Even in the business world, user and buyer expectations are informed by their digital consumer experiences with brands like Amazon, Google, and even Chick-Fil-A. The reality is that when it comes to creating digital B2B experiences and products that help people work better together, just "making it work" isn't enough – a proper user experience and product strategy are necessary to help shape experiences and platforms that are useful, usable, and noteworthy.
Designing the Field Service App
B2B relationships are much more dependant on servicing than their consumer counterparts. Keurig is no different. Whether we're talking about big office buildings, campus locations, or hospitals – servicing the hundreds of brewers that need installation, cleaning, replacing, and restocking requires a level of service that only Keurig can deliver.
The field service app was designed to make this job more proactive and efficient by provided a mobile experience and dashboard for field servicing to reps to manage fleets of brewers. Including this service experience as part of the sales experience was also a benefit that helped differentiate Keurig over others.
Branded Service as a differentiator
For us, websites and apps don't matter – what does matter is how these things improve the lives of people using them – and that was our focus. It was important that we started with the brand connection and customer pain points, then pushed deeper to define requirements, ways of working, and technology solutions that best supported employees, customers, and the Keurig brand.
Connecting Data and Commerce
Based large in part on our other work with Keurig Commercial, we identified a connection between data and commerce that helped transform the service experience in to a marketing platform. Through data-driven rep dashboard, we could arm the sales team with consumption habits to help provide proactive and personalized service.
Getting ahead of tech with user-centered requirements
There was work to do upfront since it started as an IT-driven effort that largely prioritized business and technology needs over user-centered requirements. Mostly through our use of prototyping and workshops, we were able to get ahead of the process and ensure that user-validated requirements were part of the product roadmap from the start.