PROBLEM

Through research and data, customers need a faster way to ship their broken products to Asurion’s repair center. Users are comparing our service to other companies — currently, Asurion is sending shipping labels or boxes that take 5-6 days.

💡 What I learned

• Managing design process on a tight deadline

• Collaborating with a content strategist for consistent enterprise content

• Creating designs for multiple cross-platform and client-specific experiences and branding

Asurion’s shipping claim experience is a repair flow that gives users options on what is most convenient for them.

Challenges

• The current web requires a redesign to make it consistent and trustworthy.

• The QR code is initiated after claim submission from UPS.

• The shipping options are determined by the customers’ location.

Goals & Metrics

• Transform and humanize the claims experience to the new branding.

• 10% take-rate for the QR code option.

• Reduce product shipment time to the repair center from 6 days to 3 days.

My role

Lead designer and collaboration with content strategy— discovery, design, interaction design, content strategy, testing

Team

Derek Tam, Design Manager
Emily Springer, UX Designer
Lauren Everingham, Product Manager
Daniel Mangistu, Development Lead
Mary Speidal, Product Manager - Communications
Crystal Thomas, Product Manager - Communications

Timeline - 1.5 month

We committed a deadline with UPS which resulted in a quick turnaround. From a design standpoint, I knew this would result in quality issues. However, I wanted to bring in user research to validate and learn if our customers needed this feature.

Research insights

With collaboration with market research, we gathered quantitative and qualitative data that was correlated to the effort. We used this data to guide the team on the potential pit-falls we might face while we were in the solution phase.

Key insights

Misinformation or lack of information

There is misunderstanding of the coverage elements (eligibility, service fees, shipping methods, etc).

Lack of timely communication

Not receiving updates regarding the status of the claim or the repair is lacking precence.

Repair expectations not met

Repair not completed properly the 1st or 2nd time.

Birdseye view of the flows

With an enterprise branding transformation full effect, I needed to realign with my Product Manager and Development team to make sure we were setting the right expectations in a flow perspective. This resulted in several findings:

• UPS initiated QR code is not triggered instantly

• Clear, simple content will be a core component of the UX

• COVID-19 messaging is crucial to protect our customers

• Rebranded experiences for consistency is a focus

New shipping options

Knowing that customers want more options. I explored and sketched different options on how to expose the content. With different layers of complexity and safety, we wanted to condense content without sacrificing context. What we discovered:

• UPS drivers have COVID processes that we want to expose to the customers

• Product partners didn’t want to add COVID safety content. I pushed back for ethical ramification concerns

• Provocation on eliminating printed paperwork

💡 What I learned

• This one page needs to be repurposed on all platforms

• Content consistency end-to-end is difficult to maintain

Wireframes, sharing, and testing

I wanted to test quickly and iteratively on this flow to learn from our stakeholders but also collaborate with my fellow content designer to draft our first round on the content.

Instead of designing for the right answer, I designed a flexible experience to be optimized across all platforms efficiently and in a simple manner.

Working with the lowest fidelity

• Iterate quickly on content — UI, e-mail, frontline agent scripting, and printed materials

• Stakeholder visibility through weekly meetings

• Conduct A/B testing and gather data

A 🔄 B test findings

I ran 2 A/B unmoderated tests to quickly engage on customers’ feedback on the wireframes.

1. Key finding #1: A lot of content is increasing cognitive load
   Participants mentioned that Test B was cluttered and overwhelming with all of the content exposed.

2. Key finding #2: Icons are helpful but not needed
   All participants found the “what you need” section helpful. It prepared them ahead of time on expectations and provided a sense of transparency.

3. Key finding #3: Previous shipping experiences is reflected heavily (I.e., Amazon or UPS)
   All participants mentioned either Amazon or UPS during the tests. They found that this experience was similar and simple to the other companies.

Deep dive on the content

A critical part of this experience was setting expectations upfront for the customer. I worked closely with Emily Springer a Content Designer and Product Manager to hone on transparent and humanized content. While we were iterating on the content had some principles to keep in mind:

• Set clear transparent expectations

• Evolving the voice and tone of the rebranding

• Document and reuse similar content structures across the enterprise communication UX

New challenge

Consistent content at scale…

Information architecture + components analysis

As we were finalizing the designs our Content Strategist ran through challenges in maintaining content on an enterprise level.

I took the first stab at how to solve this problem and analyzed the current architecture at a component level.

What I learned

1. 80% of the content components are transferable to all platforms.

2. Client-specific experiences/content are in flight and difficult to track

Continuous experimentation

After evaluating the content we explored breaking parts of the UI into different blocks that would comprise the entire screen. This would be easier to maintain and also design in a modular mindset.

After thinking about these blocks our Content Strategist can easily identify what needs to be added to other communication touchpoints in the enterprise.

Team space for feedback

Figma was a helpful tool to have the Development team be part of the process. We’ve provided wireframe concepts to the development team on week 2 and they started to code the bare minimum of the designs. This gave them an opportunity to ask questions and feedback via Slack or email.

On week 3, we were 75% complete with the experience — as the developers continued to observe and be part of the process their confidence level was energized by the tight deadline.

💡 WHAT I LEARNED

• Our development team are human. Get to know them as people to build trust

• Be quick to iterate and don’t be afraid to fail and learn. Progress over perfection

Results and next iteration

• ~16% take rate on QR code option after 1 month after release

• Laptop repairs reduced by 3 days with QR code

• Tablet repairs reduced by 2 days with QR code

• 22% reduction on call center calls.