We partnered with a major home and technology services organization to redefine the warranty and protection space for their business. We used extensive qualitative and quantitative customer research methods, deep assessment of the market landscape, and generative co-creation to define new warranty and protection offerings and the digital tools that support the customer across the ownership experience. We used a design-led strategic approach to identify desired customer outcomes and translate them into areas for growth, focused on a multi-tier strategy of simplification, optimization, and innovation.

Qualitative customer research ensured that any design or strategy we developed was rooted in a deep empathy for the customer. We used a combination of qualitative and quantitative methods, including video journals, surveys, and co-creation activities with customers and employees to gain insights into the technology ownership experience. 

We identified six ownership mindsets illustrating different customer behaviors and attitudes across their ownership experience. Further,  we identified 45 desired outcome statements and validated them with customers, measuring the relative importance (criticality of the outcome) and relative satisfaction (how well the outcome is satisfied in the current market).

This helped us identify the key opportunity areas that would inform our solution.

Extensive co-creation workshops, reflecting a cross-functional team of design, technology, and business parters,  yielded 10 refined offer concepts, each of which aligned to customer needs and mindsets and had an initial set of core features and attributes.
 
​We hosted potential customers and completed a series of co-creation activities designed to gauge customer sentiment and refine our core concepts. The activities helped us understand features customers would expect to be included and what they would expect to pay. 

Our service narrative told the story of the new offering from a human-centered perspective, emphasizing the digital capabilities necessary to support customers and employees across key moments in the journey. It was important to frame the new service in the context of different life events over the course of the customer relationship as well as opportunities for the brand to show up at moments of customer need. This narrative was the backbone of our strategic vision, showcasing the human side of the new service and the emerging capabilities required to deliver effectively. 

The service blueprint mapped the delivery of the new service across three dimensions: people, process, and technology. This blueprint documented the required capabilities across each dimension required to deliver from pilot to launch, showing interdependencies and sequencing considerations. Extensive business case modeling illustrated the primary drivers for the business, revenue projections, and costs to serve.