Prioritizing Best Buy’s mobile customers
UX/UI Designer
Guiding Best Buy's mobile customers to discover more of our products.
Prioritizing Best Buy’s mobile customers
UX/UI Designer
Guiding Best Buy's mobile customers to discover more of our products.
Prioritizing Best Buy’s mobile customers
UX/UI Designer
Guiding Best Buy's mobile customers to discover more of our products.
Opportunity
As Canada’s leading e-commerce retailer, Best Buy Mobile has an opportunity to put its customers mobile needs first. Currently, the category page is preventing customers from discovering the breadth of mobile products we offer.
What do we want to achieve?
+20% traffic to page
Reduce bounce -50%
What do we currently know about our BBM customers?
They have different ways of shopping for a new phone: It could be through the carrier, through the phone brand, pricing, or other purposes like camera quality or business feasibility
Upgrading phones starts out as an exciting experience: Customers with the prospect of upgrading or getting a new phone usually begin the experience looking forward to it, because it feels like a big purchase
The category page was hindering them from the decision stage: Usually there’s a bias towards the brand, but frustration from too many options would cause them to either jump to a completely different category or leave the site entirely.
Opportunity
As Canada’s leading e-commerce retailer, Best Buy Mobile has an opportunity to put its customers mobile needs first. Currently, the category page is preventing customers from discovering the breadth of mobile products we offer.
What do we want to achieve?
+20% traffic to page
Reduce bounce -50%
What do we currently know about our BBM customers?
They have different ways of shopping for a new phone: It could be through the carrier, through the phone brand, pricing, or other purposes like camera quality or business feasibility
Upgrading phones starts out as an exciting experience: Customers with the prospect of upgrading or getting a new phone usually begin the experience looking forward to it, because it feels like a big purchase
The category page was hindering them from the decision stage: Usually there’s a bias towards the brand, but frustration from too many options would cause them to either jump to a completely different category or leave the site entirely.
Opportunity
As Canada’s leading e-commerce retailer, Best Buy Mobile has an opportunity to put its customers mobile needs first. Currently, the category page is preventing customers from discovering the breadth of mobile products we offer.
What do we want to achieve?
+20% traffic to page
Reduce bounce -50%
What do we currently know about our BBM customers?
They have different ways of shopping for a new phone: It could be through the carrier, through the phone brand, pricing, or other purposes like camera quality or business feasibility
Upgrading phones starts out as an exciting experience: Customers with the prospect of upgrading or getting a new phone usually begin the experience looking forward to it, because it feels like a big purchase
The category page was hindering them from the decision stage: Usually there’s a bias towards the brand, but frustration from too many options would cause them to either jump to a completely different category or leave the site entirely.
Process
Our proposed solution is to redesign the BBM category page by revisiting our promotional strategy, working with partners to advocate for the customer, and relying on research and testing to optimize the experience for those ready to buy a phone.
Principles first!
Empower customers to decide: Building confidence and trust through transparency on prices, plans, conditions, and financing options.
80/20: Prioritizing that 80% of our users will only interact with 20% of what they see will act as our parameters for implementing only what’s necessary.
Be an advocate: It is our responsibility to make sure we don’t continue to overwhelm our users with unnecessary noise. Make the journey work with them, not against. All content must be informative and meaningful.
Process
Our proposed solution is to redesign the BBM category page by revisiting our promotional strategy, working with partners to advocate for the customer, and relying on research and testing to optimize the experience for those ready to buy a phone.
Principles first!
Empower customers to decide: Building confidence and trust through transparency on prices, plans, conditions, and financing options.
80/20: Prioritizing that 80% of our users will only interact with 20% of what they see will act as our parameters for implementing only what’s necessary.
Be an advocate: It is our responsibility to make sure we don’t continue to overwhelm our users with unnecessary noise. Make the journey work with them, not against. All content must be informative and meaningful.
Process
Our proposed solution is to redesign the BBM category page by revisiting our promotional strategy, working with partners to advocate for the customer, and relying on research and testing to optimize the experience for those ready to buy a phone.
Principles first!
Empower customers to decide: Building confidence and trust through transparency on prices, plans, conditions, and financing options.
80/20: Prioritizing that 80% of our users will only interact with 20% of what they see will act as our parameters for implementing only what’s necessary.
Be an advocate: It is our responsibility to make sure we don’t continue to overwhelm our users with unnecessary noise. Make the journey work with them, not against. All content must be informative and meaningful.
Research
Understanding where we went wrong
With the research team, along with existing insights, we conducted several rounds of interviews to figure out what happens at every stage of the customer's decision-making process, what those stages were, and what thoughts and feelings influenced each action. We quickly learned most of our customers weren't making it to the decision stage, which was why our KPIs were consistently dropping.
Our current solution was stuffed with promotional offers, which acted more as a bandaid. Promotions should be supportive, not stressful.
We tweaked the journey to focus on education to consideration, as these points directly influence the ability for the user to process their decision, and their decision to stay on or leave the page. This part of the journey has the highest emotional sensitivity and requires the most cognitive power. Education is distinguished differently from awareness as its the first time someone is learning something.
