Automotive &amp; Mobility

Communications

Consumer Products

Financial Services

Healthcare

Media

Retail

Social Impact

Technology

Brand Strategy

Brand Strategy, Design &amp; Performance

Client Collaborative

Connected World

Content &amp; Asset Management

Corporate Venture Building

CX Strategy

CX Strategy, Design &amp; Performance

Design &amp; Performance

DesignOps

Engage at the Edge

Growth Strategy

Industrial Design

Innovation Strategy

Membership &amp; Loyalty

Organization Design

Product Design &amp; Build

Product Design &amp; Delivery

Service Design

Startup Growth

Sustainability

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Bolstering Volvo Group’s data capabilities to provide customers with intelligent new offerings

Harnessing Data for Leaner and Greener Future of Mobility

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Volvo and frog put customers first

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Looking ahead, Volvo Group knew it had to find new ways to support its customers as they navigate the changing automotive and transportation landscape. Volvo Group set its sights on routing customer data into useful mobility solutions for their customers and serving them through a differentiated customer experience. Realizing the need for an intelligent products and services ecosystem, Volvo Group teamed up with frog, Capgemini and Microsoft to establish a world-leading data and analytics service.

Connecting Data and Customer

Challenge

The multinational team set out to uplift Volvo Group’s data and analytics capabilities to obtain actionable insights to help Volvo customers unlock added value out of their mobility solutions. Enabled by its new data platform and capabilities, Volvo Group was able to create a new business model that would shift their customer relationships from ad-hoc problem-solving support to long-term business optimization partnerships. With the advisory model, Volvo customers gain access to an evolving ecosystem intended to provide them with enhanced support and recommendations aimed at improving their operations and user experience.

From Manufacturer to Advisor

Solution

Transforming from ad-hoc problem-solving support to long-term partnership and connected solutions provides Volvo Group's customer with value and peace of mind in their business optimization journeys. The beneficial customer outcomes include: • Savings through efficiency improvements in daily operations, e.g., fleet management, logistics and e-truck charging optimization • Reduction of CO2 emissions • Improvements in driver satisfaction At the same time, it advances Volvo’s servitization goals, helping them stay ahead of the curve by bringing a complete service offering to the market.

Value. Ease. Peace of mind.

Outcomes

Project highlights

Creating a data-driven customer experience 

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As a result of the initial pilots, Volvo has seen a + 40 pts increase in data reports take rate—from 35% to 75%.

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A Better Customer Experience

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Build intelligent offerings, ecosystems and transformational solutions with frog.

Discover the New Connected World Offering

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Transforming Pet Care with AI

Decarbonizing Trucking with Hydrogen

How AI-powered connected products are enabling Purina to grow their business for good  

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Delivering a first for Purina

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Purina acquired IP related to cat health monitoring that they wanted to incorporate into their first connected ecosystem offering. To be successful, the offering needed to be worthy of the Purina brand, meeting security, performance and pricing expectations of their customers, while also being a viable business. Purina needed a partner to guide them through the complex business and technical challenges associated with the journey to commercialization.

Orchestrating a business and technology transformation 

We applied our convergent design approach bringing a multidisciplinary team together to iteratively refine a solution that is viable as a business, desirable to consumers, technically feasible and sustainable. This resulted in delivering a cohesive connected system that allows hardware, software and AI to work together with a minimum carbon footprint; a new business, pricing and operating model that delivers value to Purina; and a delightful user experience that pet parents love.

Iterative convergent design

As a trusted business and technology transformation partner, we empowered Purina to focus on what they know best—pets and the people who care for them—while enabling Purina to successfully launch their first connected offering in less than two years. This has given Purina a powerful new direct connection to their consumers, opening up new sales channels and revenue models. More importantly, it has given pet parents peace of mind. Pet parents are celebrating the system with <a href="https://www.petivity.com/products/smart-litterbox-monitor" target="_blank">positive reviews</a> and crediting Petivity for saving their cats' lives.

