Audi Mobility Strategy & System

Design Research | Service Design | Experience Strategy

 

Service Design

A generative research study was conducted to determine how retailers might manage teams, workflows, and assets.

Designing a Platform for Scaling

Our team helped reduced new customer time-to-value from 2 weeks to 2 days.

From $10m to $45m ARR 

The Dealerware portion of the business saw year-over-year growth from 80 locations, to 300, to 700 potential total locations.

 

Situation
- Consumers are interested in aquuiring vehicles that do not require ownership.

- Vehicles on dealership lots are not generating optimal revenue.

Tasks
- Find a way to offer new mobility services to increase revenue per vehicle.



Conduct a study on current dealership operations around fleet management.


Produce a model for utilizing
depreciated vehicles.

The first-year vehicle depreciation was a hinderance for the sale team, though an opportunity for rental and subscription services. As vehicles hit their maturity point, they could be moved in to other services, rather than auctioned off for a loss.



Centralize fleets and people to better manage multiple services.

During our research we sat down with fleet managers at all levels to talk about current operations of sales and service. We mapped out their current organization model, then we added a rental & subscription fleet to the model. We asked how they would organize their teams if they were to support these two new offerings.

The finding was that 5 out of 6 companies designed a fleet and team organization that was more centralized manager and fleet. This is is opposition to the sales team having their cars, and the service team having their car, which left a high volume of under-utilized vehicles.


Presenting & Workshoping with a Key Sub-Council



Service Design Bringing All 3 Services Together


 

Leadership
There was an everpresent complexity through these phases. I was able to coach the team with processes for discovery research and activities for participatory design. The resulting artifacts were key to aligning teams and stakeholders.


Use data intelligence to determine the most valuable service

Our systems had all the right data to help users determine when and where a vehicle should be to render the highest utilization. Below is a base model for developing this formula, and criteria that helps determine thresholds across these data points.


Leadership
Trade-offs for this feature revolved around the expandable rows and supporting data. New data sets from an external API called for longer timeframes for engineering scopes. We decided to launch to allow for continued data population in exchange for expandable row functionality with supporting data.

 

Situation
- The org was growing at a rate faster than that implementation team could keep up with, and business projections showed this compounding 3-4 fold through the year.

Tasks
- Find a way to onboard new customers faster than the current 2 week experience, which had over 12 touchpoint between emails, phone calls, on-site visits, data revisions, etc.

Actions
- Conducted a design research study on the implementation process with internal teams

- Designed an onboarding experience put the ownership in the customers’ hands

Results
- We found that customers did not a key document our system was expecting which caused a delayed time-to-value

- We built an FTU experience that took our time-to-value metric from 2 weeks to 2 days, some as quick as 1-2 hours.





 
 

The Fleet Management Platform

Dialing in the consumer app

Research planning and information architecture.


 

Prototyping

We focused on streamlining the booking flow while applying a new brand.

1.Display and compare what it costs to redeem points vs spending dollars.

2.Show additional vehicle details we had just release new vehicles.

3.Improve clarity on the insurance decision point.