Platform: Web, microsite
Tools: Photoshop, Keynote, affinity-mapping, user-journey, screener survey, user interviews and testing, facilitation in design thinking
I teamed up with digital-optimization agency, Roboboogie, to assist on an Adobe client-project. Adobe and Roboboogie are testing a microsite that will improve the conversion rates of non-genuine users to genuine users. Initially, I assisted with UX/UI design and then noted a disconnect in the user's needs and the service Adobe was aiming to provide. This prompted a 2-week research sprint, which I spear-headed, synthesized and offered back to the team.
The Challenge: When Adobe switched to the subscription model, it broke the trust of many users. How might we rebuild trust and increase the conversion rate, simultaneously? Adobe's design perimeters provided a secondary challenge.
The Solution: By introducing user-research, we could uncover core issues and make substantiated upshifts to the microsite. Optimization would stem from a human-centered perspective. Another important outcome, was that user's reconnected with the Adobe. Whether their P.O.V was positive or negative prior to the research, by having their voices heard, it offered users shared empathy. The user research-backed design decisions provided insights to begin designing for underlying core issues as well as re-informing the information architecture and visual hierarchy.
Roboboogie is continually iterating on the Adobe microsite in order to optimize usability. By conducting user-research and testing on the current site, design decisions can be better informed by user's needs. The goal was to uncover core issues, and rebuild user's trust. The stretch goal was to introduce design thinking to all the departments at Roboboogie team, and hence their unified voice into design solutions.
The screener survey assisted in gleaning anonymous insights about non-genuine users who might otherwise have shied away from direct information. An interesting takeaway was that users suggested a keen interest in latest features. In the latter research I discovered a chasm between wanting features and not being aware of what those were or utilizing them. An opportunity gap.
What's the least appealing aspect of non-genuine software?
I aimed for a diverse set of users, all of whom had either used non-genuine software at some point, were currently using it, or who wanted to convert to it. All 7 research participants underwent an hour-long interview. The interviews were a blend of user research and user testing on the microsite. Interesting opportunities arose between hobbyists and professionals, the occasional user to the daily user. Adobe could find solutions to better acknowledge this distinction.
I tested users on the current microsite to uncover key pain-points and opportunities. Each one responded organically to the homepage and was then asked to walk through a purchase journey. This quickly pointed to what might be contributing to a drop-off rate.
The User Journey clearly maps out the user's pain-points. It offers a visual representation of where further empathy is needed.
Key points here:
The initial shock state that the notification message brought on, most users exited this state when reading the empathetic/supportive tone of the copy.
Not finding the CTA was an important finding. The contact section was taking up too much real-estate and it was the No.1 repulsion on the homepage.
User's were commonly overwhelmed by unclear options, again offering opportunity for simplicity and further product clarity.
Key Findings from User Research
These interviews were then synthesized and these were the core issues and themes which surfaced. The aim was not to create immediate solutions, instead to remove assumptions and to bring these findings to the wider team to work on design solutions together.
Broken trust was a deep-underlying emotion for users. That Adobe was investing in research rebuilt some of that brand loyalty.
Price was out of reach. Users noted that the discounted prices all felt fair. Opportunities for bundles, and a tiered pricing structure.
The chasm between value-added props and features: wanting but
Opportunity for further personalization
Users felt Adobe wasn't being fully transparent. What was the actual value of the software?
Key Findings from User Testing
All users felt a repulsion towards the phone No. A fear triggered in them.
The CTA was not easy to find and a couple of them were tempted to drop off at this point.
Most users went straight to the discounts offering. They appreciated this, despite feeling guilt around why they were receiving a discount for "cheating".
The products generally felt confusing/ overwhelming.
Once the product was selected the checkout process felt smooth.
I then brought these core issues and opportunities to the wider Roboboogie team. I lead them through a design studio where they created rapid-fire solutions and then shared them as a group. By repeating this process, they had the opportunity to cross-pollinate ideas and build upon the first round.
They each then voted on the final iterations to take away a visual map of next steps and possibilities.
4. NEXT STEPS
Matrix for viable design solutions