Protection Plan
Protection plans are one of the best ways to drive net profit in retail
Role
Sr.Product Designer
Industry
Healthcare
Duration
1 Month
Opportunity
The Current protection plan experience is highly tactical, hard to access, and they're treated like an afterthought rather than a value-add.
Features/benefits don't communicate value and they they're not accessible, which may contribute to a lower % chance for the associate to close the sale.
Goal
To help increase the close rate to target and idealistically above 40%. By achieving the target (35%), that's an increase of $64.4 per half!
Even a 1% lift in close rates is an additional $9.2M per half
Approach
In order to increase close rates, we need to improve the experience & better promote the benefits
•Learn from top performing & less experienced associates
•Learn customer behavior and motivations
•Perform A/B testing (self & assisted checkout)
•Perform card sorts (feature hierarchy)
•Provide recommendations for implementation
•Create customer-friendly language
Learn & Observe
Our approach to Associate research is multifaceted.
We want to learn from our Associates, both in the back of the store and front of the store, from our top performers and less experienced and everyone in between.
We want to observe Associates to discern any differences or similarities in selling technique, what they're saying/not saying to customers, and what triggers a win or contributes to a loss.
Carrie
Radiologic Technologist
"I perform imaging examinations and am responsible for accurately positioning patients to ensure high-quality diagnostic images are obtained."
Grant
Department Manager
"I oversee all imaging operations, ensuring that my technologists deliver exceptional patient care and produce high-quality images. I am also responsible for maintaining and servicing all imaging equipment."
Dana
Service Technician
"I respond promptly to service calls to repair medical equipment, ensuring it is quickly restored to safe and reliable operation for patient use."
Research
For four days I facilitate an in-store qualitative research to determine how users react to additional functionality within the Service Task experience, and how they will affect their tasks completions.
26 veteran and novice associates were part of this test and were intended to help us understand if the new features and functionality are discoverable by users, as well as gather feedback on how we could expand these features to provide additional value to their daily activities. Our findings was going to help us validate our ongoing strategy and implement changes to the experience for a future rollout to stores.
Tasks
Will users be able to discover and understand the Space Detail page?
Will users be able to discover and understand the Service History valuable to their work?
Will associates find value referencing past service as they service a bay?
Will the addition of the photo capture negatively affect the completion of Service Tasks?
What additional photo functionality would associates require to help them be more effective in their daily activities?
Opportunities
Based on the conducted research research, we found a few opportunities to improve the MST experience:
Associates spend most of their time, printing the newest Planogram, and evaluating each sheet to organize the shelf at the store.
Associates need a way to document or photograph their finished work, in many occasions other employees do not do their job properly and others are blamed for no reason.
Onboarding tutorial for old & new features.
Ingredient List
As a group, we write down the key features or "ingredients" that we starred or heat mapped on each individual's whiteboard. Afterwards, we silent vote for our favorite ingredients. The top three votes become our first MVP #1 (Phase 1). We repeat the process again for voting to determine the next MVP #2 and MVP #3. We continue to draw the perfect day for MVP #1 as a group, then take the top 3 ingredients and individually draw again as repeatable process.
Design Sprint
For three days I co-facilitated a design sprint and worked with actual customer to create their perfect day. To kick-off a design sprint, we start by explaining design thinking as a team activity to break the ice! From there, we sketch individual drawings, present them to the group, and heat map the best ideas on each whiteboard. We may come up with hundreds of ideas, but eventually we funner down to a dozen ideas.
Ingredient List
As a group, we write down the key features or "ingredients" that we starred or heat mapped on each individual's whiteboard. Afterwards, we silent vote for our favorite ingredients. The top three votes become our first MVP #1 (Phase 1). We repeat the process again for voting to determine the next MVP #2 and MVP #3. We continue to draw the perfect day for MVP #1 as a group, then take the top 3 ingredients and individually draw again as repeatable process.
