Background

The Value Generation portal is dedicated to displaying offers and any information relevant to inform a customer care professional (CCP) to extend an offer to a cardmember (CM) calling for servicing purposes. Pre-pandemic, the total sales within the Value Generation portal generated around 1 billion dollars in revenue.

People Problem

“ I need a way of going back within an offer flow.”

Opportunity

Increase the number of offers extended by the customer care professionals (CCPs) and, consequentially, the revenue.

My Role

I was the lead product designer on the project. I validated the problem, organised and facilitated the different workshops, and created and tested the final prototype. I collaborated with a product owner, the business partners, and the tech team throughout the project.

To really understand and validate the problem, we gathered quantitative and qualitative data:

Interviews

We conducted interviews to find out why CCPs needed a way of going back within the navigation flow. We found out the following pain points:

• Lack of confidence to extend an offer because of the fear of having to start all over again.

• The possibility of Call Handling Time (CHT) metric being impacted by not being able to return to other parts of the offer flow.

• Longer wait time and impact to the cardmember servicing experience.

Quantitative Data

We reviewed how the different metrics affect the CCPs commission and found out that:

• Call Handling Time (CHT): If the length of the call is long, the CCPs see a negative impact on their commission.

• Customer First metric: If the cardmember calls back for any reason, the CCPs see a negative impact on their commission.

We decided that the data validated the people problem.

After validating the problem, I created a prototype envisioning what the solution could look like, and I came up with an initial design.

Initial Design- Hypothesis

Workshops

To validate that I was taking the right approach, I organised and facilitated two different workshops with CCPs (consumer and small business). The method used was paper prototyping.

I printed out every step of a four-step offer flow without the navigation buttons. I chose this kind of offer because it includes the maximum amount of steps an offer flow can have. I also modified some parts of the application to fit on one page and still be legible.

And navigation buttons, including the "back" button, enabled and disabled. 

Think-pair-share: I handed out the offer and the buttons and had the CCPs pair up and discuss their thoughts on the ideal navigation. We later discussed the navigation step by step.

FeedbacK

Here are some of the feedback highlights:

• "Decline" button should be as far away from "Cancel" as possible- CCPs sometimes click "Cancel" instead of "Decline" or vice versa.

• Have all the Nav buttons displaying at all times, even if they are disabled.

• Make the multistep tracker clickable, so it is easy to go back multiple steps within the offer faster than with the "Back" button and save the progress.

Final Prototype

After gathering the feedback from the workshops, and checking with the tech team what was technically feasible, I created a final prototype.

Additional Improvements

I took this opportunity not only to update the navigation but to add improvements, such as making the top stepper, sidebar, and navigation sticky.

Testing

When the final prototype was done, I scheduled a meeting with the same CCPs to review and make sure that the solution was what they expected and to receive any additional feedback. There were no changes requested for the final prototype.

Final Navigation Design

MEASURING SUCCESS

When this project launches, we are planning on looking at the following data:

• CHT before and after including the back button within the most complex offer flows.

• Number of times the CCPs click in the back button and where do they click within the offer flow.

• Number of offers extended before and after back button.

• Conduct interviews and create surveys to find out the level of confidence of the CCP as well as the overall improvement in the offer flows.