CASE STUDY
9 Minute Read
Rewards Experience Strategy
Creating a plan to improve a complex and error-prone customer journey
CASE STUDY
9 Minute Read
Rewards Experience Strategy
Creating a plan to improve a complex and error-prone customer journey
CASE STUDY
9 Minute Read
Rewards Experience Strategy
Creating a plan to improve a complex and error-prone customer journey
Summary
About
Objective
Propose a strategy to improve the rewards redemption experience to reduce negative reviews and customer support requests.
Outcome
Improvements to customer-facing touchpoints as well as internal infrastructure and processes were made a top company-wide priority.
Role
I contributed to this project as a UX researcher in a two-person team. I lead the research effort, while my teammate (a UX designer) focused on prototyping proposed solutions. The work presented here represents my individual contributions.
Skills Applied
Interviews, service blueprint, process audit, task analysis, root cause analysis, content analysis
Summary
About
Objective
Propose a strategy to improve the rewards redemption experience to reduce negative reviews and customer support requests.
Outcome
Improvements to customer-facing touchpoints as well as internal infrastructure and processes were made a top company-wide priority.
Role
I contributed to this project as a UX researcher in a two-person team. I lead the research effort, while my teammate (a UX designer) focused on prototyping proposed solutions. The work presented here represents my individual contributions.
Skills Applied
Interviews, service blueprint, process audit, task analysis, root cause analysis, content analysis
Negative Reviews
To encourage applications and purchases through its channels, MoneySmart regularly ran promotions featuring signup rewards for selected products. Rewards ranged from cash, to shopping vouchers, to consumer electronic products.
Following a spate of negative Google reviews and Facebook comments about the rewards redemption experience, my teammate (a UX designer) and I were tasked with developing a proposal to improve the rewards experience for customers, and also reduce customer service load for the business.
Negative reviews had the potential to damage brand reputation, weaken SEO, and undermine future marketing campaigns. Significant resources were also needed to service an increasing number of complaints and issues.
Negative Reviews
To encourage applications and purchases through its channels, MoneySmart regularly ran promotions featuring signup rewards for selected products. Rewards ranged from cash, to shopping vouchers, to consumer electronic products.
Following a spate of negative Google reviews and Facebook comments about the rewards redemption experience, my teammate (a UX designer) and I were tasked with developing a proposal to improve the rewards experience for customers, and also reduce customer service load for the business.
Negative reviews had the potential to damage brand reputation, weaken SEO, and undermine future marketing campaigns. Significant resources were also needed to service an increasing number of complaints and issues.
Negative Reviews
To encourage applications and purchases through its channels, MoneySmart regularly ran promotions featuring signup rewards for selected products. Rewards ranged from cash, to shopping vouchers, to consumer electronic products.
Following a spate of negative Google reviews and Facebook comments about the rewards redemption experience, my teammate (a UX designer) and I were tasked with developing a proposal to improve the rewards experience for customers, and also reduce customer service load for the business.
Negative reviews had the potential to damage brand reputation, weaken SEO, and undermine future marketing campaigns. Significant resources were also needed to service an increasing number of complaints and issues.
Left: Ad for a promotion; Right: Graphic posted by an irate customer as a Facebook comment
Left: Ad for a promotion; Right: Graphic posted by an irate customer as a Facebook comment
Left: Ad for a promotion; Right: Graphic posted by an irate customer as a Facebook comment
Understanding the System
Interviews and Service Blueprint
I first set out to understand the existing rewards redemption system by interviewing relevant managers and front-line employees in both Singapore and Hong Kong.
From the interview notes, I constructed a service blueprint to visualize the customer journey and supporting processes from the point of credit card application to voucher redemption.
I conducted interviews with colleagues from various departments, including commercial, operations, sales, marketing, customer service, and finance.
Understanding the System
Interviews and Service Blueprint
I first set out to understand the existing rewards redemption system by interviewing relevant managers and front-line employees in both Singapore and Hong Kong.
From the interview notes, I constructed a service blueprint to visualize the customer journey and supporting processes from the point of credit card application to voucher redemption.
I conducted interviews with colleagues from various departments, including commercial, operations, sales, marketing, customer service, and finance.
