Interaction Design
Customer Research
Systems Design
Asurion had recently acquired UBREAKIFIX, the nation's largest chain of electronics repair stores, and wanted to explore potential new products and services they could offer to customers in the store. I was tasked to research, design, and test new product concepts.
Armed with our research findings, I used rapid prototyping and iterative design in Figma to develop "Copilot," a tablet-based solution that aimed to reduce customer wait times by 20-30%, streamline check-in, and provide clearer pricing information for customers.
Copilot created a transparent in-store experience that connected customers with technicians while offering upsell opportunities that benefited both franchisees and staff. We predicted that Copilot could cut customer wait times by half while allowing them to view repair costs, add products, and start pickups on their own. We also believed franchise owners would find this experience attractive because it enhanced the overall customer experience as well as opened a new revenue stream for the business.
We conducted in-person interviews across regional franchise stores in Middle Tennessee, talking directly with customers to test new product concepts. We also had in-depth conversations with in-store repair technicians to identify pain points in their customer interactions.
While this research didn't reveal specific opportunities for new products or services, it uncovered important challenges for both customers and technicians. Customers expressed frustration with long wait times during device drop-off and pick-up, and found repair pricing confusing and unclear. Meanwhile, technicians struggled with customer service aspects of their role, as these interactions fell outside their core technical expertise.
This project faced key challenges: securing franchise owner buy-in and creating a solution adaptable to varying customer sophistication across regions. While Copilot generated enthusiasm from service representatives and some franchise owners who saw its potential to enhance experiences and drive revenue, we hit a roadblock when the UBREAKIFIX corporate office rejected the concept, preventing network-wide implementation. This outcome highlighted the necessity of aligning innovations with corporate strategies and the difficulties of introducing new technologies in established franchise systems.
This project taught me to align with corporate goals earlier and manage stakeholders more effectively, leading me to incorporate feedback sooner in future design processes and use leaner research methods. I learned to balance thorough research with project efficiency. Our extensive research, while insightful, delayed other critical aspects. The experience highlighted the necessity of assessing organizational readiness before proposing innovations, as Asurion, UBREAKIFIX's new owner, wasn't prepared to allocate resources to the project.
Product design