Agile in action | Our process for optimising conversions


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This is Ruairi's and my presentation from the UX Masterclass conference in Copenhagen, April 2011. We presented a case study, and explained how our agile-esque process created a successful design.

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Agile in action | Our process for optimising conversions

  1. 1. Agile in action Our Process for Optimising Conversions
  2. 2. Who are we? iQ Content Interaction designer Content Strategist (not pictured)
  3. 3. ProjectProcess
  4. 4. The projectOne of Ireland’s insurance companies hired us to redesign their health insurance funnel.
  5. 5. The contextThis company was under a lot of pressure. They were partly state owned, and the state(Ireland) wasn’t doing so well. They had to increase sales and their offline sales model couldn’tsupport that number - unless they hired hundreds more call centre staff. This was a highpressure project.
  6. 6. The problem a 1% conversion rate
  7. 7. The investigation
  8. 8. A closer lookThe problem came early: 78% of people dropped out between step 1 and 2 of the funnel
  9. 9. When they got here. . . . . . they left.
  10. 10. The pogostickWhat does it mean?. . . Users went back and forth between pages
  11. 11. The desire to compare
  12. 12. We user tested THE TASK: Buy health insurance for you and your family.
  13. 13. “It’s notobvious what the differences are”
  14. 14. Impossible to compare Product X Product Y Product ZPeople had to go deep into a plan to get the details. And getting to another plan from therewasn’t easy.
  15. 15. Memory overloadProduct X: Product Y:Features FeaturesCosts CostsName Name T&C’s T&C’s
  16. 16. 30 + plans
  17. 17. The value of strategicengagement design around too many products vs change the product strategyThis is why it’s so important to integrate yourself with your clients. It’s not enough to put a prettydesign on something - the web has changed business.
  18. 18. The paradox of choice “A colleague of mine got access to investment records from Vanguard, theBarry Schwartz: gigantic mutual fund company of aboutbarry_schwartz_on_the_paradox_of_choice.html a million employees, and about 2,000 different workplaces. And what she found is that for every 10 mutual funds the employer offered, rate of participation went down 2%. You offer 50 funds, 10% fewer employees participate than if you only offer 5. Why? Because with 50 funds to choose from, its so damn hard to decide which fund to choose, that youll just put it off till tomorrow. And then tomorrow, and then tomorrow, and tomorrow, and tomorrow, and of course tomorrow never comes.”
  19. 19. How we make decisionsPete Lunn: “Our decision making is hugely influenced by subtle little cues about the decision making of others around us”
  20. 20. Finding what youraudience cares about Site search terms categories 2% 1% 2% 6% 14% 53% health terms (like 23% “pregnancy”) Health Product Tools Product related Claims Other VHIMost people searched for what was relevant to them, instead of plans in their entirety.
  21. 21. Confusing productdescriptions “Health “Hi-Tech Maintenance Hospital” Organisation” “Pre-Existing Condition Exclusion “Excess” Period”But the language was inaccessible (in the sense that no one could understand it)
  22. 22. We user tested “I wouldn’t know the difference between a private hospital and a high tech hospital. I’d probably put it in for the craic.. . . Before I’d commit, I’d call them and ask them what it means.”
  23. 23. Our process, our success Interaction Content design The sweet spotOur process meant that we were working together throughout the research phase as well asthe design phase. And as you can see, the interaction and the language are one and thesame. Our ‘specialties’ are for our sake, not the design.
  24. 24. They had a long form
  25. 25. Non essential fields
  26. 26. No context
  27. 27. Content was isolated Purchase flowContent
  28. 28. The good part (thedesign)
  29. 29. It started with destructionWe started our design ‘sprints’ with some content deconstruction.
  30. 30. Taking the plans apartfor our users’ sakes. Site search terms categories 2% 1% 2% 6% 14% health terms 53% (not branded 23% ones) Health Product Tools Product related Claims Other VHIWe did this because people were searching for things inside the plans. So we took the plansapart.
  31. 31. The bog standard healthplan descriptionMeaningless titles, the important information is a list without details.
  32. 32. Something radical Remove the head
  33. 33. Something radical Remove the head
  34. 34. Conceptual . . .
  35. 35. Conceptual . . .This was important - the plan was no longer a plan, it was information about elements of theplan. And they were optional - you could read about them if you cared about them; skipthem if you didn’t.
  36. 36. Actual
  37. 37. ActualPlan title replacements
  38. 38. Form design ...we had a fight on our hands
  39. 39. Reducing form fields 44 21 Win!
  40. 40. Moving fields beyond‘done’ Win!
  41. 41. We didn’t win them all
  42. 42. Getting the rightpeople in the roomWe didn’t win those arguments because marketing weren’t in the room. So talking to the rightpeople is as important as your design - because you approval for that design from thosepeople.
  43. 43. Form design principles
  44. 44. Form design principles No global navigation, exit points, or distractions
  45. 45. Form design principlesUsers are welloriented
  46. 46. Form design principles Reducing cognitive load
  47. 47. Language Fun with legalese Dated eligible receipts on headedWe will pay benefits up to the paper will be necessary to avail oflevel covered under the plan of this benefit.which you are a member at thetime you receive treatmentsubject to any applicablewaiting period, exclusion forpre-existing conditions orsupplementary exclusionperiod. A €75 excess per episode of care on private and High-tech hospital treatment applies.
  48. 48. Set the tone withspecifics Simple Warm ?
  49. 49. Less like . . . More like . . . Tone descriptor Less like . . . More like . . . Simple . . . staffed by Qualified nurses qualified nurses are available who supply around the clock to information on a answer all your wide range of medical questions. medical conditions and queriesThis chart comes from Content Strategy for the Web, by Kristina Halvorson
  50. 50. Tone descriptor Less like . . . More like . . . Warm Subject to prior Make sure you get approval and approval for the satisfaction in full treatment before of specified criteria you have it done. Weʼll outline all the criteria for elective treatments in your policy starter documents.Notice that the better text is longer - because it needs to be.
  51. 51. Set a scene
  52. 52. Humans respond toother humans
  53. 53. Example content “ When you go on holiday or a business trip abroad, youre still covered. This means well cover €65,000 for the following: • Emergency treatment you may need while youre abroad. Your trip abroad must be less than 180 days. • Elective treatment abroad (give us a call to check which treatments we cover) ◦ Surgeries - ones that are available in Ireland and ◦ Treatment not available in Ireland. Make sure you get approval for any treatment or surgery before you get them done.Setting a scene is simply sentence construction. Images are far easier to remember - andthere are lots of details to remember.
  54. 54. ...the results
  55. 55. In the first week,conversions increasedby . . . 888% . . . and since then, we’ve consistently tripled conversions
  56. 56. Set an objective Everyone has the same goalThis is an easy one - but essential. Setting a goal means everyone in the room has a point ofreference, and something that they’ve all agreed on.
  57. 57. No surprisesNothing was thrown over the wall - the team worked together so that they knew what wasgoing on every step of the way.
  58. 58. Clients with us everystep of the way which means they won’t say no to scary stuffClients helped us as subject matter experts - we couldn’t have designed well without themthere. And they could also see our reasoning, which meant we had greater buy-in. Having theclients in the room is essential to our process.
  59. 59. Avoiding politicsEvery company has politics. If you’re working with them, best to be aware. It’s a balancebetween workshops with everyone in the room, and one-on-one information gathering.
  60. 60. Lots of input can meanchaos Input
  61. 61. Thank YouRandall Snare: @randallsnareRuairi Galavan: @ruairi_galavaniQ Content: @iqcontent