Driving Strategic Alignment: Research-Led Redesign of Ford's Dealership Sales Experience
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Navigating Shifts in Ford's EV Transformation
The automotive industry was undergoing a transformation, particularly with the rapid evolution of Battery Electric Vehicles. This shift presented unique challenges and opportunities for Ford and our Dealership network.
The automotive industry was undergoing a transformation, particularly with the rapid evolution of Battery Electric Vehicles. This shift presented unique challenges and opportunities for Ford and our Dealership network.
Broader Market Shifts for BEVs and Model e:
The rapid shift to BEVs disrupted traditional sales. Dealerships lacked the 'muscle memory' for this new technology. Concurrently, the transition of the primary sales resource, eSourcebook, left staff without familiar, reliable tools for accessing critical vehicle information.
The rapid shift to BEVs disrupted traditional sales. Dealerships lacked the 'muscle memory' for this new technology. Concurrently, the transition of the primary sales resource, eSourcebook, left staff without familiar, reliable tools for accessing critical vehicle information.
Translating Vision into Action
My role was multifaceted, extending beyond the direct execution of design to encompass strategic exploration, stakeholder alignment, and problem-solving within a complex organizational ecosystem. My core responsibilities were directly aligned with the mandates received from Model e Leadership:
My role was multifaceted, extending beyond the direct execution of design to encompass strategic exploration, stakeholder alignment, and problem-solving within a complex organizational ecosystem. My core responsibilities were directly aligned with the mandates received from Model e Leadership:
Reduce
Business Costs
Improve
BEV Sales
Increase
Sales Efficiency
I was tasked with exploring, refining, and ultimately determining the future direction of the Model e Menu, a BEV-focused tablet-based sales tool for Dealership sales teams.
I was tasked with exploring, refining, and ultimately determining the future direction of the Model e Menu, a BEV-focused tablet-based sales tool for Dealership sales teams.
Foundational Research: Uncovering Opportunities
To understand the challenges faced by staff and customers, I initiated a comprehensive synthesis of existing research. This approach allowed my team to rapidly gain critical insights, build upon existing learnings, and avoid redundant foundational work. Our synthesis included:
To understand the challenges faced by staff and customers, I initiated a comprehensive synthesis of existing research. This approach allowed my team to rapidly gain critical insights, build upon existing learnings, and avoid redundant foundational work. Our synthesis included:
Model e Menu User Interviews Insights
Mobile-First Urgency & Access Issues
Efficiency & Information Gaps
Inconsistent Knowledge & Process
Mobile-First Urgency & Access Issues
Efficiency & Information Gaps
Inconsistent Knowledge & Process
Customer ‘Delivery & Pickup Experience’ User Interviews
Feature Walkthrough is Crucial
"Spot-Buy" Customers Desired Better Efficiency
Safety & Infotainment Are Top Priorities
Feature Walkthrough is Crucial
"Spot-Buy" Customers Desired Better Efficiency
Safety & Infotainment Are Top Priorities
F-150 Lightning Secret Shopper Study: (Completed by Third-Party Vendor)
Highly Variable BEV Knowledge in Sales Staff
Inexperienced Staff Lacked Basic Understanding of BEVs
Comparison Process was a "Roller Coaster"
Highly Variable BEV Knowledge in Sales Staff
Inexperienced Staff Lacked Basic Understanding of BEVs
Comparison Process was a "Roller Coaster"
From this research, some underlying themes emerged:
Limited VIN Resources
The BEV Transition
Low BEV Exposure
Limited VIN Resources
The BEV Transition
Low BEV Exposure
This synthesis anchored our project, defining our problem statement and driving a shift away from the confusing 'Model e Menu' name toward a new strategic direction.
Problem Statement, Benefits & MVP Use Case
Built on our research, we distilled the core problem and defined the strategic direction for the Dealer Sales Tool (DST).
Built on our research, we distilled the core problem and defined the strategic direction for the Dealer Sales Tool (DST).
Problem Statement:
Sales consultants waste time and hurt satisfaction using existing tools that offer VIN-specific vehicle information that is difficult to find, outdated, or incomplete.
