As Experience Lead, I oversaw a team of UX designers to redesign the Carrefour NOW 60 min delivery experience.
I worked closely with the product and business teams to lead the overall strategic vision of the project, considered business priorities, previous user research, and technical capabilities, providing more specific guidance and feedback to the team to develop the new concept and future iterations.
It is hypothesised that having mixed deliveries shown during checkout i.e. Standard and Now results in higher operational costs and user confusion, thus, the NOW and Standard journeys were separated in this proposed concept.
Primary and secondary customer research were condcuted to better understand this problem space
First, we determined a concise vision statement for the project: To Provide convenient grocery shopping experience for our Customers and establish our strategic direction.
I led the stakeholders through a series of discovery workshops to defining the project objectives, requirements, and expected outcomes.
The primary goal was to rapidly reimagine the 60 min delivery customer experience that was simple, relevant and trustworthy
I took a narrative design approach to ground the team in the member journey, leading them to create design concepts for core screens and develop innovative solutions to our key customer pain points.
I led the business, tech, data, design and product stakeholders through a series of design thinking workshops that allowed us to collaboratively align on the goal of the project, map the primary user journey, sketch innovative ideas and prioritize features of the new experience.
I would continue to lead similar workshops throughout the project at the beginning of each sprint as a way to align on the experience and collaboratively brainstorm creative solutions.
Together we determined the design requirements to help us achieve the business goals, i aligned the stakehodlers to share notes and learnings to come to a shared understanding of what was learned.
This helped us to gain an accurate understanding of our users, details around the jobs to be done, and validation of our assumptions.
I led the group to map the customer journey to understand how user needs shift as customers mature, and to align on the overall flow of the experience.
Based on our initial research, we identified key issues with the current experience for further exploration, refinement and validation
The NOW proposition is not understood as a concept
It was assumed during the discover phase that awareness of the NOW proposition among customers was low
Users are confused by the automatic splitting of shipments
Currently, the user’s cart is automatically split into separate shipments when moving from cart to checkout. There is no explanation to users why this happens.
Users do not understand why NOW items automatically get added as standard during checkout
Currently, all NOW items in the user’s cart are automatically added to a standard shipment when the user moves to the checkout step. There is no communicaiton to users as to why this happens.
Users do not understand what their delivery options at checkout
Currently, all NOW items are added to a standard shipment when the user moves from cart to checkout. There is an option to move NOW items back to NOW shipments, however this represents an extra step and is not widely understood.
When moving items to a NOW shipment, users are frustrated when items are lost
Currently users do have the option to move NOW eligible items from standard to NOW delivery in their cart, however some items that are not eligible will be lost during this process. There is no clear explanation as to why this happens.
Users are not aware that they can schedule standard deliveries
The option to choose delivery slots for standard shipments currently exists, but we are not confident that users understand this.
Delivery fees are not communicated at the cart level, which causes drop offs during checkout
Although delivery fees are mentioned at the checkout step, they are absent from the user’s cart screen. This means that users must understand and accept delivery fees at the checkout phase; if not then this may cause drop offs.shipments, however this represents an extra step and is not widely understood.
Items go out of stock during the checkout phase, without explanation
Currently, some items in the user’s cart may go out of stock at the cart phase (prior to payment) as well as after the user has checked out (post payment). This causes frustration to users as their expectations are not met.
With an understanding of the experience and the customer, I led the team through a Design studio workshop to converge on an idea, everyone, non-designers included, sketched a number of ideas that would help Carrefour NOW meet its long-term goal.
We presented and gathered feedback for these refined sketches, voting on specific features we thought would best solve our customer problems.
I led the team to design early versions of the solutios to reveal how your users think and feel about a product, this helped us resolve any uncertainties around the ideas we had selected.
Creating multiple prototypes takes the risk out of innovation by allowing you to fail quickly – and keeps you from spending time and money on an idea that may not actually work in practice.
We conducted a series of usability studies across users with mix of Carrefour app use frequency
