Business Design Customer Experience Fleet & Mobility

TEB Arval
Rethink Value:
Make value visible.

In fleet leasing, buyers often compare monthly rates. Redesign helped TEB Arval, part of the BNP Paribas group, define the value it creates beyond the rate, put that story in front of buyers in a Customer Advisory Board, and turn it into how its teams sell, serve, and work.

The Challenge

A long relationship.
A short price conversation.

Corporate fleet leasing is a multi-year relationship. Vehicles are delivered, maintained, repaired, replaced, and eventually remarketed, and every one of those moments shapes how a customer sees its leasing partner. Yet procurement processes tend to reduce the choice to a monthly price per vehicle, and much of the value created during the contract stays out of view.

TEB Arval wanted a value proposition its sales teams could explain, its service teams could deliver consistently, and its leadership could measure. Not a new slogan, but a shared answer to one question: what does a customer actually gain by choosing us, and how do we show it?

That made it a business design challenge as much as a marketing one. The answer had to connect customer research, sales conversations, service operations, data, and company culture.

How We Worked

Research first,
then a program to act on it.

The engagement ran in two phases: a research-led value definition in summer 2026, followed by a 16-week activation program that TEB Arval chose to continue with Redesign through the end of the year.

01
Research: Inside the company and with customers
32 in-depth interviews across leadership, sales, operations, finance, and people functions, combined with 10 interviews with corporate customers and a review of the competitive landscape. The aim was to compare the internal view of the company's strengths with the value customers described in their own words.
02
Value definition: A tiered value proposition, built with leadership
Findings were synthesized into a tiered value proposition that moves from the fundamentals every fleet buyer expects to the long-term partnership value that is hardest to prove. Each tier was paired with proof points and candidate KPIs, then tested and refined in workshops with the management team and the sales organization.
03
Activation: Six workstreams, one program
Workshop ideas became a structured program with client-side product owners and monthly steering reviews. Redesign led six workstreams: winning behaviors defined at three observable levels and tested in employee focus groups, sales and marketing materials rewritten in the language of the value proposition, a Customer Advisory Board, a proactive and data-driven quality model, a driver-first approach to remarketing, and a customer and fleet cockpit that brings portfolio, KPI, and fleet lifecycle views onto one screen.
Customer Advisory Board

Put the value story
in front of buyers.

To test the value proposition outside the company, Redesign designed and moderated a Customer Advisory Board for TEB Arval in October 2026. Corporate fleet decision makers from finance, procurement, and people functions sat at a single table for two moderated sessions under the Chatham House rule, while the TEB Arval team listened from the side.

The session was built as research, not a hospitality event. Participants completed a pre-session survey, then ranked value cards on their own before the value proposition was revealed, so their priorities were captured without being led. The second session moved from today's value to fleet and mobility needs in 2030.

Redesign turned the session into two reports: a confidential research report for TEB Arval with findings and cross-functional actions, each with an owner and a first output, and a separate anonymous summary for participants. The findings sharpened which parts of the value proposition lead in a sales conversation and which ones customers treat as a given.

The Outcome

A value story the whole
organization can run on.

32 + 10
Internal and customer interviews behind the value proposition
6
Workstreams led by Redesign, from company culture to a customer and fleet cockpit
16
Weeks from program kickoff to year-end close, with monthly steering reviews

Leadership adopted the value proposition and decided to continue into a follow-on program within weeks of the final workshops. Deliverables include a defined set of winning behaviors with observable criteria, tested with employees across the company; sales materials rewritten around customer outcomes; a Customer Advisory Board with owned actions; a proactive quality and CX model; and a customer and fleet cockpit design now moving into development.

The program was built so that value is not only a marketing message but a shared language, with sales, service, people, and finance teams each owning part of how it is delivered and measured.

Customers comparing you
on price alone?

Redesign's Business Design practice turns customer research into a value proposition your teams can sell, deliver, and measure, then stays to put it to work.

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