Aftermarket Journey Map

Atlas Copco, a Swedish multinational industrial company that manufactures industrial tools and equipment like drills, screwdrivers. This project focused on the overall service experience once a tool was sold, evaluating Customer Engagement & Retention

Overview

What..

A Business & Service Design project focused on identifying key CX gaps across the Tool Service journey. The approach involved researching, analyzing, and addressing both physical and digital touchpoints from service initiation to completion and delivery.
Why..

Today, the global Service process remains traditional, lacking standardization and digital integration. Excessive customization has fragmented the process, making it unscalable. Achieving prompt turnaround times (TAT), a key CX success, requires reimagining the entire service operational flow.
How..

It was key to understand the primary customers needs & expectation to define the problem clearly, relook the business processes and then identify the right digital landscape that fits the business needs

The Design Problem

The legacy system could not scale up for the increasing needs of customers like ability to cross sell, upsell related products, creating order templates and reorder frequent bulk orders.

The bigger challenge was to change the perception of internal stakeholders who assumed user needs and planned a strategy which was drastically different from user reality!

That’s where I stepped in 😎

The Design Approach

Conduct user interviews

The distributors were the primary user segment for research, wherein I conducted 12 user interviews.

Key insights hinted the reality was that, they were super users, well aware of product portfolio, product specifications, basically, no nonsense users. They had the 10 digit SKU number on their fingertips and only had 7 mins on an avg, to place an order for a customer, with frequent interruptions.

Translate insights to UX strategy

It was clear that the distributors knew what they want, the solution had to be search based, where they can key in the SKU number and add it to cart within few clicks. This also avoids getting into the product pages.

A new feature, Quick order, was introduced as an outcome of research. The purpose of the feature was that a user can copy and paste up to 50 SKUs on the UI, and add all to cart in just 1 click. They can also upload an excel with SKUs, and the system does the rest. We all know how much they love their excel 🥰

The design proposal, as an outcome of user research

Design, test and review

The design proposal was further refined into detailed wireframes and interactive prototypes using Figma. We used this prototype to validate the design with users, and conduct usability test to hear out their thoughts and opinion.

Although the test result was very positive, we identified 2 main parameters that were critical for decision making of Add to cart. Those were, the number of items in stock and their special discounted price. Ofcourse this was added to the designs and taken further in the design process.

Design specification & UI handover

Once the designs were ready for a feature, we handover the UI to the engineers for further refinement & development.

We tried a different approach, by including the engineers, testers and product owner in bi-weekly design reviews, to get their feedback early on in the design process.

This helped the engineers to check the tech feasibility, review the feature interactions as well as forecast the possible dev effort for the feature much earlier. It also served as a great review meeting for designers, to address any tech constraints identified in these discussions

It was fairly clear that the initial assumption that ‘the users are unaware about the products’ was incorrect and the research findings helped to create an informed design roadmap that was search focused rather than exploration.

3 brand portfolio

Key learnings and takeaway

The ambition to bring B2C user experience to B2B is wonderful, however it is important that the experience must be tailored for B2B users.

Making the new system easy to use with new features but also retaining features that worked well in old system and base the design decisions on facts and insights, made this project a great success globally.