PROJECT SNAPSHOT
PROJECT SNAPSHOT
Automating Broadband Orders for British Telecom
Automating Broadband Orders for British Telecom
I was brought on to support a platform migration that would enable automation for broadband orders. However, we uncovered that enabling automation may actually cause the business to lose money and customers. This is due to the majority of orders performed in the digital channel being changed or reconfigured for customers manually later by agents to make them more personal to the customers' business needs.
This, therefore, became a project where we were identifying and optimising the experience to allow a subset of customers to automate and fixing the "big drop off" points in the experience.
MY IMPACT ✨
Performed a presentation to the CEO of BT Business to demonstrate the necessity for pivoting. This got us the green-light to redesign.
Designed a variety of "quick wins" across the website to fix/mitigate major customer drop-off points - representing a 14% reduction in customer drop-off end-to-end.
Optimised and enabled automation to a subset of 7% of customers (not impacted by design issues), resulting in a £84,000/year cost save to the business.
I was brought on to support a platform migration that would enable automation for broadband orders. However, we uncovered that enabling automation may actually cause the business to lose money and customers. This is due to the majority of orders performed in the digital channel being changed or reconfigured for customers manually later by agents to make them more personal to the customers' business needs.
This, therefore, became a project where we were identifying and optimising the experience to allow a subset of customers to automate and fixing the "big drop off" points in the experience.
MY IMPACT ✨
Performed a presentation to the CEO of BT Business to demonstrate the necessity for pivoting. This got us the green-light to redesign.
Designed a variety of "quick wins" across the website to fix/mitigate major customer drop-off points - representing a 14% reduction in customer drop-off end-to-end.
Optimised and enabled automation to a subset of 7% of customers (not impacted by design issues), resulting in a £84,000/year cost save to the business.
ROLE
Product Designer
TYPE
UX Strategy. Continuous
Discovery
TEAM
2 Product Designers
1 Content Designer
1 UX Researcher
YEAR
2022-2023
ROLE
Product Designer
TYPE
UX Strategy. Continuous
Discovery
TEAM
2 Product Designers
1 Content Designer
1 UX Researcher
YEAR
2022-2023
Project Highlights ✨
Project Highlights ✨
I used an opportunity-solutions tree
I used an opportunity-solutions tree
Coined by Teresa Torres, I used the opportunity solution tree to demonstrate to stakeholder directly how design decisions make a measurable impact to the overall business goal of automating orders (picture shows where we hung it up in the office).
Coined by Teresa Torres, I used the opportunity solution tree to demonstrate to stakeholder directly how design decisions make a measurable impact to the overall business goal of automating orders (picture shows where we hung it up in the office).
I helped introduce continuous discovery to BT Business
I helped introduce continuous discovery to BT Business
BT is also at the tail end of it's digital transformation. With the help of my design lead & director, we worked with product to implement continuous discovery habits into our process - moving away from the "feature factory".
BT is also at the tail end of it's digital transformation. With the help of my design lead & director, we worked with product to implement continuous discovery habits into our process - moving away from the "feature factory".
I performed high-stakes presentations
Getting the organisation to adjust strategy isn't easy. We presented our case to the senior leadership of BT Business, delivering "wall walk" presentations with even the CEO of the organisation to get approval to pivot (picture shows some of the feedback our session received from our design lead).
I performed high-stakes presentations
Getting the organisation to adjust strategy isn't easy. We presented our case to the senior leadership of BT Business, delivering "wall walk" presentations with even the CEO of the organisation to get approval to pivot (picture shows some of the feedback our session received from our design lead).
I created a Service Blueprint & used the Good Services Scale
By using service design techniques, I was able to visually demonstrate not only the shortcomings of the experience, but to show the tech team the orders that would be "safest" to automate.
I created a Service Blueprint & used the Good Services Scale
By using service design techniques, I was able to visually demonstrate not only the shortcomings of the experience, but to show the tech team the orders that would be "safest" to automate.
"Quick Wins" I implemented 🛠️
"Quick Wins" I implemented 🛠️
How might we make it easier for the customer to understand the product offering?
There are a few things this uplifted design intended to address from our opportunity-solutions tree.
1: Customers didn't realise the features were clickable for more info. I added info icons to address this issue.
2: We observed a lot of customers scrolling up and down trying to compare the price to the features. This design addresses this by moving the price to the middle of the card.
3: Customers struggled to understand how the phone offering contributed to the price in testing. We give customers more control and an easier ability to compare with the phone toggle.
4: As adjusting the price and changing add-ons is handled in another step of the journey, we better set this expectation from the customer by providing a stepper at the top of the display.
How might we make it easier for the customer to understand the product offering?
There are a few things this uplifted design intended to address from our opportunity-solutions tree.
1: Customers didn't realise the features were clickable for more info. I added info icons to address this issue.
2: We observed a lot of customers scrolling up and down trying to compare the price to the features. This design addresses this by moving the price to the middle of the card.
3: Customers struggled to understand how the phone offering contributed to the price in testing. We give customers more control and an easier ability to compare with the phone toggle.
4: As adjusting the price and changing add-ons is handled in another step of the journey, we better set this expectation from the customer by providing a stepper at the top of the display.
How might we overcome the slow loading times of the address checker?
Our address checker can take up to 45 seconds to return a result. In order to mitigate the drop-off happening here, we added a loading bar as additional feedback for the customer.
How might we overcome the slow loading times of the address checker?
Our address checker can take up to 45 seconds to return a result. In order to mitigate the drop-off happening here, we added a loading bar as additional feedback for the customer.
How might we enable more customers to perform a location check?
As prices of broadband are determined by their location (and is necessary to transact at all), adding a message here when their location has not yet been determined increased the number of customers going through the purchasing funnel.
How might we enable more customers to perform a location check?
As prices of broadband are determined by their location (and is necessary to transact at all), adding a message here when their location has not yet been determined increased the number of customers going through the purchasing funnel.
This was the project that gave us the greenlight to redesign the BT website. You can read about the website redesign here.
This was the project that gave us the greenlight to redesign the BT website. You can read about the website redesign here.
👈🏼 See the previous project
Redesigning British Telecoms business broadband buying experience
Redesigning British Telecoms business broadband buying…
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