Case Study — E-Commerce Challenge
Intro
The brief of this project was to create a useful shopping experience for a local shop’s online users. During this challenge, my teammate and I chose to work with Wynwood Nomad Tribe, an ethically sustainable clothing store.
Pre-Determined Goals
My team’s goal was to determine the needs of our users in order to ideate a solution that will help them in their e-commerce experience, while keeping the business goals in mind.
Setting the Scope
First, we would conduct secondary research by analyzing the business reviews and social media platforms in order to understand their users' emotional wants and needs. Next, we would create a Lean UX Canvas to visualize and document the business problem we need to solve through the research collected (interview + secondary research). After our Lean UX Canvas, we would create a Feature Comparison Chart to identify and compare business features with the competitors and identify any market gaps.
Using our user research and feature comparison, we would illustrate the business and competitors on a Market Positioning Chart in order to pinpoint the current position of each business and to identify the gap market of where our business needs to tap into. Next, we would interview the stakeholder of the business in order to understand more about their history and what they feel are the strengths and weaknesses of their current business and e-commerce platform.
We would then conduct interviews (qualitative and quantitative) with users in order to understand their shopping habits and to identify their pain points through the online e-commerce process. Next, we would synthesize our insights and discoveries through Affinity Mapping, followed by creating our Value Proposition Canvas — to identify the pains and gains of our users and JTBD (jobs to be done) to ensure the product is aligned their values and needs.
In the Define stage, we would create our User Persona to represent the mental models of the majority of our users, followed by a Journey Map that that would illustrate the steps and emotions the user would experience through the business’ current e-commerce site. Then, we would create a Task Analysis to break down the step by step of the users' main task in order to identify areas of opportunities and how we can approach these challenges.
After completing our Task Analysis, we would then create an outline of the current site map of the business to audit its current structure. Then, we would conduct a Heuristic Analysis to find out the errors users experience with the current e-commerce product. This would be followed by finishing up our Value Proposition Canvas and finalizing our framework for the JTBD.
At this point, we would come up with our Problem Statement and begin ideating our HMW’s (How Might We…). We would then use the MoSCow Method to identify the must-have features, followed by creating our MVP (minimum viable product) to resolve our user’s biggest unmet needs. Next, we would ideate the Success and Failure Metrics to gauge our MVP’s success.
In the Design stage, we would start by creating an Interactive Design (IxD) for the main scenario we want users to ideally experience (also known as the happy path). In addition, we would create an Updated Site Map to be used for testing our interactive design. Next, we would sketch out a Low-Fidelity Prototype and conduct usability testing to receive data (qualitative and quantitative) and highlight the problems found within the prototype. We would then use the information in order to build our Mid-Fidelity Prototype through sketches, then make it interactive through Invision and conduct more testing.
Lastly, we would create Success and Failure Metrics to test and analyze the future progress of their business e-commerce. We would share our key takeaways with the stakeholder and then provide them the next steps they could take towards improvements that can be beneficial for their users and business needs.
Discovery Phase
Upon initial search of Wynwood Nomad Tribe on Google, it became confusing to figure out what their actual identity was. In the search query list, the first link pops up as Nomad Tribe, without the mention Wynwood. When I clicked on the link, it took me to an online store which had similar products and the same logo as the webpage the link the right (see photo) took us to.
We discovered at this point that the link on the website tab (Wynwood Nomad Tribe) is their current site. When we arrive on the main screen, the website sends hot pink and confusion on the products they are trying to sell to consumers. The overall flow of the website was not cohesive (fonts, layout, etc.)
After analyzing the website, we wanted to conduct secondary research to find out more about who Wynwood Nomad Tribe is and what their relationship is to Nomad Tribe: Were they two separate companies? Were they transitioning?
Good quality clothes, fab concept, cool spot.
During our secondary research, we found out that the company had an excellent 4.6 rating through Google reviews. This information (and from their social platforms) helped us to identify real users and their emotional connection to the brand.
“Very unique clothing and accessory store where you’ll find unusual items…one of the many retailers to check out in the Wynwood area.