Understanding the System
Interviews and Service Blueprint
I first set out to understand the existing rewards redemption system by interviewing relevant managers and front-line employees in both Singapore and Hong Kong.
From the interview notes, I constructed a service blueprint to visualize the customer journey and supporting processes from the point of credit card application to voucher redemption.
I conducted interviews with colleagues from various departments, including commercial, operations, sales, marketing, customer service, and finance.
Service blueprint
Service blueprint
Service blueprint
By analyzing the service blueprint, I could see that:
We had no way to identify or contact customers until they submitted a claim form
Customers needed to know to return to our site to submit a claim form after application
The rewards redemption journey involved multiple touchpoints and took a long time (8-12 weeks) due to the need to verify the eligibility of claims with providers
About a third of customers failed to submit a claim form, and thus would not receive their reward even though they were otherwise eligible.
As an aggregator, users would be redirected to the provider's site to complete their application once they chose a product on our site.
Customers' personal information was not shared with us due to data privacy regulations.
By analyzing the service blueprint, I could see that:
We had no way to identify or contact customers until they submitted a claim form
Customers needed to know to return to our site to submit a claim form after application
The rewards redemption journey involved multiple touchpoints and took a long time (8-12 weeks) due to the need to verify the eligibility of claims with providers
About a third of customers failed to submit a claim form, and thus would not receive their reward even though they were otherwise eligible.
As an aggregator, users would be redirected to the provider's site to complete their application once they chose a product on our site.
Customers' personal information was not shared with us due to data privacy regulations.
By analyzing the service blueprint, I could see that:
We had no way to identify or contact customers until they submitted a claim form
Customers needed to know to return to our site to submit a claim form after application
The rewards redemption journey involved multiple touchpoints and took a long time (8-12 weeks) due to the need to verify the eligibility of claims with providers
About a third of customers failed to submit a claim form, and thus would not receive their reward even though they were otherwise eligible.
As an aggregator, users would be redirected to the provider's site to complete their application once they chose a product on our site.
Customers' personal information was not shared with us due to data privacy regulations.
Process Audit
The service blueprint was modeled specifically on credit card applications with a particular provider. Keeping in mind that any proposed solutions would need to accommodate a larger variety of use cases (different products, rewards, providers, etc.), I conducted an audit of similarities and differences between existing processes.
This revealed substantial variations which underscored the complexity of what was, in reality, multiple concurrent systems managed independently by their respective workgroups.
The rewards system covered 5 products across 2 markets, featuring 3 unique transaction flows. Depending on the product, customers had to complete 1 of 3 different redemption procedures. On the backend, there were 3 separate processes for verifying eligibility with providers. Finally, the 3 types of rewards offered at the time entailed fulfilment through 4 different channels.
Process Audit
The service blueprint was modeled specifically on credit card applications with a particular provider. Keeping in mind that any proposed solutions would need to accommodate a larger variety of use cases (different products, rewards, providers, etc.), I conducted an audit of similarities and differences between existing processes.
This revealed substantial variations which underscored the complexity of what was, in reality, multiple concurrent systems managed independently by their respective workgroups.
The rewards system covered 5 products across 2 markets, featuring 3 unique transaction flows. Depending on the product, customers had to complete 1 of 3 different redemption procedures. On the backend, there were 3 separate processes for verifying eligibility with providers. Finally, the 3 types of rewards offered at the time entailed fulfilment through 4 different channels.
Process Audit
The service blueprint was modeled specifically on credit card applications with a particular provider. Keeping in mind that any proposed solutions would need to accommodate a larger variety of use cases (different products, rewards, providers, etc.), I conducted an audit of similarities and differences between existing processes.
This revealed substantial variations which underscored the complexity of what was, in reality, multiple concurrent systems managed independently by their respective workgroups.
The rewards system covered 5 products across 2 markets, featuring 3 unique transaction flows. Depending on the product, customers had to complete 1 of 3 different redemption procedures. On the backend, there were 3 separate processes for verifying eligibility with providers. Finally, the 3 types of rewards offered at the time entailed fulfilment through 4 different channels.
Data Flow Diagram
To further concretize my understanding of the details, I created a data flow diagram that modeled the flow of information through the system across the campaign lifecycle. This provided a clear representation of structures and processes that was useful in discussions, and perhaps more importantly, related isolated parts of the system to each other as a conceptual whole.
