A summer-long Digital Product Management project investigating how Lowe's customers perceive value, and what we could ship to make winning at every step of the journey feel obvious.
Value encompasses a range of shopper perceptions. Our goal was to improve value perception across three focus areas.
As part of my Digital Product Management internship at Lowe's, I led a project focused on enhancing the customer value journey through digital solutions. The brief was open-ended: figure out where customers were leaving value on the table, and propose what we should build next.
The work was grounded in analytics, competitor research, and cross-functional alignment with Loyalty and Engineering. The deliverable was a recommendation set, prioritized using a RICE-style scoring model, that could feed directly into the team's roadmap.
What you'll see below are selected slides from the internship deck, restructured into a PM-flavored case study. Specific metrics and internal flows have been generalized for portfolio use.
Rather than start with a feature backlog, I started with a question: where, in the customer journey, does value perception break down? That question shaped the whole process.
The team operated on an Agile cadence, but the analysis itself was data-led: every recommendation needed to point to a metric, a pattern, or a competitor benchmark before it earned a slot on the deck.
Customer interviews and VoC data converged on the same insight: value isn't one thing. It's a stack. At the bottom, price clarity (literal dollars saved). In the middle, purchase confidence (am I making the right call?). At the top, "why Lowe's" (loyalty, identity, repeat behavior).
Each pillar maps to a different customer voice, a different pain point, and a different KPI. Putting them on a single spectrum let us decide which to invest in first based on Reach × Impact, not gut feel.
How peer retailers visually communicate price and savings on their PDPs — the patterns I benchmarked Lowe’s against when shaping the Price Clarity recommendations.
How peer retailers build confidence at the moment of decision — through trust badges, savings recaps, exclusivity, and reassurance moments in the cart.
How retailers (and a best-in-class loyalty analog) build a clear “come back to us” story — through tiered programs, value-add services, and earned authority signals.
The biggest lesson here wasn't analytical; it was relational. Cross-functional teams build the road, not the PM. My job was to translate ambiguous customer signals into a brief that designers, engineers, and loyalty strategists could actually act on.
I left the internship with a much clearer mental model: good PM work is opinionated about the problem and humble about the solution. Anchor the work in metrics, frame it for the team that has to ship it, and trust them to find the better answer along the way.
If extended, the next chapter would be picking one pillar (likely Price Clarity) and running an end-to-end A/B test on the cart savings recap to validate the V-LTR signal in production.