Lean UX Canvas
After our secondary research is gathered, we mapped out the issues our business was facing and identified what they needed to do in order to see growth in users and revenue. If the business wanted to see changes in customer behavior they needed to 1) increase their user online purchase sales, 2) increase reviews on Google and/or on their e-commerce platform which would also 3) increase user traffic in-store.
In step 5, we ideated solutions that we felt would benefit our target users such as an online fit guide (to build trust), having products with proper descriptions and photo representation, as well as making the online check-out process user-friendly.
Competitive Feature Chart
Next, my teammate and I came up with top features that we can use to compare with our competitors to find the gap in the market. What we discovered was that Wynwood Nomad Tribe was not as innovative as its competitors. There was no fit guide, free returns, which placed them at a bit of a disadvantage.
Market Positioning Chart
After we figured out what features Wynwood Nomad Tribe had disadvantages in (most advantages they had already existed in every competitor), we then began to plot the location of each business on the market positioning chart. What we discovered was that most of the competitors were very eco-conscious and innovate. Although Wynwood Nomad Tribe’s e-commerce site wasn’t as competitive in innovative, rather traditional, we discovered they had an advantage in being very social-conscious. As a result, my teammate and I realized that the gap market is an innovative platform that focuses heavily on providing users with a social-conscious message.
Stake-Holder + User Interview
Still in the discovery phase, we wanted to find out more about Wynwood Nomad Tribe from someone who knew the business well. We were fortunate to meet the owner, Pedro, who was very open to telling us about the brand’s history, success and failures and where he wants his e-commerce and business to go.
Speaking to him directly helped us to understand the difference between Nomad Tribe and Wynwood Nomad Tribe. According to Pedro, the business recently changed management, but they want to keep the same concept as Nomad Tribe. We sent Pedro a questionnaire to fill out, and here are a few discoveries we found out:
“My business goals is to offer an amazing vibe for customers in our shop and to provide them with the best conscious fashion and sustainable fashion items.”
When asked what the strengths and weaknesses were currently, he stated:
“Our strengths would be our concept and quality. Our weakness would be inventory because we are in the slow fashion movement so we manage just a little inventory.”
Lastly, he was asked what he considered to be the most important aspects of the business:
“We believe in the product that we have and the concept that we represent. We believe our message is really strong and all the bands that we carry believe in the same thing.”
We discovered a lot from the questionnaire and also speaking to him in person provided us clarity on the brand. We found out that his business was in the middle of transitioning and that their e-commerce site was only 2 weeks old so he was not generating sales. However, we did find that he wants to focus on his online store since he has over 2,000 products. We realized a lot of work needed to be done to get him to where he wanted to be and remain competitive to other sustainable brands online.
After conducting the interview with the stakeholder, we spoke with users and who revealed that some of their gains were that they enjoyed the ability to touch and feel their products, they shop based on their style or design and when shopping they really are looking at the quality of the item.
Value Proposition Canvas
Next, we filled out a Value Proposition Chart in order to identify the pains and gains of our users and the JTBD (jobs to be done) so that we can make sure our product was what our users really need. Some of the main pains users were experiencing shopping online was that sizing issues can occur, not being able to touch or feel the product right away and online shopping can take a while for the item to be received. As a result, we came up with some pain relievers which was to provide users with a clear fit guide online, create a filter system that will help with a faster check out and to provide clarity on the brand.
User Persona & Journey Map
Once we gathered all of our data from the interviews and research and discovered our user’s main pain points and needs, we then created a user persona that highlights our main user’s mental model: Shopaholic Sandra. Sandra wants an online shopping experience that helps her easily find products custom to her size and that is quick. She is a freelance artist that’s on the go and wants her items quick.
Once our user persona was created, we began to build out our user journey map that would depict the user’s step by step experience using the business’s e-commerce site. We discovered that while they have an interest in the product, it may take them a while to find what they need. The second issue was not having a fit guide to know if the product will fit, which creates annoyance for users. Lastly, users may experience apprehension once they purchase an item due to the lack of trust built from the beginning of their online experience. The pain point was the time they would receive their product and not knowing much about the brand.