Data Flow Diagram
To further concretize my understanding of the details, I created a data flow diagram that modeled the flow of information through the system across the campaign lifecycle. This provided a clear representation of structures and processes that was useful in discussions, and perhaps more importantly, related isolated parts of the system to each other as a conceptual whole.
Data Flow Diagram
To further concretize my understanding of the details, I created a data flow diagram that modeled the flow of information through the system across the campaign lifecycle. This provided a clear representation of structures and processes that was useful in discussions, and perhaps more importantly, related isolated parts of the system to each other as a conceptual whole.
Data flow diagram
Data flow diagram
Data flow diagram
Identifying Core Functionality
To simplify discussion about varied processes, I identified seven core functions that the rewards system as a whole had to enable across the entire campaign lifecycle:
Preparation: Negotiating and planning campaigns with providers, creating assets (e.g. promotional graphics, T&C documents)
Communication: Ensuring users understand promotion mechanics such as eligibility conditions, procedures, timelines, etc.
Collection: Collecting data necessary to process redemptions, specifically: proof of purchase, contact and delivery information
Verification: Checking the eligibility of submitted claims with providers
Notification: Updating users on the status of their rewards
Resolution: Responding to users' queries and issues
Fulfilment: Delivering the rewards to eligible users
The framing of "core functions" helped me scope and prioritize potential improvements by enabling me to map customer pain points to their respective subsystems, and estimate the effort required to implement any changes based on underlying complexity and dependencies.
Identifying Core Functionality
To simplify discussion about varied processes, I identified seven core functions that the rewards system as a whole had to enable across the entire campaign lifecycle:
Preparation: Negotiating and planning campaigns with providers, creating assets (e.g. promotional graphics, T&C documents)
Communication: Ensuring users understand promotion mechanics such as eligibility conditions, procedures, timelines, etc.
Collection: Collecting data necessary to process redemptions, specifically: proof of purchase, contact and delivery information
Verification: Checking the eligibility of submitted claims with providers
Notification: Updating users on the status of their rewards
Resolution: Responding to users' queries and issues
Fulfilment: Delivering the rewards to eligible users
The framing of "core functions" helped me scope and prioritize potential improvements by enabling me to map customer pain points to their respective subsystems, and estimate the effort required to implement any changes based on underlying complexity and dependencies.
Identifying Core Functionality
To simplify discussion about varied processes, I identified seven core functions that the rewards system as a whole had to enable across the entire campaign lifecycle:
Preparation: Negotiating and planning campaigns with providers, creating assets (e.g. promotional graphics, T&C documents)
Communication: Ensuring users understand promotion mechanics such as eligibility conditions, procedures, timelines, etc.
Collection: Collecting data necessary to process redemptions, specifically: proof of purchase, contact and delivery information
Verification: Checking the eligibility of submitted claims with providers
Notification: Updating users on the status of their rewards
Resolution: Responding to users' queries and issues
Fulfilment: Delivering the rewards to eligible users
The framing of "core functions" helped me scope and prioritize potential improvements by enabling me to map customer pain points to their respective subsystems, and estimate the effort required to implement any changes based on underlying complexity and dependencies.
Diagram of the seven core functions
Task Analysis
I focused the next part of my investigation on better understanding the claim verification process, which was the key reason for lengthy redemption wait times (8-12 weeks).
I conducted additional interviews and performed a task analysis on the verification process. This revealed:
A largely manual process of transferring and processing data between various platforms and spreadsheets—a tedious, time-consuming, and error-prone affair
Dependence on, and limited control over individual providers' verification processes, which were performed in batches
If customers missed that month's claim submission window, their claim would be processed in the next batch, often one month later—adding to perceived wait times
Claim verification involved checking with providers to determine if submitted claims were eligible for the reward under the terms of the promotion.
For example, it was common that only new customers of the bank were qualified to receive rewards.
Task Analysis
I focused the next part of my investigation on better understanding the claim verification process, which was the key reason for lengthy redemption wait times (8-12 weeks).
