Creating Investment Optionality

Goodyear had a foothold but needed a platform

Recognizing that garages are dirty and uncomfortable, Goodyear developed a D2C Mobile Tire Service. Margins were positive, but not strong enough to outweigh the significant expenses required to scale. How do you expand the value creation enabled by the new platform while lowering new customer acquisition costs?

30 days

to Unlock Trust

Acceleration required high collaboration. 100% dedicated teams, interdisciplinary staffing and hybrid individuals across strategy, design and engineering worked side by side every step of the way. Teams leverage fractal learning to derisk recommendations by accounting for all relevant perspectives - resulting in unlocking a new engagement model with existing clients, and new relationships with additional budget holders.

$2m for $25m

Opportunity ROI

After evaluating alternative approaches and align on the greatest sources of value with a reasonably achievable effort, teams on all sides of the house agreed on a growth thesis. For about $2m in projected capability development costs, with equitable support from marketing and customer service, business partners could expect to see a $25m annual list in their direct business without having to account for additional services.

2 year

Growth Roadmap

High value platforms often have broad extensibility across orgs and require being prepared to have new kinds of relationships within the organization. Building a shared vision and agency around a platform that can both scale and empower multiple alternative future states, the team unstuck political gridlock and provided 2+ years of aligned interests and mutually advantageous growth.

RESEARCH & OBSERVATION

Reshaping the Value Distribution Engaged Ecosystem Partners

Visualizing how GoodYear progressed from tire manufacturer to distribution partner to consumer brand provided a critical frame from the change we were trying to create. Rather than posing an existential threat to middle men, Goodyear's investments were actually unblocking some long foreseen change in retail environments. These insights formed the basis of their partner strategy, continue to make GoodYear more appealing to consumers and are creating a fairer distribution system across the business network.

SYNTHESIS & DOCUMENTATION

Expand into 3X LTV: Going Wide Creates Deeper Relationships

Investing in service based customer experiences and a desire to lead with digital primed the brand to engage huge new audiences: Women and Millennials. Going deep into their unique experience of the category helped change the companies perspective on the "right" service paradigm. Voice of customer work drove the prioritization of moments the company emphasized and the types of capabilities needed to meaningfully engage these new markets.

PROTOTYPING

Demonstrating Available Tech & Data Removed Barriers to Entry for New Users

Research showed that the new target users groups had a much stronger need to educate themselves before engaging any service providers. Using off-the-shelf data and technology we created accessible self-service tools providing simple, mobile-friendly options to help users build confidence.

CONCEPT DEVELOPMENT

Provoking New Paradigms Reoriented Around a New Mindset for Growth

Understanding where high friction patterns exist within organizations teaches a lot about the way value is perceived and the go to market pathways within organizations. Provoking the organization that their time might be better spent "asking & listening" to customers, rather than "guessing & checking" with the content on their home page, laid the foundation for a series of alternative paths to market that would support richer behavioral data collection and enabled Goodyear to initiate sensitive conversations from new perspectives.

DESIGN & EXECUTION

Starting from Trust Lead to Gradual Design Changes.

Trust is hard to earn. If you have it, use it, wisely. Designing for a smooth transition often means starting with a look and feel that are familiar while we introduce new features and functions. Using historical data we were able to make low risk informed guesses and provide a frame of reference that helped users feel secure and confident. Keeping customers engaged over time increased trust and built loyalty - and gave us permission to continue driving change.

Outcome

Dedicating 5 people and spending 4-weeks demonstrating the value of creating a relationship-based, mobile first buying process tailored for millennials and women, we earned our business partners the right to open conversations about the future of GoodYears' business. Knowing that competing for funding and trust, both within the company and in the market, would be just as challenging we equipped the team with an investment overview, opportunity valuation and plan for growth. This enabled them to start conversations by putting credible estimates of investment, delivery timeline and ROI on the table.

Creating investment optionality by stretching the customer journey

IN PARTNERSHIP WITH:

AS PART OF: