Service design for a car dealership group
A service blueprint that mapped the whole dealership journey — sales to service — and exposed where the experience quietly broke.
Client work, shown abstractly.
An automotive dealership group ran its customer journey across disconnected tools — spreadsheets, a rigid back-office system, no shared view of the customer between sales and service. Things worked, but the seams cost them: lost context, slow handoffs, no single picture of a customer’s lifecycle.
What I did
I led the research and service design. I interviewed the people who run it day to day — including the general manager — to map how the dealership actually works, not how the org chart says it does. Then I built a service blueprint: customer actions across the top, and beneath each one the frontstage interactions, backstage steps, and supporting systems that make it happen (or fail to).
Laid out that way, the gaps became obvious — the moments where a customer falls through a crack between two teams, or where staff fight their own tools.
Outcome
The blueprint gave the group its first shared, end-to-end picture of the customer journey across sales and service — and a prioritized list of where the experience broke. It turned a vague sense of “our process is messy” into specific fixes the two teams could actually agree on and sequence, instead of each optimizing its own corner.
Why it matters to me
Service design is one of the quietest, highest-leverage things a designer can do. You don’t ship a screen — you give an organization an honest mirror of its own experience, and a shared place to decide what to change first.