Automotive &amp; Mobility

Communications

Consumer Products

Financial Services

Healthcare

Media

Retail

Social Impact

Technology

Brand Strategy

Brand Strategy, Design &amp; Performance

Client Collaborative

Connected World

Content &amp; Asset Management

Corporate Venture Building

CX Strategy

CX Strategy, Design &amp; Performance

Design &amp; Development

Design &amp; Performance

DesignOps

Elevated Loyalty

Engage at the Edge

Growth Strategy

Industrial Design

Innovation Strategy

Membership &amp; Loyalty

Organization Design

Product Design &amp; Delivery

Product Innovation

Product Innovation, Design &amp; Development

Service Design

Startup Growth

Sustainability

Bangalore

Barcelona

Delhi

frog Innovation Team

Gothenburg

London

Lyon

Madrid

Malmö

Mexico City

Milan

Munich

New York

Paris

San Francisco

Singapore

Stockholm

Sydney

frog-cap-invent-logo

frog-Cap-Invent-logo

global

france

connected-world-case-study-grid3-2

connected-world-case-study-Grid3

Bolstering Volvo Group’s data capabilities to provide customers with intelligent new offerings

Harnessing Data for Leaner and Greener Future of Mobility

23_frog_volvo_harnessing-data-for-leaner-and-greener-future-of-mobility-01

Volvo and frog put customers first

23_frog_volvo_harnessing-data-for-leaner-and-greener-future-of-mobility-02

normal

Looking ahead, Volvo Group knew it had to find new ways to support its customers as they navigate the changing automotive and transportation landscape. Volvo Group set its sights on routing customer data into useful mobility solutions for their customers and serving them through a differentiated customer experience. Realizing the need for an intelligent products and services ecosystem, Volvo Group teamed up with frog, Capgemini and Microsoft to establish a world-leading data and analytics service.

Connecting Data and Customer

Challenge

The multinational team set out to uplift Volvo Group’s data and analytics capabilities to obtain actionable insights to help Volvo customers unlock added value out of their mobility solutions. Enabled by its new data platform and capabilities, Volvo Group was able to create a new business model that would shift their customer relationships from ad-hoc problem-solving support to long-term business optimization partnerships. With the advisory model, Volvo customers gain access to an evolving ecosystem intended to provide them with enhanced support and recommendations aimed at improving their operations and user experience.

From Manufacturer to Advisor

Solution

Transforming from ad-hoc problem-solving support to long-term partnership and connected solutions provides Volvo Group's customer with value and peace of mind in their business optimization journeys. The beneficial customer outcomes include: • Savings through efficiency improvements in daily operations, e.g., fleet management, logistics and e-truck charging optimization • Reduction of CO2 emissions • Improvements in driver satisfaction At the same time, it advances Volvo’s servitization goals, helping them stay ahead of the curve by bringing a complete service offering to the market.

Value. Ease. Peace of mind.

Outcomes

Project highlights

Creating a data-driven customer experience 

23_frog_volvo_screen_tablet_01

23_frog_Volvo_screen_tablet

As a result of the initial pilots, Volvo has seen a + 40 pts increase in data reports take rate—from 35% to 75%.

23_frog_volvo_harnessing-data-for-leaner-and-greener-future-of-mobility-icon

A Better Customer Experience

23_frog_volvo_tablet_image

23_frog_Volvo_tablet_image

23_frog_volvo_harnessing-data-for-leaner-and-greener-future-of-mobility-06

23_frog_volvo_harnessing-data-for-leaner-and-greener-future-of-mobility-05

Build intelligent offerings, ecosystems and transformational solutions with frog.

Discover the New Connected World Offering

connected_world-comp_video5-2

connected_world-comp_video5

Transforming Pet Care with AI

Decarbonizing Trucking with Hydrogen

How AI-powered connected products are enabling Purina to grow their business for good  

Transforming Pet Care with AI

purina-petivity-smart-litter-box-monitor-header-1

Delivering a first for Purina

purina-petivity-smart-litter-box-monitor-01

Purina acquired IP related to cat health monitoring that they wanted to incorporate into their first connected ecosystem offering. To be successful, the offering needed to be worthy of the Purina brand, meeting security, performance and pricing expectations of their customers, while also being a viable business. Purina needed a partner to guide them through the complex business and technical challenges associated with the journey to commercialization.

