Inmotion Ventures, a venture and innovation arm of Jaguar Land Rover (JLR) approached my university the Royal College of Art to collaborate on creating a new service. They had been facing a drop in car sales as young professionals were deciding to buy cars later and later in their lives. This was not a unique problem in the car industry but they wanted to use design thinking to come up with a service proposition that appealed to young professionals. Our challenge was to create a service that got 18-35-year-olds using JLR cars in some capacity to get exposure to the brand, so that when they did decide t to buy a car- they would pick JLR. I worked on this project with 3 other classmates and we started by trying to understand how this age group use transportation inside London.
After interviewing several young professionals there were a few standout themes.
- There is a real value placed on experiences instead of material aspirations.
- Experiences increase in significance over time in the form of memorable moments.
- Young professionals certainly appreciate premium experiences, but cannot necessarily afford them.
- Our users spend a large portion of their lives at work and care a lot about that cohesive experience as an input to well-being.
We deep dived into one of our interview subjects and created the persona Greg. We realised that as Greg matured he would have many different memorable and experiences and these could be opportunities where Jaguar Land Rover could intervene with a new service.
Additionally, from our interviews we realised there was an increasing blend of personal and work life for young professionals were spending more and more time at work. We strategised that companies should provide mobility experiences to expose people, like Greg, to the JLR brand(s) earlier in their lives. As a next step, we talked to employers to see if providing premium transport experiences to their employees would interest them.
Our insights were -
1) Employer turnover has become very costly so companies have been looking for new ways to retain employees so providing unique benefits was of interest to them.
2) They were also interested in converting the dead time that goes into travelling into productive time.
Below is a quote from one the HR manager at Ten X
After taking these considerations into account we designed a service called Moment. Moment delivered premium mobility experiences to young professionals through their companies and was powered by JLR vehicles. An "experience" could be a team outing to a rugby match, a ride back home after working late into the night, picking a client up from the airport or just giving employees the chance to rent a luxury car out for a weekend trip in the countryside. Experiences could be customised and curated according to a companies needs and employers could then access and organise these experiences on our web dashboard and also track how employees valued them over time.
Moment would be a platform made up of 4 elements.
1) The on boarding experience that will customise the suite of experiences we offer to the companies needs.
2) The web portal that will allow the booking and browsing of the experiences.
3) Integration with calendars and other company tools.
4) Access to JLR vehicles.
Example of the suite of experiences we would offer -
An example of how an employer would select an experience such as planning a team company event and create a booking that would book both the experience and transport for that event.
InMotion was very excited about our idea and gave us the green light to take it further. Our next step was then brainstorming what kind of experiences we could create using JLR vehicles and would companies/employees even want them?
We tested our idea both with employees and employers. We brainstormed over 50 experiences we could offer employees and using card sorting got them to rank what they found valuable and useful. For employers, we did a similar exercise using card sorting but got them to rank Moment value propositions that appealed the most to them.
After the exercise, we realised we had missed something quite obvious - every employee had such different interests and so did employers, so could our service adapt to everyone's needs in a realistic way?
On the employer side, we realised that larger companies just wouldn't value this kind of service. Instead, we had a niche with coworking spaces that were trying to offer more benefits to attract smaller and mid-sized companies. We realised that coworking spaces were our entry point to travel Moment. Below is an example of how a company like WeWork could offer our service.
On the employee side, we realised that we had to allow young professionals to customise the experiences instead of companies. We decided to offer a base set of experiences/car use that they could pick and personalise to their needs so that we could track how they used our cars and adjust the experiences we offered to them over time. This, in turn, would also provide very rich data to JLR as they could learn how young professionals used their cars. Instead of tracking if individuals used our transport activities we could track how they used them and learn their behaviour over time. Below are examples of the employee experience -
Below is a summary of how we change our service idea from the old model to the new to better suit both employer and employee needs.
- Managing a client
Sometimes we had a different vision from the tactical business needs that JLR wanted and we were able to do a good job convincing them to look a the bigger picture and benefits of our service.
- Designing strategy
As our brief was quite broad before we came up with the solution we were able to use design to determine which direction and approach would have the most benefit for JLR. Our strategy was to use employers to deliver the service which gave us a direction to brainstorm service solutions.
- How to adapt quickly when our assumptions were wrong
When we testing our initial idea - we realised that it wouldn't take off in practice and by continuously iterating and testing it with employees and employers we were able to create a service they would actually need.