I conducted additional interviews and performed a task analysis on the verification process. This revealed:
A largely manual process of transferring and processing data between various platforms and spreadsheets—a tedious, time-consuming, and error-prone affair
Dependence on, and limited control over individual providers' verification processes, which were performed in batches
If customers missed that month's claim submission window, their claim would be processed in the next batch, often one month later—adding to perceived wait times
Claim verification involved checking with providers to determine if submitted claims were eligible for the reward under the terms of the promotion.
For example, it was common that only new customers of the bank were qualified to receive rewards.
Task Analysis
I focused the next part of my investigation on better understanding the claim verification process, which was the key reason for lengthy redemption wait times (8-12 weeks).
I conducted additional interviews and performed a task analysis on the verification process. This revealed:
A largely manual process of transferring and processing data between various platforms and spreadsheets—a tedious, time-consuming, and error-prone affair
Dependence on, and limited control over individual providers' verification processes, which were performed in batches
If customers missed that month's claim submission window, their claim would be processed in the next batch, often one month later—adding to perceived wait times
Claim verification involved checking with providers to determine if submitted claims were eligible for the reward under the terms of the promotion.
For example, it was common that only new customers of the bank were qualified to receive rewards.
Sequence diagram representing the tasks involved in verifying claimants' reward eligibility
Sequence diagram representing the tasks involved in verifying claimants' reward eligibility
Sequence diagram representing the tasks involved in verifying claimants' reward eligibility
Understanding the Pain Points
Having built a workable understanding of the rewards redemption system, I next focused my attention on understanding specific pain points from users' points of view.
Understanding the Pain Points
Having built a workable understanding of the rewards redemption system, I next focused my attention on understanding specific pain points from users' points of view.
Understanding the Pain Points
Having built a workable understanding of the rewards redemption system, I next focused my attention on understanding specific pain points from users' points of view.
Content Analysis
I analyzed a random sample of 150 support tickets for the preceding 5 months. The following themes emerged, reflecting major customer pain points:
Procedures: Some customers were unaware of the claims procedures. Many expected claims to be processed automatically after application, not knowing that they were required to submit a claim form.
Timelines: Some customers did not expect that processing of the reward would take such a long time, with many expecting it to arrive soon after card approval or delivery.
Status: Some customers expected to receive proactive updates on the status of their rewards. Unfortunately, this was not possible if they hadn't submitted their claim form as providers did not share their data with us.
Eligibility: Some customers were unclear about the eligibility conditions for the promotion, and hence were unsure if they qualified for the reward.
Errors: Some customers raised concerns due to errors on our part, for example indicating the incorrect reward in a (manually drafted) email blast.
Content Analysis
I analyzed a random sample of 150 support tickets for the preceding 5 months. The following themes emerged, reflecting major customer pain points:
Procedures: Some customers were unaware of the claims procedures. Many expected claims to be processed automatically after application, not knowing that they were required to submit a claim form.
Timelines: Some customers did not expect that processing of the reward would take such a long time, with many expecting it to arrive soon after card approval or delivery.
Status: Some customers expected to receive proactive updates on the status of their rewards. Unfortunately, this was not possible if they hadn't submitted their claim form as providers did not share their data with us.
Eligibility: Some customers were unclear about the eligibility conditions for the promotion, and hence were unsure if they qualified for the reward.
Errors: Some customers raised concerns due to errors on our part, for example indicating the incorrect reward in a (manually drafted) email blast.
Content Analysis
I analyzed a random sample of 150 support tickets for the preceding 5 months. The following themes emerged, reflecting major customer pain points:
Procedures: Some customers were unaware of the claims procedures. Many expected claims to be processed automatically after application, not knowing that they were required to submit a claim form.
Timelines: Some customers did not expect that processing of the reward would take such a long time, with many expecting it to arrive soon after card approval or delivery.
Status: Some customers expected to receive proactive updates on the status of their rewards. Unfortunately, this was not possible if they hadn't submitted their claim form as providers did not share their data with us.
Eligibility: Some customers were unclear about the eligibility conditions for the promotion, and hence were unsure if they qualified for the reward.
Errors: Some customers raised concerns due to errors on our part, for example indicating the incorrect reward in a (manually drafted) email blast.
Spreadsheet with support ticket data
Spreadsheet with support ticket data
Around 80% of all tickets were rewards-related, underscoring the severity of the problem.
