Case study
EE One
Creating multiple end-to-end web and app journeys, streamlining and boosting the perception of the proposition.
Creating multiple end-to-end web and app journeys, streamlining and boosting the perception of the proposition.
Creating multiple end-to-end web and app journeys, streamlining and boosting the perception of the proposition.
EE launched its newest proposition, EE One, designed to give customers mobile benefits when purchasing EE Broadband. The initiative aimed to increase converged customers, boost digital broadband sales and improve customer retention, requiring multiple new customer journeys to educate users and enable a streamlined purchase experience.
EE One aims to offer market leading prices and benefits. A large part of this is educating customers on how they could receive these savings and benefits.
Directing the large volumes of new and existing customers into personalised purchase journeys were a key objective, to increase converged customers, broadband and mobile sales.
As EE One has so many customer types and journeys, understanding our users is key to offer personalisation and bespoke content for each user type.
Being a high profile omnichannel proposition, where it would be shown and mentioned on billboards, TV campaigns, emails and base communications, retail, call centres, and many more. One of the biggest challenges was accommodating the asks of the various different stakeholders.
Pre-agreed timelines for the creative guidelines and assets had set their delivery for days before the pages needed to go live. This meant that we needed to go into testing before we had received all the required assets.
Creating multiple new journeys, for scenarios that never existed on the website or app before. We encountered a few technical limitations to our ideas, meaning we had to think outside the box to solutionise these.
To understand the purpose and objectives of the new journeys, we met with key stakeholders to discuss the proposition and brainstorm potential ideas. Given the scale of the project and new product areas, it was helpful to understand what our key selling points are and which messages needed to be prioritised in the designs.
As this is an omnichannel proposition, I led with conducting interviews at our top EE One sales retail stores. Ensuring we iterated and aligned on these insights.
Exploration workshops with a variety of stakeholders from across the business. To explore how we can create the most streamlined and user centric journey, based on customer type. Mapping out every known touchpoint involved for EE One, utilising any available data and insights.
Solutionising our problem statements with sketches and wireframes. Doing this helped direct the focus on solving the core UX problems, without stakeholders getting distracted by any visuals and content.
Moderated and unmoderated testing evaluated how well users understood the campaign messaging, while A/B tests measured conversions, click-through rate, scroll reach and engagement time.
Showcasing value without clarifying eligibility requirements misled customers about their actual savings potential.
Test participants found purchasing a mobile device and broadband simultaneously overwhelming.
Existing EE Broadband customers struggled to understand personalised savings due to generic messaging.
The final designs balanced both business and user needs, creating several brand new end-to-end web and app journeys. Utilising personalisation to reward EE One customers, with personalised summaries on how much they’ve saved/benefited, as well how they continue to save more as a EE One customer. Trialing a brand new journey, where broadband is offered to mobile customers on a trial basis, allowing customers to immediately claim all the savings/benefits from EE One. Without the added commitment of purchasing broadband in the same journey. I’d also been working collaboratively with brand and marketing to ensure clear, concise and consistent messaging was used throughout for EE One.
