The client's internal decision to expand online grocery shopping resulted in a poor customer experience in a major global market. Shortcomings included poor relevancy in results​, customers being unable to refine their in-depth search to their preference​, and low customer satisfaction and service performance.

The service was disjointed across the client’s global markets and next roll out phases were planned for other global markets, so the need to create a global cohesive service template was urgent. They needed a best-in-class online search service to help customer experience. 

The client, a global retailer, was on a journey to build a competitive advantage through stronger brand visibility. Therefore, there was a need to expand their online commerce channels in pursuit of both a seamless omnichannel approach and better customer experiences overall.

As this was an enhancement of commerce channels, It was essential that they understood the process and feasibility of catalogue syndication.​

The Liminal aimed to be a unique space, offering highly functional immersive experiences to brands, businesses and communities. To achieve this they needed a "multi-dimensional being space" that allowed complete flexibility in its physical and digital configuration.

Veriteer were asked to take on this brief, design every aspect of the space and project manage its implementation.

The client was experiencing a successful period of growth and wanted the customer to remain at the heart of their business activities and decision-making processes. To continue their growth trajectory, they were shifting from a predominantly service-based business model to a more tech-enabled offering, delivered through the launch of a new digital platform. To enable this transformation, they understood that new approaches and controls would be required to ensure the customer remained central throughout this scaling period.

Whilst this is a common problem in many growing companies, it can be difficult to build a channel for regular, open, and objective customer feedback and opinion that is structured, scalable and action-oriented – therefore, they sought help in developing this transition.​

The Digital Product team for Fleet Management at a prominent global car rental company sought assistance to enhance their strategic approach. The team encountered significant obstacles in effectively communicating the strategic significance of their work, both vertically (to leadership) and horizontally (across various workstreams).

Within the broader organisation, there is a tendency toward tactical prioritisation, leading to inconsistent progress amongst project teams, in achieving their respective goals. Teams with long-term objectives often face resource constraints and encounter delays due to frequent short-term reprioritisations.

The COVID-19 pandemic has had a profound impact on the grocery retail industry, necessitating significant adaptations to meet evolving consumer behaviors and needs. One notable trend that has emerged is the surge in online channels, with Click & Collect services becoming increasingly popular.

This presented a challenge for our client, a prominent multinational retailer known for its low-cost operating model, which traditionally did not align with conventional eCommerce strategies. As the market rapidly evolved, our client sought to compete globally while maintaining efficiency and effectiveness, thus posing a unique challenge.​

The retailer established a new customer experience department in 2015. Since then, the team has been push to expand its scope to meet evolving business needs. This meant there was often a mismatch of expectations between what stakeholders thought that the department can deliver, and what its current capabilities and scale allowed. ​​

In order to address this issue, the team's operating model needed to be reviewed and updated to enable the global CX functions to meet business demand more fully and to bring structures in line with the industry standards.​

The client, a global FMCG brand, needed help in defining the most effective ways to merchandise their 'exclusive' lines of products across all digital estates and channels. The goal was to understand what 'Good' looks like in the market, and through testing find the most effective product merchandising, also document merchandising standards and guidelines to continue to exceed customer expectations.