Azingold B2B jewrely shop
Azin Gold is a B2B gold jewelry selling platform which has been released as mvp and I have been added to the team to improve the performance and also reach the defined kpi. The users of this platform are selected and the platform is private.
You can view the full case study in my portfolio.
Project Goals
The current mvp should be changed so that it becomes user firendly.
The needs of the user must be identified and met.
We have to encourage them to use the platform.
Reducing the volume of face-to-face orders by moving them to the application.
Interview and what we gained
We interviewed five current customers of the program. Due to the problems mentioned by the stakeholders earlier, I asked the users to perform a series of important flows in my presence so that I can better understand the problems of the flows, while measuring the duration of each task. I used this method to understand the user mindset because data collection tools were not used before At the end of the test, I asked them to do the SUS test so that I could measure the effectiveness of the changes after the design. This series of sessions was very helpful as I understood the problems of Flow and talked more with the users about their needs and pain points. I tried to be present in the sales office to understand the mentality of users to buy in person and try to make the process as close as possible to their in-person purchase.
synthesizing insights
After taking notes and documenting our observations, we individually put down our insights and then grouped them together to find overlaps. This also helped us map out at which point exactly throughout the process the pain points lie, and also gave us an idea about the major pain points in the system.
competitive analysis
Competitive analysis provides insights into the market, provides benchmarks against industry standards, and identifies innovation gaps. This helped me avoid pitfalls, use best practices and make informed strategic decisions, ensuring that the plan meets and exceeds market demands. So I started looking at competitors that operate in our exact field, but I didn't find a direct competitor, so I decided to look at indirect competitors and check the famous wholesale sites like Alibaba, Amazon Business, etc.
User joureny map
Now that we knew our target audience and their pain points, we laid down all this information, along with their thoughts and actions- from when they enter the app to when they submit their order and leave application.
Impact-Effort matrix
In a meeting with stakeholders, developers, and the product team, we presented the solutions to the problems. Based on their feedback, we placed all the solutions in an impact-effort matrix. This allows us to prioritize and implement the features more effectively.
Wireframe
After prioritizing the features, I started creating wireframes and designing the prototype. Various designs were prototyped so that we could conduct usability tests with users to see if the designed solutions effectively meet their needs.
Solutions
In a meeting with stakeholders, developers, and the product team, we presented the solutions to the problems. Based on their feedback, we placed all the solutions in an impact-effort matrix. This allows us to prioritize and implement the features more effectively.
The difference between in-person shopping behavior and online shopping flow
Challenge: In the in-person shopping, when the users choose a model, they will find out whether the full service is available or not. Because the shop owner must have a full service for selling a model. But it is difficult to choose a service in the online flow and they have to choose the desired model from each category.
Approach: To solve this problem, we gathered all products of a specific model on one page. Now, the user can select the desired features and add the preferred products to their cart. Previously, each product with different features had its own dedicated page, which caused users to spend a lot of time selecting products.
Testing & Iterations: In testing this section, since the site's flow mirrored the in-store purchase experience, users found it much easier to add their desired products to the cart. This led to a 34.5% reduction in time on task.
Buy regardless of model
Challenge: Another behavior of in-person shopping that I saw was that some wholesalers buy without paying attention to the model and they don't want to get involved in the process of choosing models one by one, only buying different models and ready-made product is important to them.
Approach: On the product page, we designed a section where users can purchase products in packs, specifying the weight they need. Additionally, we assure users that we will arrange the products in the pack based on their previous purchase behavior.
Testing & Iterations: User feedback on this feature was very positive. On the first day of its release, it accounted for 25% of total purchases, and this type of order has been increasing daily. This feature also benefited the business by reducing the volume of goods stored in the sales office, thus lowering the need for secure storage space, which was a major challenge. With this approach, the products in the packs are those available in the store, resulting in faster order delivery times.
Lack of ability to customize the models in the application
Challenge: Users complain about the lack of space to customize the models in the application They believe that they can customize the models more easily in messengers or in the sales office
Approach: Due to business constraints, we couldn't offer extensive customization options for products as it would increase production costs. Therefore, we designed a section where users can write additional notes.
Testing & Iterations: In testing this feature, we found that users didn't notice it. It would be better to place it in a more visible location so users don't resort to other platforms, such as calling or texting, to provide additional instructions.
Fear of delay in order delivery
Challenge: Users say that we are more comfortable when we come to your office. We feel that things are being followed up better and we will receive the order sooner.
Approach: We tried to identify the root of this issue and found that users were worried about delays because they couldn't determine exactly when their products would be ready. When they made purchases in person, they would receive a call whenever one of the products was ready for pickup, maintaining communication even after the order was placed. To address this, we implemented status updates for orders, helping users better understand the preparation process of their products. These statuses apply not only to the entire order but also to individual items. Admins can update the status whenever a product is ready for pickup, and users receive notifications accordingly.
Testing & Iterations: In the three-month tracking of the product after its release, we found that 60% of users visit the orders page to check the status of their orders. Additionally, 80% of those users visit the office to pick up their items if part of their order is ready.
Impact
whitin 3 months of rolling out these updates based on Google Analytics data after the application publication:
30%
The number of users increases.
We have witnessed a significant increase in the number of active users on the PWA over the past six months.
77.6%
The checkout sessions increase.
One of our major issues was that incoming users would check the photos and models but wouldn't complete their purchases. However, with the new flow and interactions we've implemented, the number of orders placed has increased.
56.7%
The time on task decreases.
Considering the task flow we implemented for users before and after the redesign, the time required to complete tasks has significantly decreased.
10.5%
The score of SUS increases.
Our product's SUS score increased from 65 to 75.5, which is a significant improvement.
