Channeling Elon Musk to Revolutionize Toll Collection
Fremtind Service, Norway’s largest AutoPASS issuer, oversees toll collection for over 1.8 million vehicles, generating more than eight billion Norwegian kroner annually. With a customer base of over 1.3 million drivers, the company sought to innovate and streamline the customer journeys for individual drivers, small businesses, and large fleet operators. The existing system faced challenges in meeting the diverse needs of these groups, requiring a comprehensive redesign.
Tags
Service Design, Experimental Design, Innovation Workshops, UI Design, Rapid Prototyping, Mobile Application, Storyboarding
Client
Fremtind Service
Project goal
The main goal was to innovate the existing customer journeys for several actors in previously unimagined ways. The project is strictly confidential.
Time Period
Q4 2023
My Role
UX/UI design, experimental design, rapid conceptualisation, customer journey mapping, user testing
As a key member of the design team, I was tasked with mapping out and conceptualizing new customer journeys that would simplify toll collection and enhance the overall user experience for both private and business customers. This involved creating innovative concepts, gathering insights from the client’s diverse customer base, and developing personas and storyboards to pitch the new service ideas to stakeholders.
To address these challenges, I led the effort in analyzing the initial product drafts and identifying key pain points for our target users. Recognizing the complexity of serving both B2B and B2C segments, I facilitated workshops with domain experts, conducted user interviews, and listened in on customer service calls to gather in-depth insights. These activities informed the creation of detailed personas and storyboards, which segmented customers into two distinct groups: private consumers and small businesses, and larger fleets. I then played a pivotal role in developing lo-fi and hi-fi sketches and UI prototypes, which were used to pitch the concepts as part of a strategic deck to stakeholders.
Our main data collection methods were customer service listen-alongs and workshops with the stakeholders. We identified the main problem areas with the current service in order to find potential changes or service additions that could benefit the different customer segments.
We iteratively adjusted our workshop structures and interviews to be able to challenge our participants to think differently from what already exists and other competitiors have done. To finalize which concepts we were going to move forward with, we presented modern-day technological trends that we could use as inspiration to generate new and innovative ideas to grow the service. These exercises were followed up with idea generation and the "yes, and.." exercise to fully flesh out concepts and enable everyone to have a voice in the solution.
Once we established eight concepts, we moved forward with storyboarding so that our client would be able to convey the concepts with ease to their stakeholders. We drafted first on paper individually, then combined our ideas on a whiteboard. Lastly, we digitalised the stories once everyone on the team agreed about the way the solutions were planned out to work.
We often discussed the storyboards using the data collected in our research phase. Troubleshooting, reworking and finetuning the concepts in the story became the main segment of the project. In the end, we conceptualised eight new and innovative concepts for the client.
We storyboarded digitally using drawing tablets before moving on to the final concept prototype with higher quality graphical assets. The final result was a deck of eight detailed storyboards with assisting UI mockups to describe how the new services could aid in improve and complementing the current service.
The project resulted in the creation of ten personas and eight storyboards, each tailored to the unique needs of different customer segments. Although the final outcomes remain confidential, the insights and prototypes developed during this project provided Fremtind Service with a strategic roadmap for implementing the concepts. My contributions were critical in ensuring that the solutions resonated with the target audience and aligned with the company’s new business goals.
The client's customer base offered varied feedback on the existing one-size-fits-all solution, some of which contradicted feedback from other customer groups. To generate innovative solutions, our team opted to establish new customer segmentation rules based on insights gleaned from our data collection process. Consequently, a key aspect of development involved identifying which customer groups would yield the greatest monetary benefit for the client. Our research primarily favoured one customer group over the others, leading us to focus our concepts on innovating the service to resonate with individuals sharing characteristics with that particular group.
