How might we reduce range anxiety to increase the adoption of Electric Vehicle (EV)?
EVWhere
This is a winning solution for Kellogg Design Challenge 2023 in which I led a multidisciplinary team of Carnegie Mellon University master's student. Our solution help Nissan to solve the chicken-and-egg problem between the ownership of Electric Vehicle (EV) and the availability of EV charging stations.
Role
Team Leader, Designer, Researcher
Duration
3 months (January - April 2023)
Team Composition
6 people (designer, researcher, engineer, business analyst)
Project Context
Kellogg Design Challenge (KDC) is the largest business design case competition across MBA programs globally, held by the Kellogg School of Management, Northwestern University. Each year they partner with a sponsoring company to produce actionable insights for a complex challenge leveraging human centered design and business acumen.
The sponsor of year 2023 was Nissan, with the main theme “Accessibility and Sustainability in Mobility”, and final prompt “How might Nissan reimagine existing transportation systems to better serve the mobility needs of global users?” Through our innovative solution, we clinched victory as the 2nd Winner, and became the only team from Carnegie Mellon University to came home with a prize.
The Snippet
Summary of the process, mapped on the Double Diamond framework:
Design Activity
Non-design Activity
Input/Output
The Story
The whole process, divided by each stage on the Double Diamond. Click to jump to each stage.
Discover Context
Innovation Plan
The first round of competition was selection of 12 semi-finalists from all participating teams. To do this, all teams are required to submit their Bio, Motivation to join the competition, and an “Innovation Plan”, which has to answer these three questions:
WHO are the relevant user groups and stakeholders?
WHAT dimensions do you think might matter in your sampling range of people, environments, activities, and topics?
HOW will you get at this understanding and maximize your chances of finding insights utilizing design thinking?
Along with the questions that we have to answer, we were given a main theme of “Accessibility and Sustainability in Mobility”. We decided to understand the context surrounding this topic first, and then do further analysis to answer the given questions.
From our desk research, we found out that “Accessibility and Sustainability in Mobility” can be classified into several main topics, such as Transportation Mode (Private, Public, Shared) and User Demographics (Generation, Purpose, Location). We use these findings to guide us to answer the given questions.
Discovering the context around “Accessibility and Sustainability in Mobility”
Discover Context
Stakeholder Mapping & PESTLE Analysis
To answer the question of “WHO are the relevant user groups and stakeholders?”, first we employed the Stakeholder Mapping method. We identified that there are at least 4 key stakeholders: Buyers, Users, Industry (vehicle makers) and Government. We distinguish Buyer and User because we realize those two might differ; for example, Buyers might be the parents who buy a car for their children, the Users, and vice versa. Furthermore, besides the Industry or the vehicle makers such as Nissan, we believe that Government is an important stakeholders because they regulate the vehicle industry. For example, some countries might have higher EV adoption because their policy incentivize it.
From the desk research, we found out that Nissan’s biggest market are: US, China, Japan, and Europe. We use these 4 biggest market as our focus in answering the question: “WHAT dimensions do you think might matter in your sampling range of people, environments, activities, and topics?” by using the PESTLE (Political, Economic, Sociological, Technological, Legal and Environmental) analysis.
PESTLE analysis in Nissan’s biggest markets (US, China, Japan, Europe)
Finally, by combining the result of the Stakeholder Mapping and PESTLE analysis, we managed to identify potential user groups for this particular theme, which are Aging Drivers, First-Time Purchasers, and Individuals Valuing Self-Expression.
Our Innovation Plan got us selected as one of the semi-finalists. See what we submitted below.
Our Innovation Plan submission which answers the 3 questions. Each slide answers 1 question.
Reflection
In the end, we didn’t use the User Groups that we have identified in this stage as we found them irrelevant to the final defined problem. If it’s not a requirement from the competition, I wouldn’t identify potential users this early in the process either, because it might lead to confirmation bias in the later stage.
Define Problem
Survey
Once we got selected as one of the semi-finalists, we were given a more detailed prompt from Nissan, which was: “How might Nissan reimagine existing transportation systems to better serve the mobility needs of global users?” We were also given a limited timeframe; the solution must be feasible to be developed within the next 10 years.
Although at this point we have done plenty of desk research, we realized they were not enough to define the “needs of global users”. What do the users really need? To answer this problem, we have to do actual user research.
Since we have no idea where to begin, we decided to start broad. We want to find out the user’s demographic, behavior, and attitude regarding transportation and mobility. We achieve this through distributing a survey to users in Nissan’s biggest market, the US and China. In the end, we managed to get 151 responses, 82 from US and 69 from China.
We analyzed the survey responses by mapping them on a Miro board, identified the conclusion of each question, and find connection between each conclusion. These are some of the insights we got from the survey:
Insights we got from Survey.