Orchestrating a business and technology transformation 

We applied our convergent design approach bringing a multidisciplinary team together to iteratively refine a solution that is viable as a business, desirable to consumers, technically feasible and sustainable. This resulted in delivering a cohesive connected system that allows hardware, software and AI to work together with a minimum carbon footprint; a new business, pricing and operating model that delivers value to Purina; and a delightful user experience that pet parents love.

Iterative convergent design

As a trusted business and technology transformation partner, we empowered Purina to focus on what they know best—pets and the people who care for them—while enabling Purina to successfully launch their first connected offering in less than two years. This has given Purina a powerful new direct connection to their consumers, opening up new sales channels and revenue models. More importantly, it has given pet parents peace of mind. Pet parents are celebrating the system with <a href="https://www.petivity.com/products/smart-litterbox-monitor" target="_blank">positive reviews</a> and crediting Petivity for saving their cats' lives.

Ready for launch

Innovation at scale

The Petivity Smart Litter Box Monitor is elegant in its apparent simplicity. But a lot of complex challenges were overcome to arrive at the ability to distinguish between multiple cats while protecting user privacy, keeping the user experience streamlined and hitting an aggressive price point. For example, it was crucial that the device didn’t require the use of intrusive cameras, Radio Frequency Identification (RFID) chips or special collars. 

purina-petivity-smart-litter-box-monitor-02

Activating the power of AI

Providing insights while protecting privacy

purina-petivity-smart-litter-box-monitor-03

purina-petivity-smart-litter-box-monitor-04

purina-petivity-smart-litter-box-monitor-07

purina-petivity-smart-litter-box-monitor-08

purina-petivity-smart-litter-box-monitor-05

purina-petivity-smart-litter-box-monitor-06

Crafting the perfect user experience

For ALL users—pets and humans

purina-petivity-smart-litter-box-monitor-cover-12-56-16

purina-petivity-smart-litter-box-monitor-cover 12.56.16

We are proud to have helped Purina bring their first connect system to life and realize a decades-long ambition to deliver AI-powered connected product experiences to their customers.  

purina-petivity-smart-litter-box-monitor-icon

Unlocking Petivity’s value 

purina-petivity-smart-litter-box-monitor-09

purina-petivity-smart-litter-box-monitor-11

purina-petivity-smart-litter-box-monitor-10

outline

Breathing Life into Lumen

Co-creating a Sustainability Strategy

21_case-study-norwegian-01

21_Case-Study-Norwegian-01

The Norwegian Sea Rescue Society (RS), is a nationwide humanitarian association whose purpose is to save lives, salvage assets and protect the coastal environment of Norwegian waters. With a 128-year history, they are experts as sea rescue, and have made a significant contribution to local communities all along the coast of Norway.
Now they have chosen sustainability as one of six major goals to work towards by 2030. We helped them discover how being sustainable by 2030 might look.

Opportunity 
RS has decided to focus on sustainability as one of six key topics towards 2030. Their management is committed to take action but needed to map their current situation as well as to define what a sustainable RS would look like. Concrete goals for the first two years were also needed to get started.
Outcome 
Together with RS we created an ambitious sustainability strategy towards 2030, to significantly reduce their carbon footprint, contribute to a more inclusive sea community and support the sea community in making sustainable choices. We did an extensive ecosystem impact mapping and co-created ideas and actions together with representatives from all parts of the RS organization.

Mapping of the ecosystem
To be able to set relevant ambitions for the future, you need a clear picture of the current state.
The Norwegian Sea Rescue Society&#8217;s purpose is to save lives, salvage assets and protect the coastal environment of Norwegian waters, which in it self is sustainable. Despite this, they felt a strong obligation to take a closer look at how they deliver their services, and see if there are ways to improve the sustainability of the operation itself.
We used our Planet Centric Design Framework to investigate the unintended consequences of their operation’s design. As part of the exercise we use the three lenses: people, society and planet, to observe their ecosystem. The framework explains impact from an inside-out and outside-in perspective: &#8220;How is the organization affecting people, society and planet?&#8221; and &#8220;What are the external drivers affecting the organization?&#8221; The main focus was getting a proper baseline for an inside-out impact perspective.
In a series of in-depth interviews with people from all levels of the organization, we explored the different perspectives of what sustainability means, what a sustainable RS looks like, what the current barriers are and also the great ideas and possibilities shared by the employees and volunteers. As part of the interviewing process we visited the RS academy, a regional office and a rescue station, giving us a better contextual understanding of the operation. The result was a visual map of the ecosystem, with key points on positive and negative impact on people, society and planet.
The four focus areas we discovered RS are: day-to-day sustainability, a sustainable core purpose, diesel reduction and robustness.