Spreadsheet with support ticket data
Around 80% of all tickets were rewards-related, underscoring the severity of the problem.
Frequency of identified themes
Around 80% of all tickets were rewards-related, underscoring the severity of the problem.
Frequency of identified themes
Around 80% of all tickets were rewards-related, underscoring the severity of the problem.
Frequency of identified themes
Around 80% of all tickets were rewards-related, underscoring the severity of the problem.
Identifying Points of Failure
I also tried framing the problem from the perspective of failure points within our rewards redemption system, attempting to apply both inductive and deductive root cause analysis approaches.
Identifying Points of Failure
I also tried framing the problem from the perspective of failure points within our rewards redemption system, attempting to apply both inductive and deductive root cause analysis approaches.
Identifying Points of Failure
I also tried framing the problem from the perspective of failure points within our rewards redemption system, attempting to apply both inductive and deductive root cause analysis approaches.
Event Tree Analysis
I visualized potential failure points in the rewards redemption journey by performing a qualitative event tree analysis, which depicted the conditions a claim would have to meet to be successful (assuming no errors on our end).
This was helpful in illustrating how an apparently "simple" requirement was surprisingly failure-prone.
Event Tree Analysis
I visualized potential failure points in the rewards redemption journey by performing a qualitative event tree analysis, which depicted the conditions a claim would have to meet to be successful (assuming no errors on our end).
This was helpful in illustrating how an apparently "simple" requirement was surprisingly failure-prone.
Event Tree Analysis
I visualized potential failure points in the rewards redemption journey by performing a qualitative event tree analysis, which depicted the conditions a claim would have to meet to be successful (assuming no errors on our end).
This was helpful in illustrating how an apparently "simple" requirement was surprisingly failure-prone.
Event tree analysis diagram
Event tree analysis diagram
Event tree analysis diagram
Fault Tree Analysis
Through interviews with customer support staff, I created a simplified fault tree diagram by guiding them to deduce possible causes for failures previously highlighted by event tree analysis. Four causes were noted as particularly prevalent based on their experience:
The customer does not return to submit their claim form because they are unaware of the requirements to do so
The customer submits the incorrect reference number for the application, which leads to them being incorrectly deemed ineligible for the reward
The customer makes an error when submitting their contact details, which leads to payment failure when attempting to disburse cash gifts via PayNow (which relies on a mobile number linked to a bank account)
The customer is mistaken about their eligibility for the reward because they did not read the terms and conditions for the promotion
Fault Tree Analysis
Through interviews with customer support staff, I created a simplified fault tree diagram by guiding them to deduce possible causes for failures previously highlighted by event tree analysis. Four causes were noted as particularly prevalent based on their experience:
The customer does not return to submit their claim form because they are unaware of the requirements to do so
The customer submits the incorrect reference number for the application, which leads to them being incorrectly deemed ineligible for the reward
The customer makes an error when submitting their contact details, which leads to payment failure when attempting to disburse cash gifts via PayNow (which relies on a mobile number linked to a bank account)
The customer is mistaken about their eligibility for the reward because they did not read the terms and conditions for the promotion
Fault Tree Analysis
Through interviews with customer support staff, I created a simplified fault tree diagram by guiding them to deduce possible causes for failures previously highlighted by event tree analysis. Four causes were noted as particularly prevalent based on their experience:
The customer does not return to submit their claim form because they are unaware of the requirements to do so
The customer submits the incorrect reference number for the application, which leads to them being incorrectly deemed ineligible for the reward
The customer makes an error when submitting their contact details, which leads to payment failure when attempting to disburse cash gifts via PayNow (which relies on a mobile number linked to a bank account)
The customer is mistaken about their eligibility for the reward because they did not read the terms and conditions for the promotion
Fault tree analysis diagram
Fault tree analysis diagram
Fault tree analysis diagram
Synthesizing the Findings
The research up to this point was largely exploratory and open-ended. Taking the findings together, I concluded that there were two high-level problems:
A lengthy, failure-prone customer journey characterized by frequent mismatches between customer expectations and promotion mechanics
A complex, inefficient, and error-prone collection of siloed supporting systems that strained as the scale of promotions increased
It was increasingly clear to me that both issues were related, and that meaningfully improving the customer experience in the long-term would also necessitate relooking our infrastructure and ways of working.
