Offer Experience Redesign

Over years long in operation, Grab has been using promotion as the critical lever to generate demand, especially for services like GrabFood and GrabMart. However, there are flaws in the experience that prevent our consumers from reaping the full benefit of these offers. In this project, we will be looking into refreshing-revamping-redesigning the experience so that promotion becomes a delight as it should be.

This project demonstrates my robust skillset to manage a large scale revamp and my design thinking in providing solution. During the process, quantitative and qualitative data were used to make informed design decisions.
Overview
Context: promo application experience within Food ordering flow
‍Markets: all Grab markets (8 countries)
Project Duration: 6 months
Released: H1 2022
My Contributions
• Led product strategy and execute end-to-end design process
• Planned and facilitated full remote usability testing
• Delivered final interaction spec and collaborate closely with engineering team in development
• Mentored a new designer to onboard him to product design
The market today
The markets Grab operates in are heavily driven by promotion, which makes sense when we try to win the users' heart quickly. In the beginning, we sent out massive loads of discounts and relied largely on big discount to please the consumers and care less about the experience of using promo itself.

Nevertheless, at one point, we have accumulated many negative feedback regarding how frustrating the current experience was. The sentiment worsens Grab image in pricing perception.
HMW enable consumers to use more offers in the easiest way possible?
Here's a breakdown of how we going to do that.
The design process lasted up to 4 months, in which I was leading the design side with a strong collaborative relationship with PM, Analytics, Engineer and QA.
Phase 1. Approaching the problems
• Collecting ground feedback from local teams
• Reviewing NPS survey input
• Review historical data of BTR and Order value
• Heuristic design evaluation of current experience
• Worked closely with PM, Business and Engineer to shaping user stories and product road map
Phase 2. Design fast, Test quick, Review continuously
• Started first drafts of design
• Design review with senior designers as well as team stakeholders
• Plan and moderate Concept Test with 10 Grab users from Indonesia and Singapore
• Analyse and sharing user insights to XFN team mates
Phase 3. Iterate and hand off
• Iterate design base on insights from Concept test
• More design reviews
• Hand off design including UX flow, UI spec and Interaction demo
Phase 4. Follow up & Launch
• Continue to follow up to support engineering team in implementation
• Collaborating with QA to ensure the design quality is not compromised
Approaching the problems
Although the end-to-end journey seems linear and straightforward, using offer/promo has many issues. Using data in April 2021, we see that more than half of attempts to use promotion in Food orders are failed. This finding parallels the increase in CE tickets related to promo in quarter 1 of 2021.
After gathering different sources of input, from local operation teams to social media to CE ticket complaints, and last but not least, heuristic UX evaluation, we identified the most problematic areas. 

• Excessive long but misleading offer list
• Tedious flow leads to frustrating trial and error behaviour
• Consumers can only use a limited number of offers compared to competitors
• A dull experience despite the excitement of saving
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Several rounds of data analysis and user research later, we realised an eye-opening insight: Promo discovery matters but also doesn’t.

The main JTBD when a user knows what she want is to complete the order with the best deal possible.
Initiate design and validate with Concept Test
After the kick-off meeting, we had a good understanding of what the project goal was. Although there were still many uncertainties and open opportunities, I decided to go right into designing the ideal end-to-end flow we can imagine and take it from there.

It was good that the team was welcome to any suggestion at the time, as long as it's for a better experience. Some of the ideas are not new; they might have come from the previous opportunity workshop the team did or have been suggested from past user research insights.
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I designed many many options for each screen, wrote down the pros and cons and brought them all to review with fellow designers. The pros and cons are important because they give the reviewers more context so they can give well-informed advice.
Of course, at the time, all were hypotheses, so we did have to time box ourselves to do enough exploration and give time for testing with real users. Because this is almost a total revamp of the end-to-end flow with some brand new features, we defined this test as a Concept-Usability hybrid test. The test was done full remotely via Zoom call with 20 Grab users from Singapore and Indonesia.
I will share some insights and how they informed the design as part of the showcase below, so read on!
A snapshot to my Concept-Usability test report 👆👆👆
Final Design
Prevent early offer selection so that user focus on the main JTBD
The Problem‍
Today, while users should focus on adding items from the menu, some attempt to apply offers they may not be eligible for and end up facing errors. It is because of 2 reasons.
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1. The old offer card only shows the title, but it always requires some terms and conditions. From user research insights, we know many users don't have the habit of tapping on each card to read all the terms, so they would instead try to apply the offer and see if that will work.
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2. On the restaurant menu, we have very little information to validate if the user is qualified for the offer. For instance, the basket value, payment, and delivery method are variables until they land on the checkout page. So if the user applies an offer too early in the flow, their payment method may conflict with the offer terms and conditions.
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The Solution
To mitigate negative experiences, we redesign the card to add more information to give users more context on the offers. Secondly, at this stage of the journey, we want the user to focus on adding items to their basket and not derail to try to apply promo, so we decide to remove the ability to manually apply promo at this stage.

