Mobility——The Application of Use Cases .

Last year, S.POINT released an article which discussed how the use case in the automobile industry can improve the cooperation efficiency between user research department and R & D department, so as to make R & D more flexible and efficient.

After one year of cooperation with new forces of auto manufactures and traditional enterprises, we combined management consulting thinking and design thinking to review the experience of product experience design and summed up the areas that could be improved in use case design:

-The design and selection of use cases are not fully integrated with business strategies / OBJECTIVES (such as sales objectives, brand awareness, etc.), so that the selection and design of some use cases do not fully enlarge the business value.

-The innovative products / experiences in use cases are too universal and lack of product / experience design with brand connotation.

-There are not enough scenario specifications (L3, L4) in the creation phase of use cases to make the creation phase divergent; however, too many scenario specifications will also limit the space for participants to create in the creation phase.

-In the co-creation stage, participants will be limited to their own professional fields, and can't "think out of the box" to think about more innovative solutions.

-The development of use cases does not match the configuration in the vehicle catalog, which reduces the possibility of the final landing of some use cases.

-Use case design is not only a combination of the needs of research departments and vehicle R & D departments, but also involves the participation of more different departments.

In the new round of iterative methodology, we explain how to extract more business value innovation through structured process from the top-level logic of use case design, user journey and use case design.

Top logic of use case design                                                                                          

In rethinking and iterating the customer journey and use case design, we start with the top strategy, and in terms of the "people-oriented", we have strengthened:

1. Brand elements in design

2. Add top design principles in combination with brand tonality

3. Find the user's core requirements scenario

4. Emphasize the emotional connection among use cases (more details will be provided later

5. Define the output of use case more accurately and systematically.

Careful strategic direction can ensure that the whole design process is easy to handle, so as to ensure that any design innovation is to serve users, brands and maximize business value.


Systematic customer journey

Combined with the above top-level logic and the experience of past projects, we add more content to the new user journey (see the figure below), to analyze the user journey from a comprehensive perspective, and to innovate through multiple dimensions.


Use case design has become a top-down process. Internal stakeholders including brand department, product department, R & D department, research department, and external cooperation including third-party designers, behavioral science experts, cross domain experts will join in different stages to jointly develop more innovative use cases. At the same time, they can also give suggestions in the user journey according to their professional fields. Cross department teams can also review and adjust the progress of development and implementation of different use cases in the project at any time, especially some short, medium and long-term concepts and initiatives, for example, some initiatives may be implemented earlier due to different technological breakthroughs.

Deepen use case details

Create a use case unique to the brand

When we test concepts and use cases with automobile users, users often mention the situation that "I like this function, but I am not willing to pay for this function". This situation also means that some use cases do not have the "must" attribute in Kano model, and relevant innovation schemes are more difficult to obtain actual business returns.

In the iterative use case paradigm (see the figure below), there is a more detailed description of user behavior. In the same time use case, it will also emphasize how brand attributes are combined with innovative design, and respond to the initial business strategy and create the maximum business value.


Evaluation and long-term tracking of innovative design

Finally, the implementation plan and schedule will be determined after the evaluation of user rating, importance / driver and feasibility. The multi-dimensional evaluation will also echo the top-level strategy and business objectives, and evaluate the potential business value of each innovation initiative with more rigorous criteria, rather than "innovation for innovation".


In the project that we once helped an OEM to design the product experience, we found that in the long-term evaluation of innovation measures, OEM can make corresponding adjustments in the existing user experience and after-sales service questionnaire and add relevant evaluation indicators to reduce the problem of "research fatigue" of users. On the other hand, OEM also needs to measure the benefits of innovation initiatives from a more comprehensive perspective in combination with different measurement indicators of different departments (such as store operation benefits, brand health monitoring, social media / public opinion monitoring, etc.).


All creative and commercial product experiences and use case design are not only the responsibilities of user research department and R & D department, but also the co-operation of all relevant parties of the product. In the new use case design process, more structured process and use case design can improve the efficiency and efficiency of the whole design process, and create sustainable business value products and experience innovation.

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