Overcoming Virtual Store Challenges for Better Benefits and CX

Ankush Mohla

Digital transformation and innovation leader

Product and Platform

HIGHLIGHTS

Sustained, consistent value generation from virtual stores, as a sales channel for B2C and B2B worlds helps customers and prospects in their buying journeys by enabling a better understanding of products through personalized interactions.
To generate value from virtual stores B2B and B2C businesses are creating digital channels to engage with customers by giving them superior UX, simplifying processes and transactions.
However, many organizations haven't realized the true potential of virtual stores. Their virtual stores are losing customer interest soon after they launch.

We are witnessing a huge transformation in the B2B and B2C worlds with an acceleration of hybrid sales strategies such as virtual stores that ease selling and buying experiences. A virtual store, in simple terms, is a 3D experience powered by augmented reality (AR) and virtual reality (VR) technologies that allows customers to interact with product in virtual spaces or personalized surroundings.

Most organizations, struggle to see a return on investment. Although virtual stores begin with much fanfare, the charm soon wanes and virtual stores are as seen decorative ornaments in the channel strategy’s living room.

To address these challenges and generate sustained value, an organization’s channel strategy must take into consideration the points outlined below which, can lead to a better customer experience and more sales.

Figure 1: Six virtual store considerations for an organization’s channel strategy.

A table outlining six virtual store considerations for an organization’s channel strategy to drive better customer experiences. These considerations are faster eCommerce integration for a closed loop experience, dynamic content updates sharing real-time updated product information, a rich set of features with HD quality using 3D models, measurement and analysis of what customers are looking for, and the speed of easy user interactions. 

Faster e-commerce integration: Generally, rolling out virtual stores is predominantly done to create a new channel on the web portal where customers can explore a product. Thereafter, organizations take lot of time to add newer features like e-commerce integration. This should be done within three to six months after launching the virtual store, when e-commerce integration should allow customers to complete transactions and have a closed-loop experience.
Dynamic updates with the latest content: Companies need to invest in the right technologies and tools to create mechanisms for managing content on a real-time basis, - whether product information, the latest 3D models, etc.
Rich features: Virtual stores should be capable of supporting rich features that should include:

Trying out the product in customer’s personalized space, like seeing home décor items in their living rooms or how clothes would look on them.

Figure 2: Trying on the product

Custom configuration for size, color, measurement, texture, etc., for exploring more options.
Interactive manuals for helping consumers learn how to use or service a product for instance,- how to clean an appliance.
Other integrations such as interacting of chat, audio, and video experiences that further ease the buying experience with contextual information.

4. Quality:The Image quality of 3D models is an essential aspect of convincing a user to explore products in virtual or augmented personalized spaces. There must be a focus on high-definition 3D imaging software that generates images with 360-degree rotations, zooming options, brightness control, and motion tracking—all accessible through web browsers, and working seamlessly on mobile devices.

5. Measurement and analytics: The click stream of user interactions with a virtual store creates a lot of data. A mechanism must continuously report on insights that enable the marketing teams and engineering team(s) to design campaigns and experiences based on customer behaviors. Such continuous improvements will help in allowing wider adoption of the virtual store.

6. Speed: Slow product interaction that lags and buffers will have a negative impact on the experience and reduce the probability of completing a sale. Speed of user interaction should be at the center of design to enable seamless experiences on all devices.

In conclusion, virtual stores fit into both the B2C and B2B worlds, helping customers and prospects in their buying journeys by enabling a better understanding of the product through interaction and personalization. Thus, it is crucial for businesses to consider the aforementioned factors as a part of their virtual store strategy to maximize benefits and provide an incredible user experience.

About the author

Ankush Mohla

Ankush is the Head of Digital Transformation and Innovation for a diversified business unit at TCS catering to manufacturing and BFSI clients. Ankush’s aim is to help clients with their growth and transformation journeys leveraging the TCS Business 4.0 approach – putting digital technologies and practices around user experience, cloud, automation and IoT at the core of every organization, and enabling them to develop the agility they need to embrace risks and innovate rapidly. Ankush comes with over 20 years of variety of industry exposure.

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TCS works hand in hand with world-leading investors.

Virtual store: Beyond a short-lived gimmick

Product and Platform

HIGHLIGHTS

About the author

Ankush Mohla

TCS is here to make a difference through technology.

We’re in it for good, driving positive change for the benefit of all.

Extraordinary expertise leads to remarkable results.

Want to be a global change-maker? Join our team.

Find the latest news about TCS in our Newsroom

Recent Press releases

Recent News

Recent recognitions

Upcoming events

TCS works hand in hand with world-leading investors.

Product and Platform

HIGHLIGHTS

About the author

Ankush Mohla

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