Design Sprint
For three days I co-facilitated a design sprint and worked with actual customer to create their perfect day. To kick-off a design sprint, we start by explaining design thinking as a team activity to break the ice! From there, we sketch individual drawings, present them to the group, and heat map the best ideas on each whiteboard. We may come up with hundreds of ideas, but eventually we funner down to a dozen ideas.
Ingredient List
As a group, we write down the key features or "ingredients" that we starred or heat mapped on each individual's whiteboard. Afterwards, we silent vote for our favorite ingredients. The top three votes become our first MVP #1 (Phase 1). We repeat the process again for voting to determine the next MVP #2 and MVP #3. We continue to draw the perfect day for MVP #1 as a group, then take the top 3 ingredients and individually draw again as repeatable process.
Design Sprint
For three days I co-facilitated a design sprint and worked with actual customer to create their perfect day. To kick-off a design sprint, we start by explaining design thinking as a team activity to break the ice! From there, we sketch individual drawings, present them to the group, and heat map the best ideas on each whiteboard. We may come up with hundreds of ideas, but eventually we funner down to a dozen ideas.
Ingredient List
As a group, we write down the key features or "ingredients" that we starred or heat mapped on each individual's whiteboard. Afterwards, we silent vote for our favorite ingredients. The top three votes become our first MVP #1 (Phase 1). We repeat the process again for voting to determine the next MVP #2 and MVP #3. We continue to draw the perfect day for MVP #1 as a group, then take the top 3 ingredients and individually draw again as repeatable process.
Design Sprint
For three days I co-facilitated a design sprint and worked with actual customer to create their perfect day. To kick-off a design sprint, we start by explaining design thinking as a team activity to break the ice! From there, we sketch individual drawings, present them to the group, and heat map the best ideas on each whiteboard. We may come up with hundreds of ideas, but eventually we funner down to a dozen ideas.
Appliance Specialist
•Experts in back of store. •Selling Major Appliance LPPs in aisle. •Doesn't rely on MRV to sell LPP (top performers) •Terminal may be too late to sell
Appliance Specialist
•Experts in back of store. •Selling Major Appliance LPPs in aisle. •Doesn't rely on MRV to sell LPP (top performers) •Terminal may be too late to sell
Appliance Specialist
•Experts in back of store. •Selling Major Appliance LPPs in aisle. •Doesn't rely on MRV to sell LPP (top performers). •Terminal may be too late to sell.
Cashiers
•Experts at front end. •Selling quick hits and LPPs on products like Grills, Outdoor Power Equipment (OPE), Tools, etc. at the register. •Fully reliant on MRV for selling LPP •Terminal is sole opportunity to sell
Cashiers
•Experts at front end. •Selling quick hits and LPPs on products like Grills, Outdoor Power Equipment (OPE), Tools, etc. at the register. •Fully reliant on MRV for selling LPP •Terminal is sole opportunity to sell
Cashiers
•Experts at front end. •Selling quick hits and LPPs on products like Grills, Outdoor Power Equipment (OPE), Tools, etc. at the register. •Fully reliant on MRV for selling LPP •Terminal is sole opportunity to sell
Research
For four days I facilitate an in-store qualitative research to determine how users react to additional functionality within the Service Task experience, and how they will affect their tasks completions.
26 veteran and novice associates were part of this test and were intended to help us understand if the new features and functionality are discoverable by users, as well as gather feedback on how we could expand these features to provide additional value to their daily activities. Our findings was going to help us validate our ongoing strategy and implement changes to the experience for a future rollout to stores.
Tasks
Will users be able to discover and understand the Space Detail page?
Will users be able to discover and understand the Service History valuable to their work?
Will associates find value referencing past service as they service a bay?
Will the addition of the photo capture negatively affect the completion of Service Tasks?
What additional photo functionality would associates require to help them be more effective in their daily activities?
Opportunities
Based on the conducted research research, we found a few opportunities to improve the MST experience:
Associates spend most of their time, printing the newest Planogram, and evaluating each sheet to organize the shelf at the store.
