As per instructions on the ASOS website, I booked in a day and time for Teamando, their preferred partner, to organise the courier pick-up for items I wanted to return. As fate would have it, the courier didn’t show up.
This scene played out six times until I finally managed to get in touch with the courier directly and organised a pick up.
During my interaction with ASOS and Teamando over the weeks, it was clear that there was no visibility across the supply chain. The lack of ownership, accountability and communication only made the experience worse.
Improve customer experience by improving supply chain performance
Supply chain performance has a direct impact on the customer experience. Hence paying attention to this part of the customer journey may help retailers improve their customer engagement.
Customers connect and interact with a single brand. They don’t distinguish between channels, partners or service providers. Remove barriers. Make it easier. Keep it simple.
Unified view of touch-points across supply chain
Provide partners with a single, integrated view of touch-points across the supply chain. This would enable retailers and its partners to have a comprehensive view of the customer journey – from purchase to delivery. This unified view also enables consistent communication with the customer as well as among partners within the supply chain.
Provide relevant and contextual information
Every interaction in a customer journey matters. Providing customers with personal, relevant and contextual information can help retailers improve engagement and provide real value to customers.
Retailers that understand the impact supply chain has on the overall customer experiences and get this formula right will be the ones to convert customers over. These brands will win by taking a holistic view of the end to end customer journey and creating experiences that resonate with their customers.
Disclaimer: Due to the sensitive nature of this project I cannot divulge details on the design, functionality or deliverables. This article is purely to illustrate the user-centered process I followed.
Of late I have been privy to presentations by a number of different agencies and consulting firms on a text book approach to designing a great Customer Experience. While it is great to know most, if not all, the process and methodologies in a user-centered approach, it may not be feasible to incorporate all of them. Certainly not all the time, or for every project.
Most often, time, budget and nature of the project will determine what methods and process you incorporate.
In the Real World
Reality is, you may not get to do user research to the extent you like. That usability testing session in the lab you were thinking about…uh uh. The focus group session you planned…nope. The eye-tracking…absolutely not.
In the real world, you do the best with what you got.
Designing the In-store Android app
I was given the responsibility of designing the in-store mobile app for a very well known Australian retailer. This app would be deployed on 1200+ Motorola MC40 Mobile Computers, used by store staff in 325+ stores across Australia.
The MC40s would replace an older device that was very different (both in terms of hardware and software) and hence the transition had to be seamless with no disruption to stores.
The one line brief given to me was “Make this better and faster to improve productivity in stores“.
State the Problem. Define Success
Early in my career, while working for an advertising agency, I learnt that “the ad is only as good as the brief“. This meant taking the one-line brief and doing a deep dive to understand business expectation and the real problem I was trying to solve.
To start of with, I conducted stakeholder interviews with top management and the different layers in store operations. This helped to understand what the business perceived as key issues.
At this early stage, it was critical to set expectations with the business and clearly define what success meant and how it would be measured.
In the user’s shoes
The next step was to immerse myself in store-land and observe users . Initially the intent was to observe users going about their daily tasks. However, after a few days I requested management team to let me be more involved and perform some of the tasks myself.
While user observations provided some valuable insights, getting involved in performing tasks provided first hand experience of what users were doing in stores. The challenge here was to sift through the various issues encountered by store staff and identify the problem areas that were the main source of all these issues.
User Journeys and Task Flows
The User Journey map illustrated the multiple touch points and the series of interactions that users had to perform. This step helped to chart the different ways users achieved their goal as well as identify any gaps in the process.
The Task Flow helped to understand the steps users had to perform for a specific activity within the app. It highlighted issues in the existing functionality and helped to prioritise functionality that was important and discard those that were redundant.
Wireframe. Test. Wireframe
By this stage I had enough information to create wireframes for the new app. Initial wireframes were sketches in my diary. I frequently conducted quick tests with colleagues who were not directly involved in this project and updated the wireframes based on the feedback I received.
Wireframes are throw away. Designed and tested to find gaps in the flow. They are not meant to be pretty and wow audiences, but to get the functionality and information architecture as best as possible.
After a couple of iterations the rough wireframes started to get well formed. At this stage, I moved on to Axure and involved Store Operations and the Java developers at regular intervals for their feedback. Axure wireframes were annotated so that I could create a functional specification that the developers could use.
Note: I have used Axure in this project, however, I have also used Illustrator, Photoshop and PowerPoint to create wireframes. The tool should not matter as long as the design and purpose is well communicated.
Prototypes were instrumented so that rather than asking users I could get real metrics on how the app was being used. (Thank you Google Analytics)
Similar to wireframes, prototypes were tested to get functionality right. They were used to identify issues and provide answers to how the app could be improved.
Note: A new version is now being rolled out to stores using this process.
The first prototype was deployed to two stores. With each iteration, the prototype was refined and deployed to more number of stores. Prototypes went through a few iterative refinements before a suitable version was rolled out to all stores.
Even today, I am monitoring, measuring and refining the app. There is a constant feedback loop to ensure the app is performing as per user expectations. There is no end to Design.
This new app is faster and better in terms of UI design and functionality. A number of issues faced by store staff were resolved including: faster page load, clean intuitive interface, less clicks and importantly consistent feedback provided to the users where relevant. Resolving these issues ensured store staff spent less time in the back office and more time on the store floors servicing customer.
In my previous post – Design for your-customers, not for trends, I mentioned that while the website design we tested provided a richer experience, it was not necessarily what customers expected or wanted from the brand. Playing in a niche market, customers directly compared the online brand experience to the brick and mortar store. The perception was that the rich experience meant increase in cost of products.
Customer feedback implied that there was a strong disconnect between the online website and brick-and-mortar stores.
Again, to be clear, this does not mean avoid providing a better experience. What it means is that user experience must add or create real value for the customer without affecting the brand image adversely. Sometimes this can be challenging.
It is this brand that customers interact with and expect the same experience at every touch point. Whether it is researching products online, buying in store or calling customer service.
Customers don’t see these channels as segmented. Hence, even though there may be multiple touch points, it is important to deliver a consistence experience that is in line with the brand value.
My take on this, customers don’t think in terms of channels, they think brand and the experience the brand provides at every interaction.