Ready for launch

Innovation at scale

The Petivity Smart Litter Box Monitor is elegant in its apparent simplicity. But a lot of complex challenges were overcome to arrive at the ability to distinguish between multiple cats while protecting user privacy, keeping the user experience streamlined and hitting an aggressive price point. For example, it was crucial that the device didn’t require the use of intrusive cameras, Radio Frequency Identification (RFID) chips or special collars. 

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Activating the power of AI

Providing insights while protecting privacy

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Crafting the perfect user experience

For ALL users—pets and humans

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We are proud to have helped Purina bring their first connect system to life and realize a decades-long ambition to deliver AI-powered connected product experiences to their customers.  

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Unlocking Petivity’s value 

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outline

Breathing Life into Lumen

Co-creating a Sustainability Strategy

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The Norwegian Sea Rescue Society (RS), is a nationwide humanitarian association whose purpose is to save lives, salvage assets and protect the coastal environment of Norwegian waters. With a 128-year history, they are experts as sea rescue, and have made a significant contribution to local communities all along the coast of Norway.
Now they have chosen sustainability as one of six major goals to work towards by 2030. We helped them discover how being sustainable by 2030 might look.

Opportunity 
RS has decided to focus on sustainability as one of six key topics towards 2030. Their management is committed to take action but needed to map their current situation as well as to define what a sustainable RS would look like. Concrete goals for the first two years were also needed to get started.
Outcome 
Together with RS we created an ambitious sustainability strategy towards 2030, to significantly reduce their carbon footprint, contribute to a more inclusive sea community and support the sea community in making sustainable choices. We did an extensive ecosystem impact mapping and co-created ideas and actions together with representatives from all parts of the RS organization.

Mapping of the ecosystem
To be able to set relevant ambitions for the future, you need a clear picture of the current state.
The Norwegian Sea Rescue Society&#8217;s purpose is to save lives, salvage assets and protect the coastal environment of Norwegian waters, which in it self is sustainable. Despite this, they felt a strong obligation to take a closer look at how they deliver their services, and see if there are ways to improve the sustainability of the operation itself.
We used our Planet Centric Design Framework to investigate the unintended consequences of their operation’s design. As part of the exercise we use the three lenses: people, society and planet, to observe their ecosystem. The framework explains impact from an inside-out and outside-in perspective: &#8220;How is the organization affecting people, society and planet?&#8221; and &#8220;What are the external drivers affecting the organization?&#8221; The main focus was getting a proper baseline for an inside-out impact perspective.
In a series of in-depth interviews with people from all levels of the organization, we explored the different perspectives of what sustainability means, what a sustainable RS looks like, what the current barriers are and also the great ideas and possibilities shared by the employees and volunteers. As part of the interviewing process we visited the RS academy, a regional office and a rescue station, giving us a better contextual understanding of the operation. The result was a visual map of the ecosystem, with key points on positive and negative impact on people, society and planet.
The four focus areas we discovered RS are: day-to-day sustainability, a sustainable core purpose, diesel reduction and robustness.

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Ambitions with the right creative tension
Ambitions are comparable to a rubber band: too slack and there’s no energy, too tight and it breaks. As a geographically widespread organization containing various sub-cultures, the challenge for RS was to define an ambition that everyone could relate to. We organized the ambitions in two layers around their core operations, both linked to the organization’s existing strategic goals, as well as selected UN sustainable development goals (SDG).
We made sure the selected SDGs connected well to the core operations of RS: Sea Rescue, but at the same time also represented all three components of Planet Centric Design: environmental, social and economical sustainability.

"Ocean plastics and diesel consumption is a too narrow focus. The sustainability work must be raised to include the entire organization and its people."

