Volvo Cars
Turning Service Plans into a scalable digital offer
Service Plans were already a proven digital offer in the Volvo Cars app but bringing it to .com meant solving a different challenge: making a complex after sales product understandable, comparable and effortless to purchase in an e-commerce context.
Bringing vehicle eligibility, plan comparison and guided service selection into Volvo’s web purchase journey.
From ownership service to digital product
Volvo Service Plans let customers prepay for scheduled maintenance, making ownership costs more predictable and extending Volvo’s relationship with customers beyond the initial car purchase.
The offer was already established in the Volvo Cars app. Bringing it to web created an opportunity to reach customers in a broader shopping context and test a more scalable digital sales model.
Norway became the pilot market, starting with EX30 customers. The launch aimed to validate whether customers would also discover, understand and purchase Service Plans through Volvo’s broader e-commerce experience.
My design contribution:
Designing the web journey from VIN-based eligibility to car confirmation, plan comparison, guided selection and purchase entry point.
Introducing a multi-step wizzard that gathered customer inputs and translated them into relevant plan recommendations.
Simplifying complex offer logic around plan tiers, included services, number of services, and payment options into clearer customer decisions.
Using unmoderated user testing to identify where customers felt confident, where they hesitated, and what needed to be clarified before launch.
Partnering with content design to shape copy that balanced commercial requirements with customer understanding.
Creating prototypes for stakeholder reviews to pressure-test the journey, discuss trade-offs, and align on expectations before implementation.
Aligning product, legal, technical, marketing, and commercial requirements so the experience balanced customer clarity, compliance, feasibility, launch needs, and future scalability.
Turning vehicle data into a service recommendation
The available plans depended on the car, mileage, expected ownership duration and market requirements. Customers also needed to understand the differences between plan tiers, included maintenance and payment options.
I mapped how vehicle information and customer inputs informed eligibility and service recommendations. This helped the team align on the main journey, the information needed at each step and the exceptions the experience had to explain.
Connecting vehicle data and ownership plans to eligibility checks and service recommendations.
Guiding customers through plan selection
Confirming the car
VIN-based eligibility established which offers were available for the customer’s vehicle. To reduce input effort, the journey used existing vehicle data and requested only the details needed to continue.
Comparing plans
The comparison experience brought the differences between tiers together so customers could review what each plan included.
Estimating maintenance needs
For customers unsure how many services to purchase, I introduced a guided flow using mileage and expected ownership duration to suggest a suitable option.
Choosing the number of services
The flow translated ownership inputs into a service recommendation, supporting the decision while keeping the available choices visible.
From vehicle eligibility to a guided service recommendation.
Designing a foundation for a scalable offer
The aim was to establish a consistent structure for eligibility, comparison and guided selection that could support future expansion as the underlying offers and requirements evolved.
I worked with stakeholders to account for vehicle and market requirements within that structure, balancing the needs of the Norway pilot with the ambition to extend the offer.
Learning where the confusion really was
Unmoderated testing showed that participants understood the page’s purpose and valued the ability to compare plans. They also appreciated guidance when choosing how many services to purchase.
The clearest friction was the phrase “number of services.” Several participants struggled to connect it with mileage, time and the value of the plan.
This finding informed refinements to the copy and interaction model. It highlighted where the journey needed to explain the relationship between the customer’s inputs and the recommendation more clearly.
Early adoption through web
From May 2025 to August 2026, customers purchased 142 battery electric vehicle (BEV) Service Plans through web, accounting for 4.1% of total digital Service Plan sales at the time of measurement.
The app remained the established, higher-volume channel. The web launch provided early evidence that customers would also purchase Service Plans through Volvo’s e-commerce experience.
These figures demonstrate adoption through the new channel. Further evidence would be needed to assess conversion performance and the opportunity to expand the offer.
Complex products do not always need more explanation, they need better decision structure.
The UX work was about knowing where customers needed reassurance, where the system needed to carry complexity in the background, and where design could help teams align around a scalable customer experience.
How I would use AI in this project today
Looking back, I see three places where AI could have supported this project: helping organise usability findings, exploring alternative ways to explain service count and mapping edge cases across vehicle eligibility, mileage and ownership duration.
I would use those outputs as starting points, checking research summaries against the original sessions, reviewing eligibility scenarios with product and engineering, and testing proposed explanations with customers. This could have helped me explore more options before stakeholder reviews and bring clearer questions into those discussions.