Towards the end of our 10 week program at General Assembly, we were again allocated into groups and this time, will be working with a real client for our final project. Razer came onboard and provided with the following challenge:
The project brief was to conduct an audit based on customers’ experience for their most recent purchase on our site and/ or potential customers who have been shopping on Razer.com and intend to make a purchase soon.
The expected deliverables were:
• Project Plan
• Usability Testing Report
• Customer Journey Map
• User Flows
• Key Takeaways/Insights
So where does Sun Tzu come in?
Arguably the greatest war leader and strategist, Sun Tzu, his military strategies resonate really well from our understanding of Razer, a lifestyle brand for gamers. Where competition is stiff and users themselves are well informed plus tech savvy, strategies to boost the confidence of own’s army(in this case Razer’s online retail services to the consumers) is key to elevating the business. It is also 5 times more expensive to acquire new customers according to a study by Harvard Business Review than to retain an existing user, so it makes sense to keep whoever joins the Razer family happy and within our ecosystem.
“Opportunities multiply as they are seized.”
User experience design is a process where we aim to solve problems and make the product or service more useful/usable and desirable to our users. And to do that, we need to first understand our users, who are they, what are their motivations, when do they decide to purchase and how did they make the purchase. By understanding the audience and our own site, we are able to see more opportunities as we draft out their purchase process.
The first thing we did was to conduct user interviews with existing customers. Our client, who is a UX designer in Razer, together with her intern worked really hard to provide us the list of existing customers who purchased an item recently off the store. From the 10, there were a great mixture of ages(the youngest being 18, oldest 50-odd), one being female (she’s a super cool mom, she actually advocated her sons to use Razer and cited that her reason for purchasing Razer was to support a homegrown company, Singapore!).
We found out from the interviews that these shoppers are mostly fans, with some following Razer for more than 8 years. They are also mostly gamers, who are well informed with the technical specifications they need for any peripheral. Deciding factors to shop are not limited to tech specs but also word of mouth, price and available discounts/redeemable vouchers.
Pain points included shipping costs, no easy way to compare product models on the site and because these peripherals can be quite an investment, users mentioned they needed to physically try out the products first before buying.
With the users from user interviews being power users and having their own workarounds in the site, we then turned to recruiting potential customers from our own circles, users who are interested in Razer but have never made the purchase to gain a better understanding of the purchase process from a fresh perspective.
Interestingly, nobody clicked on the “store” section in the global navigation, some assumed it was the page to inform users where Razer’s physical stores were. It was actually Razer’s online retail store! With everyone now in the “product” page, we noticed users started getting frustrated when they only found out a product was out of stock when they added an item to cart. With plenty of products out of stock on the site, there were users who gave up after trying twice.
On the checkout page, users were confused by the refresh icon. On average, users spent a total of 11 minutes on the task of checking out.
“Treat your men as you would your own beloved sons. And they will follow you into the deepest valley.”
What we are trying to say here is that when you treat your consumers with respect and care, customer loyalty will increase and even recommend to their peers. Again, by identifying who your “men” are, it will be effectively easier to consider which feature to build first based on their Return on Investment(ROI).
Based on the interviews that we have conducted, we proceeded to build our archetypes with the information collected. We will focus on Danny as out of the 3, he is a Razer fan with moderate spending power, a smart buyer who looks out for the best deals and requires specific information on products to convert him to buy. He will go out of the way to test the intended product in a store before deciding as well. In essence, he is a price and performance driven individual.
“It is best to keep one’s own state intact; to crush the enemy’s state is only second best.”
Remember in the beginning of the article how I mentioned that it is 5 times more expensive to acquire new customers than to retain an existing user? Sun Tzu’s quote here exemplifies the importance of keeping one’s digital ecosystem in check, when your consumer’s needs are met, it helps deter them from navigating away into the internet where we will lose them.
Customer Journey Map
With this visual representation of Danny’s path, from discovery of a potential product, to actually buying it, helps us gain an understanding the overall scenario in which a user might interact with an organization, service, product or brand, over time and across channels, from the user’s perspective.
In this map under Opportunities, we have included possible tactics where Razer can bring about a better experience even when if his actions may not be online. One example is to include reputable stores Razer acknowledges when he is about to head out to test the product physically. We also conducted Heuristic evaluation on both Razer and the competitors and presented our findings during the presentation.
We then plotted our suggested features against a 2×2 axis, based on complexity to build and impact on business value. We highly recommended to them a filter feature as that was what the key archetype needed and something that was mentioned multiple times during the user interviews and testing.
“ Great results, can be achieved with small forces.”
We concluded our presentation with the quote above. Just by being more mindful of our consumers’ needs, a company does not always have to make massive actions to take on her competitors or elevate the sales. I would like to give a shout out to my team Patrick Yeo , Bertram Yeo and Dash, together with the client for these awesome 3 weeks of working together!
A new chapter awaits, watch this space for more stuff learnt while in the working environment!
Thanks for reading! Feel free to leave claps or comments behind!