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Co-creation in times of COVID-19
Co-creation is an important principle in our methodology. We strongly believe that the people working in an organization are the field experts, and we are there to support them reach their creative potential by setting up arenas to discuss, share and co-create with others across their organization. From the very first meeting, involving employees and volunteers was top priority. In the eco-system mapping, we made sure to interview a wide range of people from top management to young volunteers. This gave us a real, unpolished understanding of the organization.
Our plan was to gather the same diverse group in plenary face-to-face workshops, discussing and ideating across departments and hierarchy. Because of the Covid-19 social distancing we had to reimagine the workshops to be performed remotely. This created quite a few challenges, but also opened up possibilities for an even wider geographical representation.
We ran two days of remote workshops with around 12 participants building ideas and actions to answer the ambitions set earlier. People were enthusiastic and being sports, learning new digital tools on the go while sharing ideas and reflections. The results were ambitious, creative ways for RS to become sustainable in the short and long term.

"We are really impressed with the amount of work put in to this project, and how you handled it under unforseen circumstances."

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The final delivery
We created an extensive strategy document containing the current state analysis and concrete ambitions and actions, connected to the chosen SDGs. In addition, we made two posters for use in the different regions, to further engage the employees on the topic. One describes the chosen SDGs, and the ambitions connected to them, the other shows the current state impact in the ecosystem. Having the current internal and external situation mapped allows RS to be proactive about measures they want to take, and they are set up for a real start rolling out plans for the entire organization.

"This amazing work gives us a proper starting point to be able to reach our 2030 goals."

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Designing a Transformational New Omnichannel Experience

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The Challenge
With Toys &#8216;R&#8217; Us on the brink of bankruptcy, the team needed a strategy and prototype for a future-state store.
The toy store was lacking relevancy. It was a major challenge for parents to visit stores with children, with aisle after aisle of “No, sorry” for one rare “Yes, you can have that.” Once their strength, the toy store’s vast selection added to the stress of finding the one perfect item. Those who knew exactly what they wanted could find it more easily online, and super stores provided good enough convenience at prices that commoditized the category even further.
Meanwhile, children were delving deeper into content outside of the toy store, watching unboxing videos, toy previews and cartoons, and connecting to licenses through apps, games and movie clubs.
We needed to bring the magic back to the toy store—to capture the excitement around content and make it more relevant than the competition.

The Key Insight
If Toys &#8216;R&#8217; Us was going to compete against a new breed of online and offline competition, their physical stores needed to occupy a unique space within the modern commercial ecosystem. It needed to shift away from selling SKUs and start creating connection with brands, toymakers and the communities that love them.
We developed a strategic vision for the business that focused on connection through play, and on establishing Toys &#8216;R&#8217; Us as a second stage for the stories behind the toys. We brought our strategic vision to life with:
<ul>
<li>A highly interactive, new in-store experience that encouraged children to engage with their favorite stories.</li>
<li>A toy lab for our brand partners to pilot products, de-risk their investments and have children actually engage with the test lab.</li>
<li>A Wishing Wand that tracked the children’s journey around the store, incentivized them to share their interest in products, and find their next favorite toy. This sophisticated web of customer data allowed the retailer to map preferences, make recommendations and more accurately predict sales.</li>
</ul>
These components were closely integrated to create a revolutionary customer experience centered on inspiration, interaction and emotional connection.

The Outcome
Within 10 months of beginning this project, we had our first wave of initiatives in pilot in time for the 2015 holiday season. This included a live multi-store trial in partnership with media and content producers, an updated store design look and feel and a technology-enabled format. The data collected has been used to re-imagine store layouts, improve sell-through beyond the store, de-risk toy investment, build better experiences around toy licenses and scale the program to dozens of more stores for the 2016 holiday season.
Finally, and potentially most importantly, it has started to transform parents’ knee-jerk response of “No, sorry” to “Yes! Let’s go to Toys &#8216;R&#8217; Us.”

A revolutionary customer experience centered on inspiration, interaction and emotional connection.

Forging a Strategic Partnership

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We’re partnering with the biggest brand in UK energy to help with their transformation into a customer-obsessed service organisation.
We’re working with them to help them reach the next step in design maturity, creating awesome experiences for their millions of customers.

