Objective

AT&T salespeople did not really understand what made Asurion's ProTech different from a standard protection plan or generic tech support, so they treated it like one more spec they had to hit in an already-long sales pitch. The real issue was not consumer rejection. ProTech was being pre-rejected by salespeople who assumed customers would not be interested. Changing enrollment required changing what the salesforce understood, believed, and repeated in the live retail conversation.

Strategy

The strategic move was to stop treating ProTech as a passive product message and start treating it as a retail-channel conversation problem. We rebuilt the story from field observation, including retail ride-alongs with regional account managers, visits to the ProTech support site, qualitative consumer research, and quantitative message testing. The winning approach reframed ProTech away from insurance-style protection and toward personalized expertise: easy answers to your toughest tech questions, a tech expert on-call to help with your device. The communications architecture was designed around how salespeople actually learn from each other, through downtime, sales wraps, and informal peer conversations.

Results

The work gave Asurion and AT&T a research-backed go-to-market system, with validated benefit claims, a sharper sales story, a practical conversation flow, and a communications architecture built around the real behavior of AT&T retail salespeople. ProTech went from a difficult-to-explain add-on to a clearer, more motivating sell. Client conversations following the engagement pointed to stronger salesforce engagement and improved in-store ProTech conversations.