Liverpool is the biggest retail chain in Mexico with one of the e-commerce with the highest traffic every day, which represents big challenges in terms of technical and UX optimization.
This is one of the projects I feel proud the most, I participated in two big changes of the e-commerce and many of the improvements made at that time, remain until now.
During the 3 years I was in Liverpool, I performed two positions that gave me the opportunity of developing a more decision data driven UX Designer, those positions were:
By performing quantitative and qualitative research I was in charge of keeping optimized the experience we were delivering to customers through the web channel; from preparing UX KPI’s performance reports to working side by side with IT team to solve technical issues that would affect User Experience, I helped to keep usable and healthy the e-commerce.
Besides my previous activities, as UX Manager I was even more involved in the design decisions regard to the interaction interface, which is one of my favorite phases of the design process. Also, I was granted with a team, which gave me the opportunity to lead a team of designers and developers who helped me to tackle the numerous challenges that an e-commerce like this imply.
Since there were too many activities that the team and I performed on a daily basis would be hard and boring list each of them, so, I will focus in the tasks performed that led the major redesign developed for Liverpool’s e-commerce.
From web analytics tools to marketing and sales reports, we had plenty of quantitative data to get insights from user behavior, it also helped to define measurable UX KPIs that made data more meaningful and allowed to start with heuristic hypothesis about usability improvements as well as to establish task scenarios to test with users.
After analyzing quantitative data and understand priorities from areas such as marketing, call center, credit service and logistic, we defined a set of user goals to test during a session with real users, among the more relevant were:
• Find a product (particularly products related to the 80/20 business priorities)
• Complete a purchase
• Add new personal information during checkout process
• Online payment process Liverpool’s credit service
During sessions with users, we could confirm initial heuristic assumptions about usability issues as well as to get direct feedback about how frustrating checkout process was, even when some of them could finish a purchase, the interface was confusing and there was no room for human error, besides the untrustworthiness feeling because of the lack of information during decisive stages of browsing and purchase flows.
“There are too many steps to purchase. I should be able to make a purchase and check out as a guest and not create an account.”
“There is no information about this product. This site can’t be trusted if it isn’t giving me the information I need.”
“I hate to say it, but this reminds me of the early days of buying online.”
User testing results allowed us to start planning how enhance the overall experience for the next big redesign and helped to change priorities around product managers roadmap, nevertheless, I was looking for to get enough insights to produce immediate improvements as well, which were reflected on changes that helped on:
• Abandon rate decrease by 2% in checkout steps with usability issues by eliminating repetitive information and make clear important controls
• Engagement improvements by increasing 5% CTR on home page
• Customer service team reported a decrease in calls related to purchases unable to finish by issues from customer side
The lack of attractiveness and the absence of minimum features expected by customers to consider Liverpool’s e-commerce as a serious online option was my main motivation at the moment to design the new interface. I decided to craft a clean, readable and frictionless experience so that user can perform tasks such as browsing, searching and purchasing and finally, get a meaningful content that might evolve into a personalization strategy.
Mobile channel had important opportunities of improvement, it got even worse feedback than desktop version, fortunately, user testing open conversation about priorities in the roadmap and mobile version was one of those changes in roadmap we push hard so that we can start right away.
There were many important technical, design, business and project management to consider, but we started out with our first iteration as soon as we could so that we can test something with users.