Associates need a way to document or photograph their finished work, in many occasions other employees do not do their job properly and others are blamed for no reason.
Onboarding tutorial for old & new features.
Overview
Customers including Radiology Directors, Technologists, Biomeds, and Field Engineers face long hold to retrieve service requests and pull record with no real-time date.
Productivity slows down due to little automation with an unpersonalized user experience.
Goal
Create a one-stop shop service experience for our customers to express the value of GE service and offer the advanced GE service technology available to drive their operational excellence.
Ingredient List
As a group, we write down the key features or "ingredients" that we starred or heat mapped on each individual's whiteboard. Afterwards, we silent vote for our favorite ingredients. The top three votes become our first MVP #1 (Phase 1). We repeat the process again for voting to determine the next MVP #2 and MVP #3.
We continue to draw the perfect day for MVP #1 as a group, then take the top 3 ingredients and individually draw again as repeatable process.
Design Sprint
For three days I co-facilitated a design sprint and worked with actual customer to create their perfect day. To kick-off a design sprint, we start by explaining design thinking as a team activity to break the ice! From there, we sketch individual drawings, present them to the group, and heat map the best ideas on each whiteboard. We may come up with hundreds of ideas, but eventually we funner down to a dozen ideas.
Wireframe
I create wireframe sketches with a specific group of customers (Example: Healthcare Department Managers, Repair Engineers, and Technicians) either via paper or whiteboard before we reveal the final UI prototypes the customer co-created with us. Wireframes or even low-fidelity mocks-ups helps provide a tremendous amount of context to build a UX strategy and vision.
Vision / UI Prototype
At the end of day 2, overnight wireframes are transformed into high-resolution mock-ups and presented as a UI prototype to the customer the next morning on Day 3. This is my favorite part of the design session, the big reveal! It's proud moment to show the customers the prototype as a web and mobile application they've been wishing they had but couldn't quite visualize until now.
It's a testament to the work we do as UX Designers when someone says: "It's like you're in my head". That's a defining moment that we are listening, hearing their pain points, and developing solutions that greatly impact their lives.
Wireframe
I create wireframe sketches with a specific group of customers (Example: Healthcare Department Managers, Repair Engineers, and Technicians) either via paper or whiteboard before we reveal the final UI prototypes the customer co-created with us. Wireframes or even low-fidelity mocks-ups helps provide a tremendous amount of context to build a UX strategy and vision.
Wireframe
I create wireframe sketches with a specific group of customers (Example: Healthcare Department Managers, Repair Engineers, and Technicians) either via paper or whiteboard before we reveal the final UI prototypes the customer co-created with us. Wireframes or even low-fidelity mocks-ups helps provide a tremendous amount of context to build a UX strategy and vision.
Iconography
Iconography designs used in multiple projects
Research
For four days I facilitate an in-store qualitative research to determine how users react to additional functionality within the Service Task experience, and how they will affect their tasks completions.
26 veteran and novice associates were part of this test and were intended to help us understand if the new features and functionality are discoverable by users, as well as gather feedback on how we could expand these features to provide additional value to their daily activities. Our findings was going to help us validate our ongoing strategy and implement changes to the experience for a future rollout to stores.
Tasks
Will users be able to discover and understand the Space Detail page?
Will users be able to discover and understand the Service History valuable to their work?
Will associates find value referencing past service as they service a bay?
Will the addition of the photo capture negatively affect the completion of Service Tasks?
What additional photo functionality would associates require to help them be more effective in their daily activities?
Opportunities
Based on the conducted research research, we found a few opportunities to improve the MST experience:
Associates spend most of their time, printing the newest Planogram, and evaluating each sheet to organize the shelf at the store.
Associates need a way to document or photograph their finished work, in many occasions other employees do not do their job properly and others are blamed for no reason.
Onboarding tutorial for old & new features.