The future of luxury mobility
The future of luxury mobility
Bentley wanted to explore the future of luxury mobility while enhancing advantages of ownership and Bentley network app membership. To achieve this, the brand piloted Bentley on Demand, a new luxury service that allowed owners to rent a Bentley.
Bentley wanted to explore the future of luxury mobility while enhancing advantages of ownership and Bentley network app membership. To achieve this, the brand piloted Bentley on Demand, a new luxury service that allowed owners to rent a Bentley.
OVERVIEW
The challenge
Bentley On Demand was a luxury mobility service that allowed Bentley owners to rent a Bentley vehicle while traveling for business or leisure. The service, fulfilled by Bentley dealers, was piloted in New York City, Miami, and Beverly Hills. The exclusive offer was initially accessible in the Bentley Network app, a membership community for owners. Our business objectives included (actual data omitted ):
Rental income to offset operational costs
Optimize experience of service to create sales opportunities
My role
As the Luxury Services Lead for North America, I led service design (front and back end), operations and go-to-market approach. I was involved in the end-to-end process from design to launch - continuously gathering feedback to iterate the service.
The core team included Research, UX, Dev, Marketing, Legal, Participating Dealers and 3rd party vendors based in US and Crewe/London.
OVERVIEW
The challenge
Bentley On Demand was a luxury mobility service that allowed Bentley owners to rent a Bentley vehicle while traveling for business or leisure. The service, fulfilled by Bentley dealers, was piloted in New York City, Miami, and Beverly Hills. The exclusive offer was initially accessible in the Bentley Network app, a membership community for owners. Our business objectives included (actual data omitted ):
Rental income to offset operational costs
Optimize experience of service to create sales opportunities
My role
As the Luxury Services Lead for North America, I led service design (customer and dealer experience), operations and go-to-market approach. I led the end-to-end process from design to launch - continuously gathering feedback to iterate the service.
The core team included Research, UX, Dev, Marketing, Legal, Participating Dealers and 3rd party vendors based in US and Crewe/London.
OVERVIEW
The challenge
Bentley On Demand was a luxury mobility service that allowed Bentley owners to rent a Bentley vehicle while traveling for business or leisure. The service, fulfilled by Bentley dealers, was piloted in New York City, Miami, and Beverly Hills. The exclusive offer was initially accessible in the Bentley Network app, a membership community for owners. Our business objectives included (actual data omitted ):
Rental income to offset operational costs
Optimize experience of service to create sales opportunities
My role
As the Luxury Services Lead for North America, I led service design (front and back end), operations and go-to-market approach. I was involved in the end-to-end process from design to launch - continuously gathering feedback to iterate the service.
The core team included Research, UX, Dev, Marketing, Legal, Participating Dealers and 3rd party vendors based in US and Crewe/London.
Something which would be really valueable, is a connection with a local dealer when traveling, with an option to rent ... When you are used to driving a Bentley, it would be great to have one on vacation. - Bentley Owner
Something which would be really valueable, is a connection with a local dealer when traveling, with an option to rent ... When you are used to driving a Bentley, it would be great to have one on vacation. - Bentley Owner
DISCOVER & DEFINE
Initial insights
Initial insights
Before we launched the surface, we surveyed owners to understand their preference. These insights helped to establish the initial positioning and pricing approach. Most respondents preferred a daily rate and expected to use the service for leisure travel.
Before we launched the surface, we surveyed owners to understand their preference. These insights helped to establish the initial positioning and pricing approach. Most respondents preferred a daily rate and expected to use the service for leisure travel.
What did you use your Bentley on Demand for?
What did you use your Bentley on Demand for?
Business
Leisure
Family weekend
Other
0
25%
50%
75%
100%
How would you prefer to pay for this type of service in the future?
How would you prefer to pay for this type of service in the future?
Hourly rate
Daily rate
Subscription
Other
0
25%
50%
75%
100%
What did you use your Bentley on Demand for?
Business
Leisure
Family weekend
Other
0
25%
50%
75%
100%
How would you prefer to pay for this type of service in the future?
Hourly rate
Daily rate
Subscription
Other
0
25%
50%
75%
100%
Competitive mobility experiences
Competitive mobility experiences
We evaluated the positioning of mobility experiences by brands like Audi, Porsche, Cadillac Book and Jaguar Land Rover. They emphasized things like access to different models and all in one packaging including insurance.
We evaluated the positioning of mobility experiences by brands like Audi, Porsche, Cadillac Book and Jaguar Land Rover. They emphasized things like access to different models and all in one packaging including insurance.
Value proposition
Value proposition
We ultimately arrived at a unique value proposition for the Bentley brand. This was about providing a new format with a white-glove concierge experience exclusive to owners.
We ultimately arrived at a unique value proposition for the Bentley brand. This was about providing a new format with a white-glove concierge experience exclusive to owners.
Bentley brand promise
Bentley brand promise
Ensure owners could have the Bentley driving experience while they were traveling; while accessing the latest models.
Concierge experience
The concierge delivery emphasized convenient drop-off and pick-up service; a personalized walkthrough and vehicle set up.
Exclusive Access in Network App
The service was available exclusively to members in the Network app - a social community of validated owners to share their experiences.
Building the minimum viable service
Building the minimum viable service
I partnered with marketing , dev and dealers to create flow diagrams and build out the minimum viable service across customer, dealers and the contact center.
To optimize for learning and speed, we used existing touchpoints and manual work arounds to keep costs low.
I partnered with marketing , dev and dealers to create flow diagrams and build out the minimum viable service across customer, dealers and the contact center.
To optimize for learning and speed, we used existing touchpoints and manual work arounds to keep costs low.