Reflection
The survey consists of 26 questions, and honestly we already felt that it was too long (it requires at least 7 minutes to complete). In the end, we were proven correct because some questions are redundant, meaning that they yield the same conclusion. We could have gotten away with shorter survey, and maybe with that we could get higher response rate.
Define Problem
Expert Interview
Through the survey, we can conclude that car is still the primary mode of transportation. However, this still hasn’t answered the competition’s prompt. How can we reimagine car to better serve the users’ needs? What exactly do we need to reimagine?
This, along with the fact that the prompt was quite challenging in a way that they expect us to “reimagine” transportation, but at the same time limit the solution development up to 10 years, required us to sought expert’s insights. We realized that none of us were experts at car and transportation, and we need the experts’ feedback to find out their current and possible future state.
We consulted experts such as Professor Rajkumar, who teaches Autonomous Vehicle (AV) technology in the CMU’s Department of Electrical and Computer Engineering; and Karen Lightman, a transportation policy expert and executive director of Metro21: Smart Cities Institute. Through our discussions with these experts, we learned that:
Insights we got from Expert Interview.
Define Problem
User Interview
Through our discussions with experts, we learned that EV is more feasible than AV in the given 10 year time frame. Furthermore, our decision to focus specifically on EVs was influenced by the fact that Nissan was the first automaker to introduce a mass-produced EV to the market with the launch of the Nissan Leaf in 2010.
However, the expert interview didn’t give us clue on how to “reimagine” the current EV. We don’t know yet what kind of problems that EV users encounter, or more broadly, why non-EV users haven’t adopted EV yet. These kind of questions can only be answered by talking directly to users, and that was exactly what we did.
We managed to interview 13 people: 7 EV users and 6 non-EV users. To non-EV users, we mainly asked about what they look for in a car, and why they haven’t considered EVs. To EV users, we asked them how was their experience and the challenge they encountered as EV users.
Data from user interview. Slide 1: EV user; Slide 2: Non-EV user.
Insights we got from User Interview.
Reflection
While the insights were proven substantial for us to win this competition, the process itself was far from perfect. Ideally, we we planned to only interview users in Nissan’s major markets, especially the US and China. However, the lack of time and other limitation forced us to improvise and include participants from other countries. If we have the resources, I think it would be more consistent if we only interview people from US and China, the two countries we surveyed.
The user interview concludes the problem definition phase. From the broad prompt of “reimagine transportation system”, we managed to narrow it down to “reduce range anxiety to increase Electric Vehicle (EV) adoption”. The slide below is our problem definition phase in a nutshell:
Summary of the problem definition phase
from the initial prompt of:
How might Nissan reimagine existing transportation systems to better serve the mobility needs of global users?
to the final defined problem:
How might we reduce range anxiety to increase the adoption of EV in 5 years?
Develop Ideas
Ideation Workshop
Defining the problem meant we have found the right problem to solve, but that’s only half of the challenge. Next, we need to find the right way to solve it. We begin this process by ideating internally among ourselves. During one of our meetings, we held a workshop session where each of us contribute at least one idea to solve our defined problem.
Some of the ideas from the ideation workshop
We went around and think of the pros and cons of each idea. This resulted in these top 4 ideas that we consider as our solution. At the end of the session, we picked Community Charging as the most promising idea. We would validate this idea further through Concept Testing with the users.
Top 4 ideas from the ideation workshop
Develop Ideas
Concept Testing
Equipped with out most promising idea, we went back to the users whom we previously interviewed and ask for their feedbacks. We do it through interview and describe the idea with a storyboard.
This concept is basically a platform that connects EV drivers to EV charger owner. To realize this solution, we need both sides of the market, the demand (EV driver) and the supply (EV charger owner). Therefore, during the Concept Testing, we asked the user to imagine themselves as both:
What do you think if you were the EV Driver?
What do you think if you were the EV Charger Owner?
The Concept Testing was met with positive feedback. This confirmed our hypotheses that this idea could work, and kicked us off to the next phase: Solution Delivery.
Users’ feedback during the Concept Testing session.
Reflection
Compared to previous problem definition phase, we didn’t spend as much time in this ideation phase. This is mainly because we were already close to the final pitching day and need to start developing the solution as soon as possible. If I were to do it again, I’d spare a more time during this phase, and do more comprehensive Concept Testing and ask more specific question. By doing this I believe we can clarify doubts and discover unknowns earlier in the process, which will make the solution delivery phase more efficient.
Deliver Solution
User Journey Map
Before we jump into solution making, we need to figure out the journey of the users when they’re using our product. What are all the processes that they need to go through? How will they interact with the product throughout the process? What touch points are needed? We can answer all of these questions by creating User Journey Map.
