User Journey Mapping
Part 1
O ne of the main goals, not only for startups, but also for every company, is to find out the obstacles that are holding back the results and what could be done better to achieve what can be as close as possible to a 5 star service.
In this series, I’ll be sharing a scenario of opportunities we found by digging into some of the data that guides us. This first episode’s focus is on the research that was found in this data and the discoveries made, then we will look at some aspects that can be improved and the activities used to develop insights and plan strategy action. On the next episode, you will be able to see the course of action we took, the job deliveries we will do in order to solve and improve things, and the results of the whole project.
Summary
- Part 1 — User Journey Mapping
- Part 2 — How Might We Define Actions
- Part 3 — Product and Design Execution
- Part 4 — Results and Improvements
Discovery
BeeTech is a company with a really strong data driven culture. This is the decision maker here, it leads us to take action to persuit any opportunity because it was found in our data.
Our design team has easy access to these data groups and this aspect was crucial on an important discovery: we have noticed a considerable gap when the customers signed up on the platform of our main service Remessa Online.
At a certain moment of the user signup flow on our platform, there is an odd drop in the percentage of people who started the process. There are a few steps to follow and it was not clear where exactly this drop was happening. To dig into this issue we combined a quantitative and a qualitative approach.
For the quantitative aspect, the BI team developed a dashboard for our sign-up funnel and seeing in detail the percentage of users on each step of the process, it became clearer where the main drops were happening:
- At the nature type selection
- At the creation of the story
Nature type being the purpose of the money the user will send or receive, such as courses, medical treatment, services and the list goes on. The story is basically the info needed like the recipient name, bank account, money exchange and value.
With this data, we had what we needed to solve the issue.
On this dashboard, we saw that this could be a great opportunity to improve the user experience and the service we provide.
Allocating the team
We take the Bee name very serious. It´s in our culture and in the way we define things. Our teams are divided in hives: multidisciplinary squads dedicated to different purposes, like acquisition, inbound, outbound, mass payments, and so on. The performance hive is focusing its efforts on this project, and for my design team I count with a UX Designer, a UI Designer and a UX Writer.
After digging into this issue with the Senior Product Owner, Giovani Pinotti, and the hive’s UI Designer, Lucas Almeida, it was clear that it was humanly impossible to attack every aspect of the problem and solve everything at once, so I changed our focus: the new strategy was now finding out which points to attack, instead of how to attack them.
One of our newest UX Designers, Barbara Souza, started right away on this project alongside with Lucas Almeida, both having an important task planning and executing the qualitative part which includes going even deeper into the issue we found. They are really committed to the project, and I was sure it would be handled in the best way possible.
Having the squad assigned to the task, we defined how to act and established tangible objectives, focusing on one of our payment nature types, Availability, which requires no documents, and has a big percentage of users among our services.
You can check these services and know more about our payment nature types here.
Defining the strategy
Internal processes that focus on strategy always guides us here, so it couldn’t be different on a project like this. We decided all of the steps we were going to take starting with a user journey mapping, going through all of the steps on the selected nature type, and pointing out every possible problem.
We put together a board with all steps representing every screen of the process. Barbara and Lucas held sessions with different areas, including commercial, operations, CS, and marketing, gathering info based on customers feedback:
- Where they got stuck and why
- What they think is not clear enough or confusing
- What could be more intuitive
- What are the most recurrent issues
Each session was held with a different department at a time to give them space to show everything they cope every day with our customers, and time to provide us the area views. These sessions included exercises with a screen board, where representatives from each team had to put on sticky notes with every problem they could point out on each step, next to the screenshots.
We went through every aspect of the journey with everyone who participated. At the end of the day, since we talked to areas that have more contact with our customers, we had some more issues pointed out to us. I consider this to be a good thing on top of a bad one, because it allowed us to foresee all the opportunities we have in our hands to make improvements in our service.
There’s a lot of work to be done and it won’t be a simple task, that’s for sure, but the intent to decrease the number of those sticky notes and of customer’s complaints will drive our team to accomplish these quests.
As mentioned in the beginning, this article is just the first part of a series on this project. I will go through all the steps that happened and the ones that are still to come, be sure to come along.
And as always, along with all of these opportunities, we are growing, as well! You can check out our career options on the link below:
You can also see a glimpse of the work of our Design team:
#VemPraBee #GoBee
