Mercedes-Benz had a preconception of G-Class customers being unlikely to use digital touch-points in their purchase journey because of the high profit, low volume, bespoke nature of the G-Class.
As part of our established agile process, I lead my team to define all the journeys in the Online Showroom that involved the G-Class. We used existing data, insights and comparable journeys to discover discrepancies in user behaviour.
We tested custom landing pages to address the discrepancies in the non-lead generating journeys. This represented a lower stakes test for the client that avoided direct conflict with preconceptions.
My team presented our creative insights to show where these new leads had been acquired and how to best to explore further improvements. Refinements included preparing the user for their upcoming purchase and upselling luxury optional extras. Most importantly we created a new stream of data between digital & sales to more seamlessly guide the G-Class customers to a purchase.
- Month-on-month G-Class leads generated from the Mercedes-Benz Online Showroom doubled
- This increase in leads was sustained over multiple months with no impact on leads of comparable models
- No additional client spend on marketing, no increase in cost per acquisition
- I ensured our process was replicable, allowing it to be used a second time for the luxury Mercedes-Maybach GLS
- Careful UX changes can have a direct impact on revenue, even with a mature digital platform
- Increasing the number of steps in a luxury journey can give users a feeling of safety and care that ultimately improves form completes
- Methodical UX processes allow a business to benefit multiple times from the same process in different market segments
- Allowing data to flow between key systems means different siloed departments can modify their process to align with the user expectations
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