Research
Understanding where we went wrong
With the research team, along with existing insights, we conducted several rounds of interviews to figure out what happens at every stage of the customer's decision-making process, what those stages were, and what thoughts and feelings influenced each action. We quickly learned most of our customers weren't making it to the decision stage, which was why our KPIs were consistently dropping.
Our current solution was stuffed with promotional offers, which acted more as a bandaid. Promotions should be supportive, not stressful.
We tweaked the journey to focus on education to consideration, as these points directly influence the ability for the user to process their decision, and their decision to stay on or leave the page. This part of the journey has the highest emotional sensitivity and requires the most cognitive power. Education is distinguished differently from awareness as its the first time someone is learning something.
Research
Understanding where we went wrong
With the research team, along with existing insights, we conducted several rounds of interviews to figure out what happens at every stage of the customer's decision-making process, what those stages were, and what thoughts and feelings influenced each action. We quickly learned most of our customers weren't making it to the decision stage, which was why our KPIs were consistently dropping.
Our current solution was stuffed with promotional offers, which acted more as a bandaid. Promotions should be supportive, not stressful.
We tweaked the journey to focus on education to consideration, as these points directly influence the ability for the user to process their decision, and their decision to stay on or leave the page. This part of the journey has the highest emotional sensitivity and requires the most cognitive power. Education is distinguished differently from awareness as its the first time someone is learning something.
Outcomes*
Key solution elements: simplicity
Reduce promotions based on necessity: upselling specific device offers are moved into brand and product pages.
Don’t care, don’t show: only show content our customer is ready to think about.
Stick to the basics: reflect on what we think about, outside of our job function, when shopping for a new phone. It’s a lot of the same stuff: brands, carriers, plans, pricing.
🏀 Reduced bounce -63%
🚗 Increased traffic +29%
⌛️ Reduced time on page -52s
😌 A muuuch better shopping experience**
*compared to the previous year
** Best Buy rebranded in 2019 so this image uses outdated assets.
Key takeaways
The basics can go very far
We are also the customer
There is always room for more
Reflections
Our partners are customer-advocates: collaborate with partners to advocate for the customer, so we can design for the best outcomes possible on everyone’s end. If we have to move 4 offers on one page into another, guide them through why it’s in everyone’s best interest. Our customers are their customers, and they want what’s best for them, too. This helped build more trust with our partners and stakeholders.
It feels “obvious” once we’ve done the work: the solution, after the research, seemed so obvious. However, had we not done the research, we would’ve risked a less-than-ideal outcome. The research is also necessary for stakeholder and partner buy-in, and made everyone involved more confident.
Outcomes*
Key solution elements: simplicity
Reduce promotions based on necessity: upselling specific device offers are moved into brand and product pages.
Don’t care, don’t show: only show content our customer is ready to think about.
Stick to the basics: reflect on what we think about, outside of our job function, when shopping for a new phone. It’s a lot of the same stuff: brands, carriers, plans, pricing.
🏀 Reduced bounce -63%
🚗 Increased traffic +29%
⌛️ Reduced time on page -52s
😌 A muuuch better shopping experience**
*compared to the previous year
** Best Buy rebranded in 2019 so this image uses outdated assets.
Key takeaways
The basics can go very far
We are also the customer
There is always room for more
Reflections
Our partners are customer-advocates: collaborate with partners to advocate for the customer, so we can design for the best outcomes possible on everyone’s end. If we have to move 4 offers on one page into another, guide them through why it’s in everyone’s best interest. Our customers are their customers, and they want what’s best for them, too. This helped build more trust with our partners and stakeholders.
It feels “obvious” once we’ve done the work: the solution, after the research, seemed so obvious. However, had we not done the research, we would’ve risked a less-than-ideal outcome. The research is also necessary for stakeholder and partner buy-in, and made everyone involved more confident.
Outcomes*
Key solution elements: simplicity
Reduce promotions based on necessity: upselling specific device offers are moved into brand and product pages.
Don’t care, don’t show: only show content our customer is ready to think about.
Stick to the basics: reflect on what we think about, outside of our job function, when shopping for a new phone. It’s a lot of the same stuff: brands, carriers, plans, pricing.
🏀 Reduced bounce -63%
🚗 Increased traffic +29%
⌛️ Reduced time on page -52s
😌 A muuuch better shopping experience**
*compared to the previous year
** Best Buy rebranded in 2019 so this image uses outdated assets.
Key takeaways
The basics can go very far
We are also the customer
There is always room for more
Reflections
Our partners are customer-advocates: collaborate with partners to advocate for the customer, so we can design for the best outcomes possible on everyone’s end. If we have to move 4 offers on one page into another, guide them through why it’s in everyone’s best interest. Our customers are their customers, and they want what’s best for them, too. This helped build more trust with our partners and stakeholders.
It feels “obvious” once we’ve done the work: the solution, after the research, seemed so obvious. However, had we not done the research, we would’ve risked a less-than-ideal outcome. The research is also necessary for stakeholder and partner buy-in, and made everyone involved more confident.