become a powerhouse of the entire
travel experience. This includes a
concierge service for travellers, an
airport transportation platform and
full-service cleaning for hosts.
Airbnb creates a portfolio of
new services that make the
experience consistent from
stay to stay.

58. WDHB Strategic Learning 58
BUILDING NEW CAPABILITIES
For Service Innovation
CONSUMERINVOLVEMENT
PEER-TO-PEERECONOMY
SERVICEPARTNERSHIPS
GLOCALIZEDSTRATEGIES

59. INVOLVING THE
CONSUMER
“In recent years, open innovation has been changing the
way many companies think about developing products. But
open innovation can — and should — apply to services,
too.”
Prof. Henry Chesbrough

60. WDHB Strategic Learning 60
TRAINING USERS
Airbnb, has launched a Hospitality
Lab to teach hosts customer service
best practices. With Airbnb guests
speaking more than 32 different
languages and traveling to 192
countries, the company decided to
establish hospitality standards in an
effort to create some level of
consistency across guest experiences.
Airbnb builds a hospitability
lab for its users.

61. WDHB Strategic Learning 61
GETTING INVOLVED IN COMMUNITIES
With 75 million members, the
pharmacy chain’s reward program is
America’s largest. Rewards points can
be used on almost any product
available at Walgreens and members
can interact with each other online
by sharing stories, discussing goals,
etc.
Walgreenshas created a
community-based support
platform for its Balance
Rewards program members.

62. ENGAGING IN THE P2P
ECONOMY
“There are two possible scenarios in my mind. The first is
that capital successfully integrates the main innovations of
peer production on its own terms, and makes it the basis of
a new wave of growth, say of a green capitalist wave.”
Michel Bauwens

63. WDHB Strategic Learning 63
ENTERING THE P2P ECONOMY
The world's largest retailer by
revenue is considering a new delivery
option that would have in-store
customers deliver packages to online
buyers. The customers making
deliveries would receive a discount
on their shopping bills.
Walmart Is Considering A
Customer-To-Customer
Delivery Service.

64. LEVERAGING SERVICE
PARTNERSHIPS
“Rapid prototyping through partnership essentially means
that a large company can test an idea without building
additional capacity outside a core competency by aligning
interests.”
Curious Catalyst

65. WDHB Strategic Learning 65
SERVICE PARTNERSHIPS
On-demand delivery
service WunWun has partnered with
taxi app Gett to create experiences of
convenience. The combined service
offering allows New York riders to
have products or meals delivered to
their black car.
WunWun and Gett partner
to make their users’ lives
easier.

66. WDHB Strategic Learning 66
SERVICE PARTNERSHIPS
Walgreens is making it easier for
customers to have cold remedies
delivered to their homes. House
ridden customers can use the
TaskRabbit mobile app and platform
to order medicine directly from the
nearest Walgreens location and have
it delivered.
Walgreens launches a
partnership with TaskRabbit
for the home delivery of
remedies.

67. CRAFTING GLOCAL
STRATEGIES
“Glocalization means the simultaneity - the co-presence - of
both universalizing and particularizing tendencies.
Roland Robertson, Sociologist

68. WDHB Strategic Learning 68
E-COMMERCE IN EMERGING COUNTRIES
In 2013, Coca-Cola piloted an e-
commerce store in India for
customers to buy their products
online. Operating via Hindustan
Coca-Cola, a bottling entity owned by
the soft drink giant, the company has
been testing the service,
Coke2Home.com, in the Ahmedabad
region.
Coca Cola India pioneers
online selling.

69. WDHB Strategic Learning 69
BUILDING TRUST WITH CONSUMERS
Chinese e-tailer, DangDang, offers
flexible payment options, including
cash on delivery and has a door-to-
door return policy within seven days
of purchase. These policies ease
customers’ minds in country without
an established mail-order industry.
DangDang works to give its
customers a reason to trust
them.

70. TAKE-AWAYS

71. WDHB Strategic Learning 71
Deliver on-demand Anticipate future
needs
Customization
targeting
Gamification,
innovation
A NEW TEMPLATE FOR CUSTOMER VALUE?
Loyalty programs
Deliver as promised
RELIABILITY
Willingness to help
RESPONSIVENESS
Trust, knowledge of
employees
ASSURANCE
Caring
understanding
EMPATHY
Appearance of
facilities,
personnel
TANGIBLES
PROACTIVITYCONVENIENCE PERSONALIZE INTERACTIVITY REWARDS
From Service Basics….
….To Innovation Add-ons

72. WDHB Strategic Learning 72
RECOMMENDATIONS
Favour convenience over abundance of services
Leverage data to master personalized service
Map the customer journey through all steps of interaction
Consider sales service channels in a networked way
Launch small scale service experiments and prototypes

73. WDHB Strategic Learning 73
TOWARDS THE INTEGRATION OF SERVICE COMPONENTS
Multichannel purchase paths
TRANSACTION
User-centred payments
On-demand delivery
DELIVERY
Efficiency Traceability
Reverse logistics
POST-SALE SERVICES
Subscription management of
frequency
Service anticipation
CRM
Loyalty programs
Advice personalization
BRAND ENGAGEMENT
Empathy Empowerment
Along the consumer’s journey
Throughout the consumer/brand relationship
PRODUCT
PRICE
ACTIVATION
Empathy to
Interactivity
Tangibles to
Rewards
Assurance to
Personalized
Responsive
to Proactive
Reliable to
Convenient

74. WDHB Strategic Learning 74
We hope this research and analysis has provided you some
insight and inspiration.
For comments or questions, contact us at research@wdhb.com.
Follow WDHB on LinkedIn to stay updated on our latest findings
and Learning Expeditions.
LinkedIn
Stay in touch

75. WDHB IN NORTH AMERICA
WDHB, Inc.
1877, Broadway, Suite 600
Boulder, CO 80302, USA
O +1 303 999 0184
F +1 303 648 4239
WDHB IN EUROPE
WDHB Europe GmbH
Zwinglistrasse 43
8004 Zürich, Switzerland
O +41 43 534 74 93
F +41 43 556 82 94
WDHB IN ASIA-PACIFIC
WDHB Asia, Ltd.
21st Floor, Phoenix Building
No. 21-25 Luard Road
Wan Chai, Hong Kong
O +852 3568 6343
WDHB IN SOUTH AMERICA
WDHB Brasil c/o Draxos
Av. Das Américas, 7935
Barra da Tijuca
Rio de Janeiro, Brasil
O +55 21 2127 6447
WDHB IN SOUTH-EAST ASIA
WDHB Pte Ltd
10 Anson Road
#19-15, International Plaza
Singapore 079903
Singapore