User Journey Map
Through the User Journey Map, we can identify the touch points between Nissan and the users, both EV Drivers and EV Charger Owners. Essentially, there will be 2 different touch points: Service and Product. Service will be provided for charger installation and to promote signing up as EV Charger Owner; while Product is the platform that will connect EV Drivers and EV Charger Owners.
For the Product, besides a mobile app, an in-vehicle app is needed to accommodate the EV Drivers. Essentially, EVWhere will consist these components: Product (In-vehicle app, Mobile app), and Service (Charger Installation).
EVWhere touch points
Deliver Solution
User Flow
As we have figured out through the User Journey Map, the solution consist of three main touch points: car app, mobile app, and the EV charger itself. To make solution designing process more streamlined, we mapped the user activities across all of those touch points--which activities goes into which product?
By answering this question before designing the product, we can ensure that the flow make sense and all of the users’ needs are well accommodated.
User flow across 3 touch points: Car, Phone, EV Charger
Deliver Solution
Branding & Design Guideline
Finally, it’s time to think about the final looks of the solution. Branding is an especially important factor for this project, as it will be the main selling point during our final pitch presentation.
Since our solution is a platform product tha connect both sides of EV users, we want the name to represent EV. Additionally, the solution increase the amount of accessible EV chargers, making it “everywhere”. Thus, we combine both word and initially named our product as “EVerywhere”. Through multiple iteration of the logo, we decided that “EVwhere” is better as a product name, while still represents the meaning we intended.
Iteration of the product’s name and logo
Final EVWhere logo & app icon
To make the overall design coherent, we created a simple design guideline inspired by Nissan brand guideline. One example is the use of red as the primary color, similar to Nissan’s branding. Furthermore, we made sure that the design guideline is accessible by testing it through a WCAG checker.
EVWhere design guideline, inspired by Nissan brand guideline
The design guideline met the WCAG AAA contrast requirement
Deliver Solution
Final Solution
EV Driver
Low battery notification
When an EV is low on range, the driver will be notified. They will be redirected to EVWhere to find the nearest charger.
Nearest charger
EVwhere will show chargers within 1 km proximity. User can also modify this result through filter & search.
Book charger
Driver can review the charger information and book the charger before they arrive.
Start charging
When driver arrive at the charger, they scan the charger with their EVWhere app to start charging.
Why QR code?
Using QR codes allows pre-existing Nissan charger owners to easily join the EVWhere platform. Instead of having to install a new charger that is connected to the platform, they only need to attach a QR code sticker to their existing chargers.
Monitor charging progress
Driver can monitor the charging progress, including range and duration left. This enables drivers to do other activities while waiting for their cars to charged.
See charger information & contact charger owner
Driver can also access the charger information, including the option to contact the charger owner, in case anything happen with the charger.
EVWhere empowers Nissan EV driver to drive further.
EV Charger Owner
Receive booking request
When an EV driver book one of the EV owner’s charger, the owner will be notified through the app.
Accept request manually... or automatically
Owner can choose how to accept charging request. Automatic request may work better for chargers in public area, while manual would work for private location such as home charger.
Monitor charger usage
Through My Chargers, charger owners can monitor their chargers in real time. They can also change the charger information if they need to.
EVWhere empowers Nissan EV charger owner to maximize their charger utilization.
Reflection
We only developed the solution at a concept level, since it is what was required by the competition. However, if this were going to be a real product, there are some technical and operational feasibility problem that we need to solve first; such as the feasibility of operating EV charger from mobile app; or how to solve privacy and security problem since most EV chargers are located within a private house area.
Result & Impact
Impact
Desirability alone cannot sell this solution, and as it is still essentially a business competition, we tried to simulate the impact that this solution would generate, especially for Nissan.
By implementing EVWhere, Nissan would add around 276,000 EV chargers to its network. This resulted in about $37 Billion cashflow added, based on 25% royalty to Nissan from the charger owner’s profit.
Projected benefit of EVWhere by 2030
Last but not least, we knew that in the long run, EV will be the sustainable option for personal vehicle. Unfortunately, the EV adoption itself has been met with resistance from potential customers because of its fundamentally different refueling system. Previously, we have to solve this by expanding the EV charging infrastructure; we have to increase the amount of EV chargers to increase the amount of EV drivers.
With EVWhere, we can solve both problems simultaneously. It leverages on the network effect; the more people who use it, the more benefit it will bring to all users. There will be no longer chicken-and-egg problems. EVWhere creates both chicken and egg at the same time.
Result & Impact
Result
Our team went on to win as the Runner Up of the competition. One of the judges from Nissan told us that increasing the EV chargers infrastructure is one of Nissan’s current focus at that time, meaning that we have solved the right problem. Furthermore, he said that his team was also considering a similar idea to ours, meaning that we also solved the problem right.
Our team, Car Genie, with the judges from Nissan and Northwestern University
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