What we realized was that the business needed to stand out from Nomad Tribe, while trying to keep up with these innovative features that would set them up for success with users.
Task Analysis & Site Map
At this point in the process, we wanted to break down the user’s step by step task with a flow chart. My team member created this Task Analysis chart, which will show what the outcomes of each action would bring from the initial visit of the website to the end process of purchasing an item. This helped us to locate the happy path we wanted our users to experience.
Next, we worked on the site map to get it organized so our users could easily find what they are looking for online. In the Before photo, there were accessories that were not in the accessory section, so we removed those secondary tabs in each section. Then, we added an ‘About Us’ section, so that users could know more about who Wynwood Nomad Tribe was. Additionally, we had separate pages for the mission of the company and more about the recycling program they offered. These changes will help users locate information easier and want to dive deeper into who the company is and what they stand for.
JTBD (Jobs To Be Done)
Later in the process, we came up with our JTBD, which would be the framework for what we wanted to fulfill for our users.
“When online shopping, user wants to buy something that’s ethically sourced so that they can feel good about their purchase…”
Problem Statement
After our JTBD was concluded, we wanted to identify the problem statement, which told us a little about the business and what the main problem areas were:
“Our store was designed to make ethical & sustainable fashion more accessible & desirable. We have observed that our website is not providing customers with brand clarity, design functionality, or complete product information which is causing a decrease in online sales revenue, social following and customer traffic.”
Then, we turned our problem statement into the HMW (How Might We) statement so we can understand how we can approach a solution:
“How might we build trust in our website so that our customers are likely to purchase our products online, follow us on social platforms, and recommend us to their network?”
The Solution
Once we identified the three main pain points, my teammate and I began to ideate solutions. After sorting out our solutions using the MoSCow Method, we were able to find our must-have features and should-have features for the future. We found that having a streamlined checkout was important for our users who loved to shop and receive their items quickly. We also found in-store pickup to be important for users who wanted the ability to touch and feel their product, while also having a fast delivery. Lastly, we discovered that our users wanted to feel the trust of purchasing an item online. As a result, we knew that our MVP (minimum viable product) needed to have a size-guide so that they can feel secure in their purchase online.
“A socially conscious website with clear fit goals for clothing, quick check out functionality, and clearer representation in photos and description of products.”
Prototypes
Now that we knew our MVP, my teammate began to sketch out a low-fidelity prototype in order to conduct quick and easy user testing to find out if our product was viable. During our user testing, we wanted to see if users would easily navigate our prototype from choosing a product all the way to check out (See active prototype by clicking here).
We found a few problems and some aha moments that gave us insight on changes we needed to create. One user found problems with our scroll down feature in the sketch, so my teammate had to make some adjustments to make it visible. A surprising moment was seeing that most of our testers did not use the filter feature on the side, which we assumed users would enjoy.
Once we acknowledged the issues our users faced and finished testing our low-fi prototype, my teammate began to build a high-fidelity prototype. We then tested again and found users to be successful with the checkout process.
Success & Failure Metrics
To conclude our e-commerce challenge, we wanted to set up success and failure metrics so that we can know whether our changes to the e-commerce system is successful or not. If we see an increase in online sales, for example, we know that user activity is increasing. On the other hand, if we see consistent negative feedback on social platforms, we know that we need to dive deeper and find out what the issue is and find a solution.
Key Takeaways & Next Steps
My key takeaway from this challenge was to understand the importance of the e-commerce system and how it has shaped the way we shop. Most importantly, for Wynwood Nomad Tribe, it was interesting to see how this project could help change their business and for them to see what users have to say from a different perspective.
In the beginning, we were faced with the confusion about who Wynwood Nomad Tribe was, however, once we began to do research, my teammate and I was able to figure it out and create a Minimum Viable Product that would help Pedro (our stakeholder). It is amazing to see how all of these steps are key to creating a product that users want and need.
