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HUK-Autowelt Redesign

Relaunch of HUK-Autowelt: a platform for buying and selling cars that moves the brand closer to parent company HUK-Coburg while staying distinct

Client

HUK-Autowelt (in coordination with HUK-Coburg)

Industry

Automotive

Timeline

Jan 2025- Apr 2025

Technologies

Summary

Relaunch of HUK-Autowelt: a platform for buying and selling cars that moves the brand closer to parent company HUK-Coburg while staying distinct — with measurable impact on conversion and customer satisfaction.


Key data

Role: Design Lead

Client: HUK-Autowelt (in coordination with HUK-Coburg)

Team: Cross-functional, with an external agency for parts of the marketing assets

Scope: Trade-in flow, sales shop, content & tone of voice, marketing materials


Challenge

HUK-Autowelt needed a modern, contemporary look — one that clearly echoed parent company HUK-Coburg without losing its own identity. The platform serves two core audiences with different needs: users who want to sell their car, and those looking to buy one.

The biggest hurdle wasn't visual — it was organizational. Different stakeholders brought in different, sometimes conflicting requirements. These had to be made visible, understood in their interactions, and reconciled into workable compromises before any redesign work could begin.


Process

  • Alignment workshops with all stakeholders to consolidate requirements, surface conflicting goals, and work out solutions or compromises together

  • Analysis of existing user data to identify friction points and drop-offs in the current customer journeys

  • Derived concrete design solutions from both strands of input


Solution

  • Complete redesign of the trade-in flow (selling a car to HUK) and the sales shop (buying a car)

  • Reworked tone of voice and content across the core journeys — friendlier and more user-oriented instead of formal and distant

  • Adapted and redesigned various marketing materials, partly in close coordination with an external agency


Results


Metric

Before

After

Conversion rate, trade-in flow

0.5%

2.3%

Phone/email inquiries, sales shop

+30%

Click-through rate PLP → PDP

+247%

NPS

−60

+50


Learnings

A suggestion based on what you described: "The biggest lever wasn't the visual redesign itself, but surfacing conflicting stakeholder requirements early — that avoided later course corrections and built trust in the project."

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