Sales consultants waste time and hurt satisfaction using existing tools that offer VIN-specific vehicle information that is difficult to find, outdated, or incomplete.
The Dealer Sales Tool (DST) Solution:
The DST is a mobile-friendly application tailored to consultants, empowering them to quickly reference VIN-specific data, match features to customer needs, and close sales more confidently.
The DST is a mobile-friendly application tailored to consultants, empowering them to quickly reference VIN-specific data, match features to customer needs, and close sales more confidently.
Our Guiding Mission Statement:
We anchored our efforts with a clear, stakeholder-aligned mission:
We anchored our efforts with a clear, stakeholder-aligned mission:
“This isn’t the Ford Sales Tool, it’s not the Customer Buying Tool, we’re here to help Dealers where they need it.”
“This isn’t the Ford Sales Tool, it’s not the Customer Buying Tool, we’re here to help Dealers where they need it.”
Mission Statement
This statement underscored our commitment to a dealer-centric, supportive tool.
This statement underscored our commitment to a dealer-centric, supportive tool.
Dealer, Customer, and Ford Benefits
We anchored our efforts with a clear and concise mission statement that resonated across all stakeholders:
We anchored our efforts with a clear and concise mission statement that resonated across all stakeholders:
Dealer Benefits:
Fewer Systems & Handoffs
Single Source for Product Knowledge
Easier Onboarding for New Hires
Fewer Systems & Handoffs
Single Source for Product Knowledge
Easier Onboarding for New Hires
Customer Benefits:
Increased Satisfaction (CSAT)
Review Sales Material at Home
Accurate & Comprehensive Info
Increased Satisfaction (CSAT)
Review Sales Material at Home
Accurate & Comprehensive Info
Ford Benefits:
Consistent Content Distribution
Rapid Communication of Major Changes
Consistent Content Distribution
Rapid Communication of Major Changes
Internal Strategic Placement Analysis
Given the scale of Ford, we conducted an extensive internal "friendly-competitor" analysis to prevent redundant effort and determine the most efficient strategic path for the Dealer Sales Tool (DST). Our goal was to verify no internal team was duplicating our work and assess if leveraging an existing solution was better than building a new one.
We engaged with three key internal teams: Global Digital, Ford University, and Ford Direct. Through these discussions, we evaluated three potential pilot paths:
Given the scale of Ford, we conducted an extensive internal "friendly-competitor" analysis to prevent redundant effort and determine the most efficient strategic path for the Dealer Sales Tool (DST). Our goal was to verify no internal team was duplicating our work and assess if leveraging an existing solution was better than building a new one.
We engaged with three key internal teams: Global Digital, Ford University, and Ford Direct. Through these discussions, we evaluated three potential pilot paths:
Through conversations with these teams, we evaluated potential integration or partnership paths for a pilot:
Through conversations with these teams, we evaluated potential integration or partnership paths for a pilot:
Pilot Path: Delivery Day Tool (DDT)
Build into and expand Delivery Day Tool (DDT)
Case: Good dealer reception and potential for a unified sales/delivery tool.
Limitation: The established DDT roadmap and architecture were too constrained, leading to significant disruption and technical debt for both teams.
Conclusion: Integration would serve as a disruption, delaying progress.
Case: Good dealer reception and potential for a unified sales/delivery tool.
Limitation: The established DDT roadmap and architecture were too constrained, leading to significant disruption and technical debt for both teams.
Conclusion: Integration would serve as a disruption, delaying progress.
Pilot Path: Ford University
Build with Ford University
Case: Mandated dealer usage meant we wouldn't introduce a new tool and this access to existing content.
Limitation: Unclear research history and mixed-to-negative dealer feedback suggested potential user adoption challenges. The platform was too early in its own development cycle.
Conclusion: Platform was too premature to support a live sales experience.
Case: Mandated dealer usage meant we wouldn't introduce a new tool and this access to existing content.
Limitation: Unclear research history and mixed-to-negative dealer feedback suggested potential user adoption challenges. The platform was too early in its own development cycle.
Conclusion: Platform was too premature to support a live sales experience.
Pilot Path: Expand the 'Model e Menu' Tablet Experience
Maintain 'Model e Menu' Tablet Experience
Case: Dealers had existing, though limited, familiarity; some backend work had been done.
