Delivery Pass.
Why change now? Our Goals
Discover.
Insights suggest customers would prefer a pay monthly “subscription” approach to make the annual cost more manageable
Project led from customer insights that we needed to change our offering to include a more subscription based offering. Like Amazon Prime, Netflix etc.. By introducing a monthly price we could help customers spread the cost and make it easier to try out delivery pass. Also a call from the business to raise our prices to be more competitive.
Discovery work also included exploring what our competitors offered and how we sat alongside.
A large part of the discovery work was also learning how our Delivery Pass model currently worked and how customers felt about it. How a customer could buy a pass. How we dealt with renewing passes. All email comms around Delivery pass. It kept on growing and growing!
Define.
How might we re-position Delivery Pass to make it a more appealing and competitive proposition within the grocery market without putting Delivery revenue targets at risk?
We started to map out how adding a new monthly pass would work and sit amongst all the journeys that currently existed. This included the happy path and many unhappy paths where something could go wrong! While doing this we were able to look if there were there was scope for opportunities for improvements for customers in what we already had.
We also had to define a way to move old customers from their old passes to the new ones. Which meant us needing to add more emails and guide them to picking a new pass. Which was a particular challenge as the cost of passes was increasing.
One big focus was to make this process as simple as possible for the customer. The old Delivery pass site was spilt into many pages and we were over complicating how to buy a pass
Another part was that all screen weren’t actually responsive so viewing on mobile was awful! Could we make the pages responsive going forward?
Also the copy hadn’t been updated for 3 years. Another great opportunity to take a look at the way we talked about Delivery pass to make it clearer to customers. Particularly on the 23 different emails we had that we sent out around buying and renewing a pass.
Develop.
A big part of develop was having the right discussions with all the relevant teams that needed to work together on updating the various screens and emails. It wasn’t just one team. We had to chat to e-comm to update content and emails then various back end teams to help add the new pass types..
At the same time I was working through design options in a templated approach and mocking up how they would look when re-sizing across device responsively. Using our design system luna components to make the screen consistent. Testing these designs with participants to make sure they could find and understand the information.
Improvements we made..
Research validated that people had no problems navigating and using the new Delivery Pass web page to buy a Pass.
On the left is a clip of a participant purchasing a Delivery Pass.
We also really focused on testing the renew process for current customers and all the email comms around that. To try and avoid losing customers if we could. The copy here became very important how to manage customers expectations and help them make an informed choice.
Deliver.
It involved a massive amount of work from the testing team to get ready for delivery. Testing was required for happy and unhappy states around buying and renewing all different pass types and the various emails involved.
I worked very closely with the dev team supporting them with any design work they needed and then giving UI feedback on all development work. Also co-ordinating with e-comm all the work we required them to carry out for updating copy and content.
Since release we have had an 21% increase on new passes purchased vs same period last year and an uplift in conversion from the Delivery Pass page from 5.29% to 9.17%
