Client
Vodafone is a British multinational telecommunications conglomerate. It owns and operates networks in 25 countries, and has partner networks in 47 further countries. It is the third biggest mobile operator in the UK with 21% market share.
I was contracted in February 2018 to redesign the entire IoT website and help increase the conversion of their IoT devices.
Meet the team
I was part of a small task force lead by a Kanban Master. We worked in an Agile Workstream which structured our work into short weekly Design Sprints with quick releases and iterations.
My role in this project was to gather information and distill insights along with the lead UX designer. Once the research work was done I was responsible for designing and presenting the high fidelity concepts to the various internal team members and the stakeholders.
I was part of a small task force lead by a Kanban Master. We worked in an Agile Workstream which structured our work into short weekly Design Sprints with quick releases and iterations.
My role in this project was to gather information and distill insights along with the lead UX designer. Once the research work was done I was responsible for designing and presenting the high fidelity concepts to the various internal team members and the stakeholders.
The Brief
In June 2017 Vodafone launched their range of IoT devices called “V by Vodafone. Since launch, the site has had a low conversion rate of 0.002%. The goal of this project was to increase this conversion rate to 0.02% or an increase of 900%.
The Problem:
• Gain a better understanding of the issues on the website and improve usability.
• Improve user experience by simplifying the content and improving clarity of products.
• Increase user interaction and retention.
• Create an experience that is not congested or complex.
• Allows the customer to fulfil their objectives easily in a limited number of steps.
• Increase the conversion rate.
Key Performance Indicators:
• Task success rate.
• Increased time spent on certain pages and average page view.
• Increased “Add to Cart” interaction.
•Increase conversion rate to 0.02% or an increase of 900%.
The Problem:
Vodafone had launched a marketing campaign for these IoT products using email, SMS and televised ads with Martin Freeman.
Their campaign managed to raise the awareness of the range and traffic on site but there was no effect on sales with an average 0.002%
conversion rate.
Their campaign managed to raise the awareness of the range and traffic on site but there was no effect on sales with an average 0.002%
conversion rate.
We were tasked with optimising the IoT website to increase Conversion Rate.
The Goals:• Gain a better understanding of the issues on the website and improve usability.
• Improve user experience by simplifying the content and improving clarity of products.
• Increase user interaction and retention.
• Create an experience that is not congested or complex.
• Allows the customer to fulfil their objectives easily in a limited number of steps.
• Increase the conversion rate.
Key Performance Indicators:
• Task success rate.
• Increased time spent on certain pages and average page view.
• Increased “Add to Cart” interaction.
•Increase conversion rate to 0.02% or an increase of 900%.
Research: Consumer
Vodafone provided us with existing research materials which we took insights from.
• The different markets (UK, France, Spain, Italy and Germany) sent us market data for the past 6 months. The data showed us all conversion, sales and campaign led traffic.
• They also provided us with a series of survey results, outputs of usability testing documents and focus groups reports that gave a lot of valuable information. We believed that understanding our customers would be key to finding out why the sales were so low.
We distilled the quantitative and quantitative data and created a list of recommendations. We also categorised into 5 groups and then prioritised the content of each group:
• Give me confidence
• Reduce page length
• Focus on sales
• What does it do?
• General usability
Once the prioritisation had been completed we had several sessions to plan the sprints, agree on ways of working and the measures of success.
• The different markets (UK, France, Spain, Italy and Germany) sent us market data for the past 6 months. The data showed us all conversion, sales and campaign led traffic.
• They also provided us with a series of survey results, outputs of usability testing documents and focus groups reports that gave a lot of valuable information. We believed that understanding our customers would be key to finding out why the sales were so low.
We distilled the quantitative and quantitative data and created a list of recommendations. We also categorised into 5 groups and then prioritised the content of each group:
• Give me confidence
• Reduce page length
• Focus on sales
• What does it do?
• General usability
Once the prioritisation had been completed we had several sessions to plan the sprints, agree on ways of working and the measures of success.
User Stories
While the planning was underway Rob, Ben and myself started creating the user stories that would constitute our backlog for the project. Each user story was created with our prioritised and categorised user feedback
Design Phase
Once the research phase was completed and we had a created a backlog and sprint strategy we started design phase. Rob and I ran a few short sessions where we sketched wireframes on a while board. We were able to draw our ideas quickly, discuss them and iterate them straight away. Once we agreed on the structure I went on to design the concepts.
Working with Sketch and Invision proved to be a winning combination. I was able to produce the designs fast and prototype them in order to present them to the shareholders at the end of each sprint. We then pushed the designs to development to release them as fast as possible so we could measure the improvements via A/B testing.
The prototype also proved to be helpful for the development team’s comprehension of each function and where CTAs linked to. A plugin for Sketch (Sketch Measure) also helped create HTML files and export automatically all assets which made the whole handover to development seamless.
Once the research phase was completed and we had a created a backlog and sprint strategy we started design phase. Rob and I ran a few short sessions where we sketched wireframes on a while board. We were able to draw our ideas quickly, discuss them and iterate them straight away. Once we agreed on the structure I went on to design the concepts.
Working with Sketch and Invision proved to be a winning combination. I was able to produce the designs fast and prototype them in order to present them to the shareholders at the end of each sprint. We then pushed the designs to development to release them as fast as possible so we could measure the improvements via A/B testing.
The prototype also proved to be helpful for the development team’s comprehension of each function and where CTAs linked to. A plugin for Sketch (Sketch Measure) also helped create HTML files and export automatically all assets which made the whole handover to development seamless.
A/B Testing
Once each page was produced it was pushed live for A/B testing. If the new page was performing better than the original after 2 weeks it would be implemented in the main architecture. All pages performed better first time around.
Results
On our second month working on the project the new Home Page was implemented in the main architecture and three PDPs where under A/B test.
Vodafone stopped all marketing campaigns for the duration of the project. Although the traffic drastically dropped from an average of 220, 000 daily visits to an average of 41,000 daily visits the sales went up from an average of 4.4 daily sales to an average of 7.6 daily sales resulting in a conversion rate at 0.018% (800% increase).
We launched the rest of the pages for A/B testing. After a month of testing we received our final numbers.
There was an average of 46,000 daily visits with an average of 26.7 daily sales. This time the conversion was 0.058% (2800% increase).
Vodafone launched a new marketing campaign following our project, bringing an average 560,000 daily visits. They made on average 4704 daily sales with a conversion rate of 0.84% (41900% increase).
They were extremely pleased with the results offering EY Seren a contract to implement the rest of the range and create a whole CMS for
this platform.
On our second month working on the project the new Home Page was implemented in the main architecture and three PDPs where under A/B test.
Vodafone stopped all marketing campaigns for the duration of the project. Although the traffic drastically dropped from an average of 220, 000 daily visits to an average of 41,000 daily visits the sales went up from an average of 4.4 daily sales to an average of 7.6 daily sales resulting in a conversion rate at 0.018% (800% increase).
We launched the rest of the pages for A/B testing. After a month of testing we received our final numbers.
There was an average of 46,000 daily visits with an average of 26.7 daily sales. This time the conversion was 0.058% (2800% increase).
Vodafone launched a new marketing campaign following our project, bringing an average 560,000 daily visits. They made on average 4704 daily sales with a conversion rate of 0.84% (41900% increase).
They were extremely pleased with the results offering EY Seren a contract to implement the rest of the range and create a whole CMS for
this platform.
