EE One
Creating web/app journeys for a £20 million omnichannel proposition.
My role
Lead Product Designer
UX Design, UI Design, Research, User-Testing, Analysis, Stakeholder Management, Design System
Highlights
Creating multiple end-to-end web and app journeys, streamlining and boosting the perception of the proposition. Redefining how EE customers can engage with EE One, by utilising a user centred approach. Working as a design lead, collaborating with multiple areas of the business.
Backstory
The launch of EE’s newest proposition EE One, aimed to offer customers an array of mobile benefits, when they have purchased EE Broadband. With the goal of increasing converged customers, overall increase in digital broadband sales and improving customer retention. The business needed multiple new journeys to direct these new streams of traffic; to both educate customers on the offerings, as well as fulfilling a streamlined purchasing journey.
The goals
1.
Educate users about the new proposition
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.
2.
Drive traffic to sales journeys
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.
3.
Learn about our users
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.
The challenges
1.
Balance numerous commercial messaging and imagery
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.
2.
Late delivery timelines for launch assets
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.
3.
Technical limitations
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.
Understanding the purpose of the proposition
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.
Exploring potential creative directions
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.
Testing the designs for usability
While optimising general usability was important, we used a combination of moderated and unmoderated testing to gauge whether users noticed and understood the main messages of the campaign. Also, conducting a series of A/B tests with a selection of these solutions. Measuring conversions, click through rates, scroll reach and time spent as the key success metrics.
key insight uncovered:
- Saving blindness. Where we initially showcased the value and savings, without clearly illustrating all of the requirements needed, leading to customers being misled and wanting to receive the savings without understanding whether they were eligible.
- Too much commitment. Nearly all test participants explained that it was a far too big of a commitment to purchase a new mobile device as well as broadband.
- Not clearly being rewarded. Any participant who had EE Broadband, explained how it’s not entirely clear what they’re saving. Seeing mostly generic messaging, that is usually too broad to answer their questions.
Final design journeys
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.
Brand in action
Next steps and lessons learned
With EE One now live across all channels now. Overall feedback internally from senior stakeholders and executives has been overwhelmingly positive. The new journey’s are currently being sized and will go into development shortly. I continue to learn and iterate from these latest designs. I plan to continue using a user-centred approach to add in new features for both web and app, to raise awareness on what EE One is, increasing both mobile and broadband sales, as well as increase EE customer retention.
See more of my work
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