Delivery hero
2024
Improving price clarity & perception
We improved the customer
affordability perception
of our product, leading to ⬆17M GMV within 3 quarters
and a strong foundation for
subsequent opportunities.
problem
Our biggest customer pain point
was causing significant churn.
Confusion over deal application and fees has been surfaced by our users for years, resulting in customers not trusting the total price, or feeling hesitant as they built their basket, not confident on which deals and fees will apply.
root cause
Our organisational silos significantly contributed
to mixed patterns and inconsistent deal communication. Different tribes rolled out experiments without concern over the holistic customer journey, resulting in mixed messages to our customers. We had several internal tools for different types of deals, contributing to mixed UI and mis-use of the deal tags.
solution
We built a deal communication system, which included several granular aspects:
• creating principles of deal display, to be followed across the product
• organizing 25+ deal types into clear information architecture which enabled deal display hierarchy
• introducting customer journey message segmentation to remove mixed messages
• introducing a dedicated deal color, and subsequently minimizing other color usage in the product
• creating clear text strings for fees and deals to be used consistently across the product
• removing irrelevant price or deal communication, focusing on best deals only
• celebrating savings across the journey, as deals are applied, at cart, and PRO savings
• creating principles of deal display, to be followed across the product
• organizing 25+ deal types into clear information architecture which enabled deal display hierarchy
• introducting customer journey message segmentation to remove mixed messages
• introducing a dedicated deal color, and subsequently minimizing other color usage in the product
• creating clear text strings for fees and deals to be used consistently across the product
• removing irrelevant price or deal communication, focusing on best deals only
• celebrating savings across the journey, as deals are applied, at cart, and PRO savings
impact
• ⬆17M GMV within first 3 quarters
• Significant improvement to customer perception of affordability (from before/after UXR)
• 29 solutions released across 4 tribes
• 13 solutions repriortized on adjacent roadmaps, spinning out new tribe missions
• Solution endorsed by C-level to be adopted by all Delivery Hero brands
• Improved cross-tribe collaboration
• 2 UX promotions
• Significant improvement to customer perception of affordability (from before/after UXR)
• 29 solutions released across 4 tribes
• 13 solutions repriortized on adjacent roadmaps, spinning out new tribe missions
• Solution endorsed by C-level to be adopted by all Delivery Hero brands
• Improved cross-tribe collaboration
• 2 UX promotions
my role
While leading the e2e Restaurant product line, I observed one of the biggest x-flow problems to solve was inconsistent price, fee and deal display. Many of the subscriptions and deal incentive opportunities were outside of the scope of my tribe. I documented all issues in an extensive presentation, and then created a tiger team of 2 designers from the Growth and Restaurant product lines.
I shared the problem deck widely and committed to building a solution, asking product to hold off on new related experiments for 1 quarter. I worked closely with the tiger team over a workshop week to build out our granular price display system and solution recommendations. While the designers focused on building out example solutions, I built out the solution deck. We shared this widely across all tribes, and for the most part it was strongly received and immediately put into roadmap priortization. For the topics in the direct scope of the Restaurant product line, I worked with product and designers to oversee the solution roll-out.
On some aspects which were not well-received (dedicated deal color) I worked with the stakeholders directly to find a solution, utilizing benchmarking to address their concerns. This was one of the core changes which customers responded to; instantly recognizing deals addressed their negative perception of product affordability.
I shared the problem deck widely and committed to building a solution, asking product to hold off on new related experiments for 1 quarter. I worked closely with the tiger team over a workshop week to build out our granular price display system and solution recommendations. While the designers focused on building out example solutions, I built out the solution deck. We shared this widely across all tribes, and for the most part it was strongly received and immediately put into roadmap priortization. For the topics in the direct scope of the Restaurant product line, I worked with product and designers to oversee the solution roll-out.
On some aspects which were not well-received (dedicated deal color) I worked with the stakeholders directly to find a solution, utilizing benchmarking to address their concerns. This was one of the core changes which customers responded to; instantly recognizing deals addressed their negative perception of product affordability.
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