IMPROVING OFFER REDEMPTION
One of the most persistent issues that causes customers to reach out to the customer care center is confusion over offer redemption. Victoria’s Secret has a complex offer strategy that is often in flux and does not often lend itself to a simple solution. A complete overhaul of the offer experience was not to be had at this time, but perhaps we could uncover an opportunity to take some of the burden off the customer. My job was to explore the current state of our customer’s offer journey, looking for pain points and opportunities, and ultimately to propose a more simplified experience.
The first step was to become an expert on the offer redemption process. I met with email, marketing and offer strategy partners to get a better feel for the range, type and delivery of offers. I met with customer care partners to better understand the trouble that customers were facing. But I always learn the most by going to customers directly. We brought in groups for usability testing and watched as they worked to redeem several different types of offers. I learned an enormous amount from seeing what they took in and what was overlooked. I learned about their workarounds and what their expectations were. I learned that our customers are willing to put up with a lot of frustration in order to redeem an offer, but they certainly shouldn’t have to.
Armed with a wealth of new information, I held a design studio with my team. We laid out all that we had learned from customers and business partners. Realizing that most customers were discovering offers through email, we decided to narrow our focus on that part of the experience. Additionally, for our MVP, we would limit ourselves to offers that contained only one offer code, leaving more complex offers for another time. We came up with a simple direction to explore further; adding the offer code for her when she was coming to the site from an email with a single offer code. This would potentially eliminate her current need to remember, copy and paste, and hunt down the correct location for the offer code.
design, feedback & prototyping
I began to map out the system and flow, capitalizing on the existing design language set up for offers. I presented the new experience to executives and stakeholders to gain alignment, and finally, I made a prototype with InVision for usability testing.
We brought in 7 Victoria’s Secret customers to test our new experience. All of them easily understood the new flow, and they were all delighted that the offer code had been applied for them.
BUILD & LAUNCH
As the project moved into the development phase, I worked closely with our developers and quality assurance engineers to ensure that the experience was working as intended.
Looking back, I certainly would have done things differently. For instance, now we know that greeting customers with an overlay when they arrive at the site is not an optimal experience. There is much more to be done to improve the clarity and simplicity of the offer redemption process, but my team felt good that we were able to reduce the frustration for a portion of the experience. Associates at the customer care center were pleased as well when they saw a drop in contacts regarding these types of offers.