Opportunity 
To deploy design leadership and cross-functional, design-led, product teams to help British Gas organise and to deliver a world-class, digital experience as a departure to customer reliance on contact centres.
Outcome 
Enhanced design governance, a measurably improved digital experience for millions of customers, plus savings for the business of up to £10 million directly attributed to our work.

A Service Design approach
With each product team, we approached the initial strategic phase of the work with a service design mindset—using tools and techniques like user interviews, ethnographic research, design sprints, future state mapping and service blueprints.
This allowed us to zoom out from the product journey or capability the team was assigned to and see the bigger customer experience picture. It also provided us with the data we needed to really focus on and champion customer needs and pain points within the business.
Finally, working in this very visual way allowed us to easily expose and collaborate on the work with different business units making sure we were going forward with feasible solutions.

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“From the response to the brief to current day, [the team] has contributed a wealth of experience and design thinking, all wrapped in a sharp focus on the customer.

They have brought true integrity to the partnership, while fully integrating with my wider teams. [the team] has helped us further our learning culture and have stood with us to ensure that the importance of customer experience has penetrated all aspects of our delivery.”

Product Design at scale
British Gas has done an awesome job in adopting an evidence-based approach to design, powered by their onsite testing lab. The result of this is simple: the product is driven by the customers and their needs. They have around 20 product teams working across digital self-service and sales, organised around the key jobs the customer needs to get done.
We’ve been working with British Gas for one year and have embedded design leadership, two full cross-functional product teams as well as designers to help lead four other teams. By bringing together experts in product strategy, design and engineering in an agile environment, we are able to run both continuous discovery and delivery methodologies. The result meaning we are always learning and always pushing that value directly back to customers every sprint.
We’ve also evolved the design process by working closely with Design Operations to run new governance and collaboration models to further ensure knowledge is being shared and designers are working effectively across product teams.

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Agile Delivery
Our empowered and self-organising Agile product teams have a broad range of technical skills allowing them to deliver with a high level of autonomy. Using the Ember.js framework our technology teams rapidly delivered new features in close collaboration with our designers, resulting in high quality implementations of the visual and interaction designs.
Our technical leads introduced coding standards for our teams to speed up our adoption of British Gas ways of working and this also allowed them to contribute to the wider developer community in turn sharing learnings and experience.
As well as front-end functionality our teams also supported Spring Boot API development for our product teams and others. Ongoing monitoring of the APIs using British Gas’s Apps Dynamics dashboards allowed us continue to drive improvements in production.
All of this is supported by a Continuous Integration and Continuous Deployment (CICD) pipeline including automated testing that enabled releases on demand when features are ready. Multi-variant testing and canary releases are used throughout to test features with real users in production wherever possible.
A new Design System
In such a large digital organisation with so many product teams working on different parts of the experience, a design system was needed and we were chosen to lead this team. We are in the early stages of adoption of the new system but the value is being proven both externally through the testing of new components and internally through new and healthy collaboration and dialogue between different parts of the business.
The potential for this new design system is huge in terms of uniting the business around design, development and a customer-centric culture as well as driving business value through efficiency in design and engineering and an improved and consistent customer experience.
Finally, when the system matures with a comprehensive range of components and standards, the designers will have more time to devote to discovering and solving customers’ problems instead of working on interface elements. This will promote more innovation and step changes in the customer experience.

“From the very beginning this was an amazing collaboration across lots of departments and skillsets, with executive buy in from our Centrica Group Chief Marketing Officer, Marg Jobling. Personally, I believe that this was truly a turning point in how design is recognised in our company. It shows how we are evolving with the right ambition to drive us forward in digital.”

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Thought leadership
Through our strong partnership with British Gas, we are starting to help them evolve their digital organisation to one that is built solely around the customer and can deliver a level of service experience that will set them apart from their competitors.
British Gas has created a great customer-focused design community and we want to help further embed design as a strategy within their organisation.
To help socialise some of our thinking we’ve also scheduled a series of talks for the staff at British Gas in order to help inspire and educate. The talks were designed to be both inspirational and practical, ending on actionable tools and lessons for people to try out in their day to day work.
Example talks include ‘Understanding Design Systems,’ ‘The Importance of Design Research’ and ‘Organisational change with Design Thinking &amp; Systems.’

