I believe impact comes from clarity.
Our client had recently acquired a company with parking data they believed could use to unlock a new audience: fleet managers. Their idea was to create a solution for the fleet managers that would allow them to better manage routing and parking at job sites. We had six weeks to determine the viability of the idea and whether it would drive enterprise growth.
We found the parking data was valuable, but not for the intended audience and not as a standalone tool in an already crowded market.
Given the goal to grow enterprise sales, we recommended pausing the effort and redirecting investment to higher-impact opportunities. The client agreed and shifted direction.
Approach
Our team included a design director, engagement manager, researcher, and myself. Our client stakeholders were product managers, sales leaders, and executives.
We completed:
Discovery interviews (N=10)
Competitive analysis
Conceptual design
Concept evaluation (N=10)
Key Findings
Parking at job sites in cities is a real problem to solve, but drivers are the decision-makers for real time parking, not fleet managers or dispatchers.
Fleet managers and dispatchers have more pressing problems to solve than parking.
Fleet management software is disjointed and saturated. Fleet managers and dispatchers are unlikely to adopt another tool, unless they are able to remove multiple from their ecosystem in exchange.
Next Steps
Based on our recommendations and extensive discussions with stakeholders, this project was deprioritized in its existing form.
The parking data purchased was leveraged in other, more viable initiatives. The team working on the effort was redistributed to areas with more confidence.
We moved into defining a two year vision to help guide product prioritization and try to avoid substantive time wasted on mismatched efforts moving forward.