Customer - In app experience
Customer - In app experience
The customer user journey included a register interest and request reservation flows. I worked with the app dev team based in France to test and implement.
The customer user journey included a register interest and request reservation flows. I worked with the app dev team based in France to test and implement.
Dealer partners & operational model
Dealer partners & operational model
I collaborated with marketing and dealers to design the operation model. This included things like the incentive structure for participation, program guidelines, enabling tech and concierge experience. Defined employee journey (and developed training material).
I collaborated with marketing and dealers to design the operation model. This included things like the incentive structure for participation, program guidelines, enabling tech and concierge experience. Defined employee journey (and developed training material).
STEP 1
Vehicle prep and status tracking in software
STEP 2
Personalized walkthrough, vehicle setup and digital agreement
STEP 3
Driving experience and social sharing
STEP 4
Convenient concierge pick-up
STEP 1
Vehicle prep and status tracking in software
STEP 2
Personalized walkthrough, vehicle setup and digital agreement
STEP 3
Driving experience and social sharing
STEP 4
Convenient concierge pick-up
STEP 1
Vehicle prep and status tracking in software
STEP 2
Personalized walkthrough, vehicle setup and digital agreement
STEP 3
Driving experience and social sharing
STEP 4
Convenient concierge pick-up
STEP 1
Vehicle prep and status tracking in software
STEP 2
Personalized walkthrough, vehicle setup and digital agreement
STEP 3
Driving experience and social sharing
STEP 4
Convenient concierge pick-up
STEP 1
Vehicle prep and status tracking in software
STEP 2
Personalized walkthrough, vehicle setup and digital agreement
STEP 3
Driving experience and social sharing
STEP 4
Convenient concierge pick-up
STEP 1
Vehicle prep and status tracking in software
STEP 2
Personalized walkthrough, vehicle setup and digital agreement
STEP 3
Driving experience and social sharing
STEP 4
Convenient concierge pick-up
STEP 1
Vehicle prep and status tracking in software
STEP 2
Personalized walkthrough, vehicle setup and digital agreement
STEP 3
Driving experience and social sharing
STEP 4
Convenient concierge pick-up
STEP 1
Vehicle prep and status tracking in software
STEP 2
Personalized walkthrough, vehicle setup and digital agreement
STEP 3
Driving experience and social sharing
STEP 4
Convenient concierge pick-up
POST LAUNCH - ANALYZE, ITERATE & REFINE
Mapping pain points in the journey
Mapping pain points in the journey
Post launch, I mapped operational insights onto a customer journey map - including friction points and data insights. We identified opportunities to streamline the overall reservation request flow and strengthen the cultivation strategy.
Post launch, I mapped operational insights onto a customer journey map - including friction points and data insights. We identified opportunities to streamline the overall reservation request flow and strengthen the cultivation strategy.
The app was a bottleneck
The app was a bottleneck
While the Bentley Network app was important for creating awareness - we realized we had an opportunity to improve discovery by increasing channels.
While the Bentley Network app was important for creating awareness - we realized we had an opportunity to improve discovery by increasing channels.
Survey insights
Survey insights
We also learned from a post-pilot survey that most owners were aware of the service and would use it. However, we realized conversion was tied to the occasion for travel. In other words, people knew about the service but just didn't have an immediate need for it.
We also learned from a post-pilot survey that most owners were aware of the service and would use it. However, we realized conversion was tied to the occasion for travel. In other words, people knew about the service but just didn't have an immediate need for it.
How much do you know about Bentley on Demand ?
Describe your familiarity with Bentley on Demand.
I know it well
I’ve heard of it but don’t know much about it.
I’ve heard of it but don’t know anything about it.
Would you use Bentley on Demand ?
Would you use Bentley on Demand ?
Yes
No
Pivoting the service
Pivoting the service
Based on these findings, we pivoted the service. We 1) repositioned to inspire the occasion for travel instead of being dependent on upcoming travel plans 2) incorporated changes to the service design and 3) improved demand generation tactics.
Based on these findings, we pivoted the service. We 1) repositioned to inspire the occasion for travel instead of being dependent on upcoming travel plans 2) incorporated changes to the service design and 3) improved demand generation tactics.
Service
Design
Simplified onboarding, offered multi-channel booking, and clarified pricing and operations.
Market
Positioning
Shifted to exclusive "luxury service" and unique offers curated with partners.
Demand
Generation
Expanded touch points to email, social media, newsletters, and partnerships to increase reach and stimulate demand.
Lessons Learned
Lessons Learned
There were a lot of moving pieces to the pilot and I learned a lot. Here are just a few of the most important lessons:
The dealers were critical partners. Ensuring they had the right marketing, incentive structure, operational setup and tech to power the service was foundation to the pilot.
We learned the importance of positioning when extending a luxury brand to a new category. This meant balancing lifestyle and functional messaging.
To optimize for learning and speed, we used existing software and manual work arounds to keep costs low. Maintaining this constraint helped us prioritize our decisions and move quickly.
Relying on the active user base in a new social network limited demand. We learned the importance of developing a cultivation strategy through multiple touch points (email, web, contact center).
There were a lot of moving pieces to the pilot and I learned a lot. Here are just a few of the most important lessons:
The dealers were critical partners. Ensuring they had the right marketing, incentive structure, operational setup and tech to power the service was foundation to the pilot.
We learned the importance of positioning when extending a luxury brand to a new category. This meant balancing lifestyle and functional messaging.
To optimize for learning and speed, we used existing software and manual work arounds to keep costs low. Maintaining this constraint helped us prioritize our decisions and move quickly.
Relying on the active user base in a new social network limited demand. We learned the importance of developing a cultivation strategy through multiple touch points (email, web, contact center).