In addition, less than 5% of the users enter the offer list from the menu, and even fewer attempt to apply the offer before check out. So, although it sounds terrifying to take away a ‘critical’ function, we have data to back us up.
Making promo truly delightful with auto-apply
The Problem
Although we let the users focus on building up their basket, we also want to ensure they are not missing any good deals. Enter the chat - Auto apply!
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Missing out on a good deal is one thing. Nevertheless, we foresee auto-apply would be a great bonus to enhance the overall experience if it is done right. When we first introduced auto-apply during the usability test, all testers were excited with the feature, but many also found it a hassle to figure out what discount they got. Because very few users enter the offers listing from the menu page, not only do they completely lose the context but also Grab loses the opportunity to tempt them with promo.
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The Solution
We spent time (read cross-functional meetings and multiple workshops) calibrating a framework to automatically apply the best offer possible for the consumers without over-enticing them and end up burning our economy.
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In the final iteration, we auto-apply the best offers possible and communicate it as a pleasant yet transparent surprise using micro-animation. The animation was reiterated so that it leads user's eyes to notice where they can find out the promo that got auto-applied. When appropriate, we also nudge the user to spend more to be eligible for a higher discount.
From redesign offer card to militate against errors
The Problem
There has been a constant complaint from every front saying the Grab offer list is useless because although it looks like a lot of discounts are usable, only a fraction of the list is truly applicable. Consumer shows more frustration with the misleading information than the fact that there is no offer to use.
On the other side, the business team require promo to have terms and conditions for a reason. It shapes the buying behaviour, says, spend more or spend at an off-peak hour
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Then how do we balance between business need and user experience?
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The Solution
When the user reaches the checkout page, we have enough data points to validate if he is eligible for all the offers. Instead of reactively showing error messages when users go through trials and errors, we will either proactively grey out offer cards or hide irrelevant offers.
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‍They are both "inactive" offers. However, it depends on whether the user has control of the situation. Can I actively change something on my order so that I am eligible for the offer? 
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• If the answer is yes, you can change your payment method to use this offer - we will grey out the offer and tell you the action to be done.
• If the answer is no, you cannot, as the offer can only be used from tomorrow - we will hide it entirely so you don't have to bother. 
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To take it one step further, we build a shortcut to let users conveniently make changes to fulfil the requirement, hence becoming eligible for better offers.
Enabling multi-selection and celebrate the saving
Okay, I know I said people complain more about the misleading offer than the fact that there's not much offer to use, but who doesn't love more saving? Especially when that consumerism joy doesn’t hurt Grab economy, it seems like no brainer to let the users stack more offers in one transaction.
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→ We carefully calibrate a stacking logic that allows users to utilise offers from different categories and use micro-animation to celebrate that unique selling point.
The Impact
User Impact
With the new promo experience, we take the frustration away and empower the consumers use more of Grab services. A decrease in CE tickets and an increase in NPS surveys indicate customer love.
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And a bit more love from real users, 5 days into the first release - this is so touching to read.
Business Impact
Consumers have a more enjoyable time with Grab platform when there are fewer frictions, contributing to higher revenue. Order completion with promo (BTR) and offer redemption rate is expected to rise significantly thanks to the ease of ordering.

We first rolled out in a small population to observe the impact of the new design. Actual data is not to be revealed due to NDA but just know we have surpassed all of our benchmarks in the experiment period, which led to the business team giving it the green light to roll out 100% to all markets in South East Asia!
Designed and developed by khuyen le