Limitation: The tool was saddled with significant technical and design debt from its experimental history. Upgrading it would require the same resources as a new build, but without a fresh foundation.
Conclusion: Resource-intensive, design-debt experience was not viable for long-term growth.
Case: Dealers had existing, though limited, familiarity; some backend work had been done.
Limitation: The tool was saddled with significant technical and design debt from its experimental history. Upgrading it would require the same resources as a new build, but without a fresh foundation.
Conclusion: Resource-intensive, design-debt experience was not viable for long-term growth.
This analysis confirmed that a new, purpose-built Dealer Sales Tool (DST) was the most effective path forward. This approach, strategically positioned outside of legacy constraints, directly addressed dealer pain points and provided the necessary fresh, user-centric foundation to meet our strategic mandates.
This analysis confirmed that a new, purpose-built Dealer Sales Tool (DST) was the most effective path forward. This approach, strategically positioned outside of legacy constraints, directly addressed dealer pain points and provided the necessary fresh, user-centric foundation to meet our strategic mandates.
Conclusion: Forging a Unified Path Forward
Navigating the complex organizational dynamics at Ford, our team heavily prioritized stakeholder alignment—a process even more critical than typical for this project's scope. We used iterative, low-fidelity prototyping as a crucial tool to secure buy-in, focus discussions on core functionality, and maintain strategic alignment across the organization.
We successfully engaged and built consensus with three primary groups, each with distinct needs: Model e Business (focused on BEV sales), the Ford Field Team (advocating for practical dealer solutions), and Engineering and Product (seeking resolution on the resource-draining Model e Menu).
Through facilitated meetings, research presentations, and prototype iteration, we achieved a definitive consensus on the project's future:
Navigating the complex organizational dynamics at Ford, our team heavily prioritized stakeholder alignment—a process even more critical than typical for this project's scope. We used iterative, low-fidelity prototyping as a crucial tool to secure buy-in, focus discussions on core functionality, and maintain strategic alignment across the organization.
We successfully engaged and built consensus with three primary groups, each with distinct needs: Model e Business (focused on BEV sales), the Ford Field Team (advocating for practical dealer solutions), and Engineering and Product (seeking resolution on the resource-draining Model e Menu).
Through facilitated meetings, research presentations, and prototype iteration, we achieved a definitive consensus on the project's future:
Key Strategic Outcomes
Sunset Model e Menu: The Model e Menu tablet experience was retired due to technical and design debt, allowing resources to be focused exclusively on the new DST solution.
Sunset Model e Menu: The Model e Menu tablet experience was retired due to technical and design debt, allowing resources to be focused exclusively on the new DST solution.
Align on Pilot Metrics: Established measurable business metrics to quantify success and impact for the Dealer Sales Tool (DST) Pilot program.
Align on Pilot Metrics: Established measurable business metrics to quantify success and impact for the Dealer Sales Tool (DST) Pilot program.
Validate MVP Prototype: Planned remote co-creation sessions with dealers to validate the DST MVP before proceeding to full development.
Validate MVP Prototype: Planned remote co-creation sessions with dealers to validate the DST MVP before proceeding to full development.
Prioritized MVP Functionalities
The initial Prototype MVP was centered on three core functionalities to maximize immediate dealer value:
Needs Assessment: Enable dealers to quickly gather customer requirements and identify vehicles/features of interest.
Needs Assessment: Enable dealers to quickly gather customer requirements and identify vehicles/features of interest.
Comparison & Details: Allow dealers to find, display, and compare VIN-specific inventory details, features, and incentives side-by-side.
The Dealer finds and displays VIN-specific vehicle details directly from inventory, with the ability to easily compare multiple vehicles side-by-side.
Seamless Sharing: Provide the ability to instantly share a customer-friendly version of the vehicle information for personal review.
Seamless Sharing: Provide the ability to instantly share a customer-friendly version of the vehicle information for personal review.
Want to learn more about the prototype and co-creation sessions? Check out the case study below:
Want to learn more about the prototype and co-creation sessions? Check out the case study below:
PROTOTYPING
RESEARCH
DESIGN
Prototype & Design Case-Study
Coming Soon