Interjet Interjet is a Mexican low-cost airline who has gotten positioned its brand in a very competitive market as a referent of great service and growing offer of destinations. My Role Interjet has been working on getting a mature level of its Digital Transformation, as part of this digital evolution, I was responsible of assess the User Experience across all digital channels and create an actionable plan that fixes usability issues as well as start to envision a brand new design that reflects Interjet’s communication needs as a brand and improve the digital experience over our main touchpoints with customers: desktop and mobile channels. UX and Usability assessment Based on UX best practices and quantitative data sources, I performed a heuristic evaluation to identify usability issues that allow us immediate improvements. Users and industry data analysis Internal qualitative data available and industry reports helped me create documentation such as customer journey, personas and empathy maps to gain alignment around user needs and goals. Strategy & vision Creating prototypes and sharing them with different stakeholders helped me open conversation and aligned my vision, design and content strategy with business needs. Design execution I redesigned desktop and responsive version of purchase flow as well as improve Android and iOS design proposal. Creation & management team As part of Interjet’s digital evolution plan, I created the first internal UX team to generate and execute a permanent user research activities and embrace a User Centered approach. Roadmap management I managed a roadmap that included my new initiatives as well as the projects in progress before I arrived, it helped align and communicate priorities with the team and stakeholders. Activities Heuristic Assessment By experiencing the purchase process for desktop and mobile platforms, I could start documenting the major usability issues, regularly Nielsen’s 10 general principles rules blended with a research of industry navigation patterns allow me to create an action plan with very well specified priorities. At this point, I already was aware of Interjet’s mission and vision, so, it was a good time to evaluate how well the brand promise was being delivered through the information architecture. Research Process To complement my previous heuristic assumptions, I gathered some of the qualitative and quantitative data available, from Customer Service and Social Media performance reports to interaction behavior tracked on web analytics tools. Quantitative analysis It helped me to understand how customers were interacting with our digital channels and how well the performance was in the conversion funnel, which allowed me to make quick decisions on changes that would improve usability issues in the checkout process; also, it was useful to know where most of our traffic comes from and evaluate the experience we were meeting the expectations by channel. Qualitative analysis Although there’s nothing like face-to-face feedback from users, sometimes you have to work with what you have, and Customer Service team had very valuable information about complaints related to our digital channels, besides that a well-established strategy to recover purchases on specific steps from checkout process, which made sense with my previous heuristic assumptions. Social Media and industry reports also gave me some ideas about where Interjet was not meeting user expectations. Customer Journey Interactions with customer happen over the phone, through mobile phones, website, social media and more, by creating a map of all our possible touchpoints with users, I could to highlight missing opportunities of contact with customers that would help to reduce anxiety during critical moments and to make aware stakeholders that the experience of flying is a whole not a fragmented series of efforts. Personas Using personas helped me identify who are the various types of customers, which their motivations, frustrations and goals are and highlight how Interjet was not meeting user needs at some stages of the customer journey. It also allowed prioritize projects that would bring more value to our users. Design It was time to sketch some ideas and design; from discovery and research processes I had 3 clear problems to solve: • Users were having issues to complete purchases because of diverse usability issues • By delivering a disorganized Information Architecture, content strategy was confusing and without purpose, which was making difficult to Revenue Team to apply more specific strategies. • Stakeholders wanted a visual and content refresh that reflects and communicate better brand and value. Mobile For mobile experience I decided to try to give a frictionless interaction, from the search flight process to the final checkout step, currently it feels like a fragmented experience and is hard to go back if you want to try a different flight dates or update passenger information, the new proposal allows to go back and forth and looks more organized. Desktop Since a desktop experience allows to provide more information, besides to replicate a frictionless interaction as mobile, putting special emphasis on a progressive disclosure approach on checkout process, this proposal also includes modules of pertinent information, whether a user who comes to a specific objective like purchase a ticket, user who comes from a specific marketing campaign and user who wants to explore seasonal sales, besides to communicate clearly our most important differentiators with competitors.