The objective is to create a one-stop digital marketplace where consumers can conveniently and confidently purchase goods that can be instantly delivered. The available products are not only vouchers or deals, but also any digital product that can be purchased online and redeemed using a customer’s phone or Grab App.
Date: September 2019 - January 2020
Platform: Native application (ADR, iOS)
Locations: Initial launch in Singapore
Role: Lead designer
Problem:
Currently, a GrabPay's marketing is manually creating, posting, and managing deals or digital vouchers. The team is stitching together the process, using several internal systems to get one voucher out to Grab’s customer base. Additionally, the voucher exploration, purchase, and redemption experience is not optimized for in-app experience for the customer. My team aims to address two areas of opportunity (one for the customer and one internally for Grab operations):
How might we design and implement an exploration, purchase, and redemption of digital voucher experience that delights our GrabPay customers?
How might we design and implement a creation, a post, and manage digital voucher experience internally within Grab that brings more quickly, higher-value products to our GrabPay customers?
Solution:
The team needs to create an in-app place for customers to purchase digital products. Additionally, we must create a tool that helps Grab’s internal teams design and implement the space within the app to create, post and maintain the purchase of these products.
Process:
Several quick stages of research and design were conducted to help push forward the MVP and to help support backend development planning. For the initial MVP, I conducted a benchmark usability study that tested the initial voucher purchase and redemption experience the internal marketing team created. For the initial study, customers were asked to purchase a $10 movie voucher and provide their feedback on the experience along the way. Feedback was unanimous that the redemption process was confusing. Additionally, overall the process of purchasing and redeeming felt long. I then updated the flow to be more seamless and easier for customers to quickly purchase and redeem their vouchers.
In addition to the usability study, I also conducted a hybrid card sort to help better understand how customers categorize our products. The card sort results were used to help prepare our backend architecture for the scalability of the digital marketplace, especially for customers’ exploration experiences where they will likely search and filter for particular products in the digital store.
After updating the flow (with a large focus on the redemption experience), I worked internally with my product managers to help facilitate conversations on where the purchased vouchers would sit within the app. These initial conversations are intended to help facilitate the cross team coordination required to have a spot within the Grab App where customers can find their past marketplace purchases.
Additionally, I began to work on the overall layout for our digital marketplace to enable customers to explore, purchase, and redeem. I explored several marketplace apps and online stores. I noted the common patterns and also ask customers who enjoyed online shopping what they looked for in an online/mobile app shop and what apps they preferred to use. Internally, I ran a Keyword Brand exercise to align the team on our overall brand for the product.
Taking note of the top needs and wants as well as the aligned brand of the product, I create three initial concepts and landed on a layout, pallet, and (with the help of marketing) voice for Grab’s digital marketplace experience for customers.
On the administrative side of the product, I intend to interview the internal “Grabbers” that are part of the current voucher creation, post, and manage process and learn about what is working, what is not working and what more capabilities they hope to have at their disposal. From there, I will collaborate with the working team to ideate on what solutions would be best given the time to meet these internal Grabbers’ needs.