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Designing a Next Generation Experience

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“The frog team came with deep experience and knowledge of the media and telco industry, helping us to delight our customers and take our successful pay-TV platform to the next level.”

frog worked with BT to completely redesign BT TV's ecosystem of products, transforming the experience, significantly increasing customer satisfaction ratings and winning numerous industry awards in the process.

Competition within the pay-TV segment in the UK is fierce. Along with a desire to create a world-class TV service, BT made a strategic decision to redesign its TV experience from the ground up, partnering with frog to create something spectacular. Together they would make the BT TV product experience as engaging as the programming itself.

Satisfying Strategy

Research indicated that BT TV engagement amongst customers was low. This led to increased dissatisfaction and a likelihood to turn away from the service. The fresh and inclusive redesign was conceived to appeal to users across BT TV’s base, helping to make interaction with VOD services as instinctive as using traditional TV channels. The result: a cohesive and intuitive experience across devices.

A User-Centered Approach

Following the relaunch of the BT TV service, measures of customer satisfaction improved dramatically. Net Promoter Score (NPS), a key customer loyalty metric, improved by 7 points, seeing an 11% drop in dissatisfied customers and a 7% drop in customers likely to leave BT TV.

Net Promoters Soar

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BT TV wins the “Best Content Discovery Service” TV Connect Award.



April 2017

BT TV wins the “Best interactive TV technology or application” CSI 2017 Award.

September 2017

BT TV wins the “Best TV platform” T3 Award.

October 2017

British Telecom continues to invest in the future of BT TV, routinely consulting their customers and using data to drive product decisions, ensuring that customer-centricity remains its top priority.

Supporting an Industrial Giant's Digital Transformation

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“We don’t make money on engines or drills — we make money on the services.”

frog worked with GE to plan, design and support their transformation into a digital company. Working with executive leadership, frog developed a vision for the software user experience and designed digital products for the core business, leading to a large-scale design system that increased the speed and efficiency of future design efforts.

frog worked to align teams around a new vision, creating the UX Center of Excellence (UX CoE). The UXCoE set broad guidelines for GE’s software design and development process, significantly decreasing time to market while improving user experiences. Clear process models, business cases and a UX playbook set the stage for a digital transformation.

Define the Vision

frog brought the vision to life with pilots, including an application for GE Aviation called myEngines. For GE Energy, frog redesigned the myFleet software, increasing operational efficiency at power plants. Pilots in other business units—from healthcare to transportation—built internal momentum for software and UX.

Demonstrate Results with Pilots

As different parts of the organization saw the impact of design, efforts expanded. frog helped GE establish the San Ramon Design Center and design the Industrial Internet Design Experience software system—an extensible UI toolkit and precursor to Predix—resulting in a 100% increase in productivity and $30 million in savings in the first year.

Design Gains Momentum

frog's collaborative design process brought GE together with their customer TransCanada to co-create a new product and secure an ongoing partnership. By leveraging co-creation practices, GE is able to dramatically increase speed to market for large scale industrial products.

Extending the Value of Design

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GE approached frog to support digital transformation efforts, define an overarching UX vision, and create a series of pilot projects for various business units.





2010-2012

The San Ramon Design Center opened and the Industrial Internet Design System (IIDS) launched, allowing GE to align design efforts across the organization.

2012-2014

frog supported the build out of a new design system in Predix—which was inspired by IIDS—and leveraged a design collaboration approach to help GE co-collaborate with partners.

2015

By establishing unified design standards and building a core foundation of tools, success metrics and governance models, GE has significantly reduced time to market and improved user experiences across all lines of business.

Driving Digital Design

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“Porsche selected frog for its exceptional reputation in digital design. Its global reach simplified user testing in key markets while allowing for a close collaboration with frog’s diverse local design team based in Germany.”

Porsche asked frog to design its next generation connected car apps. The collaboration resulted not only in the launch of the Porsche Connect and Porsche Offroad Precision apps, but also a design language, code library and user-centered methodology that empowered Porsche to scale its delivery of exceptional digital experiences.

Porsche recognized an opportunity to shape a more consistent digital app experience. Together with the Porsche app HMI-Team, frog redefined the design principles and interaction model, providing a design language system and a UI Toolkit in the form of a reusable iOS and Android code library, to scale mobile app development and accelerate time to market.

Scaling Design Excellence

The new app design standards were applied to create the Porsche Connect and Offroad Precision apps. Unique features–such as an accurate 2D model of the user’s actual vehicle, and seamless interaction between vehicle and mobile device navigation–provide for highlight moments within the new user experience.

Reintroducing Porsche Apps

frog and Porsche collaborated closely to create its new apps and design framework. Research and user-testing in China and Germany provided insights to inform the iterative approach. The application of user-centered design at Porsche has followed an approach that has since played a significant role across the organization.

Establishing User-Centricity

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The new digital DLS and UI Toolkit is implemented at Porsche.





March 2017

The Porsche Connect app launches in app stores.

December 2017

Porsche Offroad Precision app launches in app stores.

March 2018

The resulting user-centered DLS has helped Porsche scale the next generation of connected car apps. 

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.

Designing a Frictionless Future for Dunkin’ Customers

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The Challenge
As one of the country’s major players in coffee service, Dunkin’ was facing fierce competition and pressure from both ends of the market: coffeehouses on the top-end sought to elevate their aesthetic and offerings, while convenience stores on the low-end doubled down on speed and ease-of-use, squeezing Dunkin&#8217; into an ill-defined middle tier. Additionally, with the rising popularity of tech-enabled user experiences, the Dunkin&#8217; in-store customer experience was in need of an update. To top it off, franchisees felt increasing pressure to reduce operating costs as the U.S. minimum wage was projected to rise in the near future.
We were tasked with developing a store-of-the-future customer experience and store design concept as a proof-of-concept solution to these impending threats.

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The Key Insight
Through intensive consumer and category research, we learned that what customers want most from their morning coffee run is a boost of positive energy to keep them moving. It became crucial that Dunkin’ act as the facilitator of this momentum. We spent 16 weeks partnering with a cross-functional leadership team at Dunkin’ Brands, as well as a multi-disciplinary design collaboration with leading brand experts, to develop an innovation strategy for the store-of-the-future experience that focused on easing these moments of transition. Our strategy also focused on owning the “middle ground” between sit-and-stay coffee shops, and grab-and-go convenience stores, a largely overlooked market segment, but one that Dunkin’ was uniquely positioned to occupy and win.
We designed an omnichannel store experience and end-to-end customer journey blueprint that separates on-premise from on-the-go journeys and provides customers with full choice of how they engage—from low-tech + high-service to high-tech + low-service. We were also specifically tasked with solving for the drive-thru, whose locations boast 40% higher sales volume, yet had seen minimal change and improvement throughout the years. As most franchises have an inflexible property footprint, Dunkin’ challenged us to increase speed and efficiency while maintaining existing drive-thru layouts. In response, our team developed a mobile-order, pickup-only drive-thru concept that aimed to eliminate friction and boosting throughput, simultaneously pushing adoption of the digital app.
At the end of the engagement, we worked to guide the development and execution of the front-of-house store design, and the back-of-house kitchen design, creating the initial ROI model for the pilot store, as well as the test-and-learn experiment architecture through which to optimize it. A crucial part of the buy-in was attributed to the sensitivity analysis we conducted as part of the financial model, which showed that the Store of the Future would outperform the current store even if no labor savings could be achieved.

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	Global		EN
	France		FR