Vertu makes the world’s best luxury mobile phones which come with carefully selected exclusive experiences, offers, and assistance to enhance the Vertu customer’s lifestyle. However, in a product-focussed culture services were yet to be considered as a strategic offering to increase stickiness. 

Reliance on generic market research data & negligible usage data from devices meant 

1. One offering for all customers
2. CRM initiatives were not targeted
3. Concierge service was mostly pull-based

In the hands of private equity investors, there was a renewed emphasis on services as a key offering.  

1. Significant investment into targeted market research
2. Set-up of a robust analytics platform and a workflow to cater to internal consumers - design, marketing & CRM teams
3. Sync data across systems for one-view of a user across the organisation

One of the first things I noticed when I joined Vertu was this lack of user data. With the product managements buy in, I set out to

1. Improve barriers to registration (and thereby awareness & usage of services)
2. Create a framework for efficient contextual data capture by persuasive UI design & copy
3. Add highly-visible personalization tools to increase stickiness

Key issues identified on the sign-up & login flow were fixed.

More customer data

• Information audit to prioritize information required (across different touch points) and willingness to share (user vs. business goals)
• Information elements were grouped, their triggers listed and capture scenarios were documented – spanning all contact points
• On-device interaction for requesting information/ confirming assumption documented as patterns
• Triggers added across platform & services
• Reward & recognition agreed with marketing & Concierge