Siloed management of supporting systems resulted in teams employing expedient workarounds that shifted the burden to the user.
For example, users had to navigate to and read through a lengthy T&C document (hosted on Google Docs) to learn about eligibility conditions and delivery timelines—this information was absent on product pages.
Synthesizing the Findings
The research up to this point was largely exploratory and open-ended. Taking the findings together, I concluded that there were two high-level problems:
A lengthy, failure-prone customer journey characterized by frequent mismatches between customer expectations and promotion mechanics
A complex, inefficient, and error-prone collection of siloed supporting systems that strained as the scale of promotions increased
It was increasingly clear to me that both issues were related, and that meaningfully improving the customer experience in the long-term would also necessitate relooking our infrastructure and ways of working.
Siloed management of supporting systems resulted in teams employing expedient workarounds that shifted the burden to the user.
For example, users had to navigate to and read through a lengthy T&C document (hosted on Google Docs) to learn about eligibility conditions and delivery timelines—this information was absent on product pages.
Synthesizing the Findings
The research up to this point was largely exploratory and open-ended. Taking the findings together, I concluded that there were two high-level problems:
A lengthy, failure-prone customer journey characterized by frequent mismatches between customer expectations and promotion mechanics
A complex, inefficient, and error-prone collection of siloed supporting systems that strained as the scale of promotions increased
It was increasingly clear to me that both issues were related, and that meaningfully improving the customer experience in the long-term would also necessitate relooking our infrastructure and ways of working.
Siloed management of supporting systems resulted in teams employing expedient workarounds that shifted the burden to the user.
For example, users had to navigate to and read through a lengthy T&C document (hosted on Google Docs) to learn about eligibility conditions and delivery timelines—this information was absent on product pages.
Recommendations
In the near-term, I recommended that we improve our communication of rewards claim procedures and promotion T&Cs to users. This was an area our teams were well-positioned to address, and with the potential for immediate impact with the least disruption to existing operations.
Looking further ahead, I recommended that we invest in improving our campaign infrastructure (such as those related to deploying campaign assets, ingesting customer data, etc.) to reduce the inefficient and error-prone manual work that ultimately translated to longer wait times for the customer.
Recommendations
In the near-term, I recommended that we improve our communication of rewards claim procedures and promotion T&Cs to users. This was an area our teams were well-positioned to address, and with the potential for immediate impact with the least disruption to existing operations.
Looking further ahead, I recommended that we invest in improving our campaign infrastructure (such as those related to deploying campaign assets, ingesting customer data, etc.) to reduce the inefficient and error-prone manual work that ultimately translated to longer wait times for the customer.
Recommendations
In the near-term, I recommended that we improve our communication of rewards claim procedures and promotion T&Cs to users. This was an area our teams were well-positioned to address, and with the potential for immediate impact with the least disruption to existing operations.
Looking further ahead, I recommended that we invest in improving our campaign infrastructure (such as those related to deploying campaign assets, ingesting customer data, etc.) to reduce the inefficient and error-prone manual work that ultimately translated to longer wait times for the customer.
Advocacy
I communicated my conclusions to stakeholders through presentations and reports which emphasized the importance of allocating design and tech resources to both the pre-purchase and post-purchase customer experience, as well as on internal processes and tools.
Advocacy
I communicated my conclusions to stakeholders through presentations and reports which emphasized the importance of allocating design and tech resources to both the pre-purchase and post-purchase customer experience, as well as on internal processes and tools.
Advocacy
I communicated my conclusions to stakeholders through presentations and reports which emphasized the importance of allocating design and tech resources to both the pre-purchase and post-purchase customer experience, as well as on internal processes and tools.
A diagram illustrating the expanded focus I advocated
My recommendations represented a deviation from the status quo, which almost exclusively prioritized optimizing revenue-generating parts of the journey.
A diagram illustrating the expanded focus I advocated
My recommendations represented a deviation from the status quo, which almost exclusively prioritized optimizing revenue-generating parts of the journey.
A diagram illustrating the expanded focus I advocated
My recommendations represented a deviation from the status quo, which almost exclusively prioritized optimizing revenue-generating parts of the journey.