21_case-study-norwegian-02

21_Case-Study-Norwegian-02

Ambitions with the right creative tension
Ambitions are comparable to a rubber band: too slack and there’s no energy, too tight and it breaks. As a geographically widespread organization containing various sub-cultures, the challenge for RS was to define an ambition that everyone could relate to. We organized the ambitions in two layers around their core operations, both linked to the organization’s existing strategic goals, as well as selected UN sustainable development goals (SDG).
We made sure the selected SDGs connected well to the core operations of RS: Sea Rescue, but at the same time also represented all three components of Planet Centric Design: environmental, social and economical sustainability.

"Ocean plastics and diesel consumption is a too narrow focus. The sustainability work must be raised to include the entire organization and its people."

21_case-study-norwegian-03

21_Case-Study-Norwegian-03

Co-creation in times of COVID-19
Co-creation is an important principle in our methodology. We strongly believe that the people working in an organization are the field experts, and we are there to support them reach their creative potential by setting up arenas to discuss, share and co-create with others across their organization. From the very first meeting, involving employees and volunteers was top priority. In the eco-system mapping, we made sure to interview a wide range of people from top management to young volunteers. This gave us a real, unpolished understanding of the organization.
Our plan was to gather the same diverse group in plenary face-to-face workshops, discussing and ideating across departments and hierarchy. Because of the Covid-19 social distancing we had to reimagine the workshops to be performed remotely. This created quite a few challenges, but also opened up possibilities for an even wider geographical representation.
We ran two days of remote workshops with around 12 participants building ideas and actions to answer the ambitions set earlier. People were enthusiastic and being sports, learning new digital tools on the go while sharing ideas and reflections. The results were ambitious, creative ways for RS to become sustainable in the short and long term.

"We are really impressed with the amount of work put in to this project, and how you handled it under unforseen circumstances."

21_case-study-norwegian-04

21_Case-Study-Norwegian-04

The final delivery
We created an extensive strategy document containing the current state analysis and concrete ambitions and actions, connected to the chosen SDGs. In addition, we made two posters for use in the different regions, to further engage the employees on the topic. One describes the chosen SDGs, and the ambitions connected to them, the other shows the current state impact in the ecosystem. Having the current internal and external situation mapped allows RS to be proactive about measures they want to take, and they are set up for a real start rolling out plans for the entire organization.

"This amazing work gives us a proper starting point to be able to reach our 2030 goals."

21_case-study-norwegian-05

21_Case-Study-Norwegian-05

21_case-study-norwegian-06

21_Case-Study-Norwegian-06

Designing a Transformational New Omnichannel Experience

21_case-study-toysrus-01

21_Case-Study-ToysRUs-01

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.

Forging a Strategic Partnership

21_case-study-british-01

21_Case-Study-British-01

We’re partnering with the biggest brand in UK energy to help with their transformation into a customer-obsessed service organisation.
We’re working with them to help them reach the next step in design maturity, creating awesome experiences for their millions of customers.

Opportunity 
To deploy design leadership and cross-functional, design-led, product teams to help British Gas organise and to deliver a world-class, digital experience as a departure to customer reliance on contact centres.
Outcome 
Enhanced design governance, a measurably improved digital experience for millions of customers, plus savings for the business of up to £10 million directly attributed to our work.

A Service Design approach
With each product team, we approached the initial strategic phase of the work with a service design mindset—using tools and techniques like user interviews, ethnographic research, design sprints, future state mapping and service blueprints.
This allowed us to zoom out from the product journey or capability the team was assigned to and see the bigger customer experience picture. It also provided us with the data we needed to really focus on and champion customer needs and pain points within the business.
Finally, working in this very visual way allowed us to easily expose and collaborate on the work with different business units making sure we were going forward with feasible solutions.

	Global		EN
	France		FR

	Global		EN
	France		FR