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Some program highlights
Our Identity &amp; Authentication team, through our qualitative research, noticed that customers were often confused about their account status as they didn’t visit the site very often. This meant people with accounts were trying to register and people without, trying to log in. We responded to this by getting rid of login and registration and making things super simple; if you’re a customer you can ‘access your account’ meaning you simply pop your email address in and we work out what kind of customer you are behind the scenes.
As a result of this insight-led work, 1.4m customers a year now get directed to the correct journey for them, and into their account, without them even knowing if they had registered for an online account.
On top of this, the team also added SMS verification allowing an additional 5k+ people per week to independently access their accounts for the first time. This represents an annual potential saving of £1.17m.
Our Billing &amp; Payments team were tasked with creating an entirely new feature, allowing customers to pay for services like boiler installs, that were handled offline, online. Through customer research and business process analysis, we were able to design a thoroughly tested, minimum viable product. This MVP is now live and will allow a proportion of the 150K people who call the contact centre each year to settle an excess invoice to pay online. Based on the current adoption rate of our pay online service, that could amount to an annual cost saving of £750K.
Through this product team’s research, we also discovered a process improvement opportunity in the contact centre agents’ pre-authorisation payment workflow. A process change to make the pre-authorisation of payments mandatory has led to possible savings of up to £6m a year as a result of reductions in disputed excess.
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Customer &amp; business impact
Many of these customers could have previously hit obstacles which would have prompted them to call the contact centre. Each one of these calls represents a cost to British Gas so our work has helped the business save a significant amount of money.
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Inclusive by design
We’ve been working with the teams at British Gas to embed inclusive tools and frameworks into their design process and raise awareness of inclusive design within the organisation.
By using our tools such as Cards For Humanity and The Universal Score, teams have been able to consider a broader range of user needs and evaluate key journeys, identifying opportunities to make each step of the design process more inclusive.
As an example, we looked at an existing registration flow and analysed it using The Universal Score—scoring the concept against a series of questions around inclusivity and belonging. This exercise highlighted a need to better support mental wellbeing which received a score of 2/5 whilst building confidence in our approach to supporting physical needs, which scored 5/5.
Through this process, the registration team identified key screens that could be improved and came up with ideas around how to make that step more inclusive for the user. This exercise also helped the team to focus and prioritise for the next iteration of prototyping, which they then tested with a wider range of users, including people with dyslexia, ADHD and users with visual impairments.

“Using The Universal Score helped us make improvements to the registration journey and inspired us with ideas for how to design more inclusively—I would say that’s a very positive outcome!”

As a result of the changes made to the journey, customers found it easier to move through each step without any issues and by pre-empting some of the issues that would arise, the conversation was able to forward to uncover more useful insights.
We also reduced the number of rounds of user testing by pre-empting some of the issues that would arise and therefore moved the conversation forward to uncover more useful insights.

“Personally, I’d call out the individual skills from the executives to the frontline people delivering the products. It’s great to be amongst people who really get digital and share a curiosity about our customers’ needs. Regardless of skill domain, there is a strong family trait that gives all those individuals a familiar feel. Together we have worked hard, delivered great products and had fun along the way.”

Our discovery work resulted in a call-centre process change to make pre-authorisation of payments mandatory, possibly saving up to £6m a year as a result of reductions in disputed excess.

£6M

By adding mobile look-up and SMS verification, an additional 5K+ people per week have been able to independently access their accounts for the first time. This could represent an annual saving of around £1.17m.

£1.17M

Customers were confused about their account status so we deployed a single entry point that works out who they are behind the scenes. 1.4m customers a year now get directed to the correct journey.

1.4M

Currently, 150k customers call the contact centre per year to pay an invoice. Based on the current adoption rate of our pay online service, that could amount to an annual cost saving of £750k.