Outcomes
Following the conclusion of this project, MoneySmart identified improving the rewards redemption system as a top company-wide priority and invested heavily in redesigning both customer-facing touchpoints and developing internal infrastructure and processes.
My contributions to one of these initiatives is described in this case study.
Outcomes
Following the conclusion of this project, MoneySmart identified improving the rewards redemption system as a top company-wide priority and invested heavily in redesigning both customer-facing touchpoints and developing internal infrastructure and processes.
My contributions to one of these initiatives is described in this case study.
Outcomes
Following the conclusion of this project, MoneySmart identified improving the rewards redemption system as a top company-wide priority and invested heavily in redesigning both customer-facing touchpoints and developing internal infrastructure and processes.
My contributions to one of these initiatives is described in this case study.
A table listing relevant touchpoints that could be improved
I actively participated in prioritizing possible improvements as next steps following this project.
A table listing relevant touchpoints that could be improved
I actively participated in prioritizing possible improvements as next steps following this project.
A table listing relevant touchpoints that could be improved
I actively participated in prioritizing possible improvements as next steps following this project.
Beyond this project, I continued to support efforts at implementing various improvements, which are detailed briefly below:
Beyond this project, I continued to support efforts at implementing various improvements, which are detailed briefly below:
Beyond this project, I continued to support efforts at implementing various improvements, which are detailed briefly below:
Help center page
I managed a project to launch a new help center page to enable customers to find answers to frequently asked questions.
Help center page
I managed a project to launch a new help center page to enable customers to find answers to frequently asked questions.
Help center page
I managed a project to launch a new help center page to enable customers to find answers to frequently asked questions.
Redesigned "Contact Us" page
Links to help center articles and additional form fields were added to our "Contact Us" page.
I designed a classification scheme for support tickets which was implemented in Zendesk to facilitate quicker prioritization and response to incoming tickets.
Redesigned "Contact Us" page
Links to help center articles and additional form fields were added to our "Contact Us" page.
I designed a classification scheme for support tickets which was implemented in Zendesk to facilitate quicker prioritization and response to incoming tickets.
Redesigned "Contact Us" page
Links to help center articles and additional form fields were added to our "Contact Us" page.
I designed a classification scheme for support tickets which was implemented in Zendesk to facilitate quicker prioritization and response to incoming tickets.
Rewards tracker
A feature was developed to enable customers to track the status of their rewards.
I helped design the logic of the states reflecting the status of user's reward at each point of the redemption process.
Rewards tracker
A feature was developed to enable customers to track the status of their rewards.
I helped design the logic of the states reflecting the status of user's reward at each point of the redemption process.
Rewards tracker
A feature was developed to enable customers to track the status of their rewards.
I helped design the logic of the states reflecting the status of user's reward at each point of the redemption process.
My Takeaways
My experience on this project affirmed the value of a service design approach and the importance of developing a holistic understanding of problems and their context.
In this case, it would have probably been acceptable to focus on identifying and solving problems in the user interfaces alone; but this would have meant missing out on the structural causes of these problems—namely siloed ownership and management of processes, and inadequate infrastructure.
I was also able to apply a variety of methods not typically associated with the standard "UX toolbox". Overall, this project opened my eyes to the unique challenges associated with trying to drive change not only in products but also in the organization.
My Takeaways
My experience on this project affirmed the value of a service design approach and the importance of developing a holistic understanding of problems and their context.
In this case, it would have probably been acceptable to focus on identifying and solving problems in the user interfaces alone; but this would have meant missing out on the structural causes of these problems—namely siloed ownership and management of processes, and inadequate infrastructure.
I was also able to apply a variety of methods not typically associated with the standard "UX toolbox". Overall, this project opened my eyes to the unique challenges associated with trying to drive change not only in products but also in the organization.
My Takeaways
My experience on this project affirmed the value of a service design approach and the importance of developing a holistic understanding of problems and their context.
In this case, it would have probably been acceptable to focus on identifying and solving problems in the user interfaces alone; but this would have meant missing out on the structural causes of these problems—namely siloed ownership and management of processes, and inadequate infrastructure.
I was also able to apply a variety of methods not typically associated with the standard "UX toolbox". Overall, this project opened my eyes to the unique challenges associated with trying to drive change not only in products but also in the organization.