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Summary
Expanding into diverse European markets, AUTODOC PRO (phygital automotive aftersales service – digital b2b platform with in-person field support) faced a core challenge: how to scale quickly while adapting to radically different customer needs, digital behaviors, and cultural contexts—without local teams in place. Business stakeholders pushed for speed, but early attempts showed that a one-size-fits-all approach didn’t resonate. To solve this, I led the creation of a structured, repeatable market entry framework rooted in service design. Working with over 20 cross-functional teams—including business, product, UX, engineering, marketing, and market intelligence—we used JTBD journey mapping, Blue ocean strategy canvas and visual needs mapping to uncover what truly matters to customers in each market. This enabled fast, aligned, and customer-relevant go-to-market strategies, reducing time-to-market by 50% and embedding service design as a business enabler.
Key Insights
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Launching new markets without a structured process caused repetitive delays and inefficiencies, exemplified by the 12-month Germany launch preparation.
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A repeatable market entry framework that visualizes all activities and dependencies accelerates alignment across many teams and countries.
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Creating a single source of truth in a universally accessible format (Excel on Google Drive) accommodates varied digital literacy across teams.
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Deep ethnographic research with ‘extreme users’ in target markets builds authentic customer empathy even without local teams.
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Italian garage market culture emphasizes specialization over direct competition and involves close, almost familial supplier-customer relationships.
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Combining customer journey mapping and jobs-to-be-done into a hybrid framework enables a detailed, role-based understanding of complex B2B customers.
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Prioritizing customer needs by importance rather than addressing all pain-points leads to more valuable solutions for both customers and business.
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Co-creation workshops uniting product, business, marketing, and local stakeholders break down silos and create shared ownership of strategy.
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Analyzing competition through the lens of customer needs helps identify blue ocean opportunities instead of copying features.
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Service design can evolve from a support role to a strategic driver that transforms organizational processes and accelerates growth.
Notable Quotes
"My definition of service design is dancing with needs and value."
"When we first started expanding, our internal process felt like being stuck in a massive traffic jam."
"We were reinventing the wheel every time we entered a new market, which was incredibly slow and inefficient."
"We needed a scalable system and GPS that everyone could follow with clear lanes for each team."
"Our framework is our playbook, our single source of truth for every launch."
"Notice period sometimes can be more than three months for some roles, so parallel activities are essential."
"The focus isn’t on head to head competition, but on specialization and differentiation in the Italian market."
"Combining customer journey mapping and jobs to be done gave us a clear set of opportunities stemming directly from the garage’s reality."
"We are no longer just a collection of cars, we are a focused racing team ready to hit the track."
"Service design stops being just a support function; it becomes the strategic driver that transforms organizational performance."
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