TAG Heuer Service Design


TAG Heuer Connected team set out to improve their customer service experience, but in the process of evaluating the current landscape, it quickly became apparent that there were many causes to the problems the support team were facing and the best approach was to complete a customer experience mapping exercise.


TAG Heuer Connected Service Design was a proactive project, I looked in depth at the entire customer experience across an end-to-end journey and from this lead the transformation strategy for the business.

We quickly got the team onboard and set about our strategy to make service a key differentiator for TAG Heuer.

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The process began with mapping the end to end journey for the majority of customers.  As this was a complex journey, I took the decision not to include competitors, focusing on the most common path for a Connected owner.  I split this into three key phases:

  1. Research and purchase

  2. Set up, use and aftersales

  3. Support and returns

Although support can be sought throughout any point during the first two phases, it was also considered to be a process in itself, which is why I separated it.


With access to over 5,000 customer emails, I was able to gain real insight into the key issues customers were facing across the entire journey.  I trawled the web for feedback and comments on social channels, within the app store, independent reviews and independent forums. This enabled us to identify the key pain points for consumers across the ecosystem.

Using customer quotes proved the most effective way to communicate the problems we were facing.

“I am a little disappointed that the only way to contact you is via this ticketing system”

- Customer


In partnership with the lead strategist Yazminca Woodward, we looked into consumer expectations and behaviours across each key part of the journey.  Furthermore, we looked into competitors, disruptors and comparators to determine the benchmark for best in class service.  Many of the key insights we plotted against the map, however we prepared the key learning into a presentation in preparation for a customer experience mapping workshop.


In order to get detailed insights into the current barriers, concerns and vision of key stakeholders across TAG Heuer, I conducted detailed interviews with the following people:

  • Customer support teams across Europe

  • Global Head of Aftersales and Support

  • Workshop attendees (UK Marketing, Sales, Support)

  • Partners


We ran a full day workshop with key stakeholders across all areas of the business, including marketing, sales, aftersales, support, tech and the GM of Europe.   Combined with the detailed findings and the expertise from TAG Heuer, we were able to identify the key consumer pain points (opportunities for the business) and rapidly come up with solutions.  From the extensive list of solutions, we narrowed down to 6 core ideas we believed had the greatest impact on the customer experience and the business.


“What an amazing job both of you did on the lifecycle management piece.  It wasn’t just about today, its about the effort and the prep you put into everything – the stakeholder calls, going through customer feedback from freshdesk, research of the landscape, the swot, and even creating the journey in advance – that made it a success.  I know how much work goes into it.  And its rare that you get a set of 16 stakeholders across the entire organisation in a room for a day to help them truly try to change their business.  And get the type of feedback you got, from every person in that room”

- Brian Snyder, Client Partner, AKQA


Following the workshop, I was able to collate all the findings and build them into a detailed customer experience map.  Using real customer quotes, I was able to articulate the key consumer pain points, giving  TAG Heuer true insight into their consumers.  I also organised and prioritised all the ideas from the session, provided clear direction for the team to move forward. The map was printed out in A0 and remains on the walls at TAG Heuer HQ as a daily reminder of our objectives.



While having the map was beneficial, it was highly detailed and was not a digestible document to articulate our vision.  Furthermore, while it provided insight into the consumer journey, it did not deliver a strategy on how we would transform the TAG Heuer customer service.

Knowing the customer needs, business needs and business capabilities, I defined 3 key strategies, how we execute these and a roadmap to success.

“When we first discussed doing this project, I never imagined something as detailed and insightful as this”

- Hans-Peter, Head of Aftersales, TAG Heuer


The strategic sessions determined 6 prioritised ideas, each pitched to leadership with several underway.

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