£750K

Bringing Helsinki Closer for Chinese Visitors with a WeChat Mini Program

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Shopping, transportation, messaging, health care, payments, bicycles—you name it.
If you want to do anything in China, you can probably do it on the <a href="https://web.wechat.com/" target="_blank" rel="noopener">WeChat</a> platform. With over 1 billion active monthly users, it’s one of the biggest online services in the world. Tencent, the company behind WeChat, is the <a href="https://money.cnn.com/2018/05/28/news/companies/biggest-brands-ranking-2018-alibaba-tencent/index.html" target="_blank" rel="noopener">5th most valuable</a> company globally. WeChat Mini Programs are “sub-applications” within the WeChat ecosystem. They provide users with quick access to services such as e-commerce, task management, coupons etc.
Helsinki has become increasingly popular among Chinese tourists in recent years. The number of registered overnight stays by Chinese travelers in Helsinki has more than doubled in the past five years. When they visit Helsinki, they are expecting the same mobile conveniences as at home.
In late 2017, the City of Helsinki and Tencent approached the team to create a custom My Helsinki Mini Program to make life easier for Chinese visitors in Helsinki.
We then embarked on a fascinating design journey.

Opportunity 
Tencent’s WeChat application is extremely popular amongst Chinese, and when they visit Helsinki, they are used to the same conveniences that the app provides. Tencent and Helsinki Marketing approached the team to design the My Helsinki Mini Program for WeChat.
Outcome 
We designed the My Helsinki WeChat Mini Program by taking into account Chinese visitors’ needs and desires. The Mini Program combines discovering activities and sights, getting there and paying for transportation.

Gaining empathy for Chinese visitors in Helsinki
We began with research to understand what is essential for Chinese visitors in Helsinki. First, we interviewed Chinese tourists to uncover their biggest pain points and needs when visiting Helsinki.
To get deeper insights on their experience in Helsinki, we also created a “Cultural Probe” for Chinese tourists to document their time in the city. The Probe included a map of the city and a polaroid camera. We asked the participants to show on the map positive and negative experiences in the city using stickers. They also took photos of their visit with the camera.
A few days later we asked the participants to walk through their journey in Helsinki. The Cultural Probe allowed us to have more meaningful conversations about their visit to Helsinki.
Addressing the main concerns
The research uncovered three major challenges for Chinese travelers visiting Helsinki:
<ul>
<li>Using public transportation in Helsinki is challenging</li>
<li>It’s hard to get accurate and relevant information about local sights and activities</li>
<li>Paying is difficult for Chinese as they are used to mobile payments</li>
</ul>
<img decoding="async" src="https://wp.frogdesign.com/wp-content/uploads/2021/08/21_Case-Study-Tencent-02.gif" width="100%" />

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Helsinki in your pocket
Based on our insights, we decided to focus the My Helsinki WeChat Mini Program on three key needs: discovering what to do, how to get there and how to pay for the trip.

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1. Discovering new experiences 
The content of the app is focused on purely local recommendations—the local community is at the core of the urban life in Helsinki. In keeping with the website’s service promise, “Your local guide to Helsinki,” the MyHelsinki Mini Program’s content has been compiled by locals. Apart from coupons to local shops, no paid brand endorsements, partnerships or sponsored content are allowed. The locals are the best marketers for their own city.
2. Traveling easily 
Within the app, Chinese visitors are able to use Finnish born mobility-as-a-service app <a href="https://whimapp.com/" target="_blank" rel="noopener">Whim</a> for getting around Helsinki. They can purchase all travel tickets and within the same Mini Program. The Whim integration has been developed especially to fit the needs of Chinese tourists exploring Helsinki.
3. Paying like at home 
Chinese are used to paying for the majority of their services with their WeChat Pay function. Now through the Mini Program they can pay for all transportation within the Mini Program. In the future, they will be able to pay for an increasing amount of services directly within WeChat. This makes it comfortable, secure and easy to enjoy all the local activities in Helsinki!

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