CRM tool
Redmart | 2016
E-commerce store needs a robust system when it comes to customer support. I was supporting the build up of the in-house CRM tools, ensuring the user experience is consistent and thought through because it directly affects the way customer agents are working. By now most of the processes are supported by the in-house tools. The result is ticket resolution time is less by a few minutes, ticket aging is decreased by 20% and the customer service rate bounced up by 40%.

User research | Service blueprint | Data analysis | UX design | Information architecture | Wireframes | Prototype | UI design | User testing

CRM team was using third party tools at the time. The goal was to build an in-house software to better serve the customers of RedMart, and to make the process of serving a customer less stressful for a CS agent.
Engineering team already started working on the project. MVP was shipped, but it was not used. The core goal of the research was to help the team design the road map for the upcoming year.
I started with direct observations. How agents work and what they do. Well, I got a headache in the end of the day. But I was able to take field notes of 6 agents: what they do and how much time it takes to serve a single customer. I did not want to jump right into conclusion, yet the process appeared to be messier than I anticipated it to be.
A couple of days later I got a hold of what's going on and was able to map the flows. Talking directly to some of the agents, I discovered there are more flows to add. It just happens agents do not have time to attend to some of the channels, that's why I haven't observed them.
With the written communication, the biggest problem comes from the channels with free text. It takes time to figure out what sort of help an agent can provide, and to gather this information. That's the second pain point, even a bigger one. To attend to an issue raised by a customer, an agent has to run an internal investigation. Observing some of the more complicated cases, I can say it is a hardcore process. The information is scattered across multiple platforms, departments even. And to piece the information together, most of the agents are using.. old good pen & paper.
I then took one of the most common scenarios: a call about a missing item in the order delivered. To communicate the process I observed, I have chosen to create a blueprint. It makes it easier to communicate the holistic picture, and to bridge the gap of understanding what an agent is doing/ thinking/ feeling.
To put a face on the problems I encountered with the system, I created a set of high-level user stories. Each of the stories is a project on its own. I did not prioritise from the UX point of view, because first i wanted to see what the business wants.
The business wanted to have customers served qucikly and efficiently. The biggest goal was to increase agent's efficiency & effectiveness. It would be possible if an agent would be provided with relevant information and autonomy for decision making.
customer 360
Each of the initiatives already consists of multiple projects. I only have chosen one Road Map initiative to showcase. Other projects are available upon request.
Insight: Agent's are collecting consumer related information from multiple sources. And when agents are filing tickets based on customer's request, it is hard to navigate to later on.

Problem: It takes time to take down information from each source. It is also prone to a human mistake such as forgetting one of the sources.

A platform to serve as a data collection point. Surfacing already existing information, with an ability to add more information when there is an input.
I was inspired by Facebook profile page. Usually it has all of the information of the user making it easier for others to consume. Here I wanted to replicate the ease of navigating through the info. But given the multitude of content, I had to break it down. Based on the observations and conversations with the users, I surfaced the most common reason codes for contact: order related and credits&refunds. I made the profile tab a default option, so an agent can have a look into this sort of data, before taking action. To make the discovery of old tickets easier, it is also surfaced as a separate tab.
I envisioned the ticket panel to slide over the customer page, so the information underneath is always handy. I started off with sketches. It was a new flow proposition all together, and I wanted to make sure each interaction and possible scenarios are mapped out before jumping in front of the computer's screen.
I envisioned the ticket panel to slide over the customer page, so the information underneath is always handy. I started off with sketches. It was a new flow proposition all together, and I wanted to make sure each interaction and possible scenarios are mapped out before jumping in front of the computer's screen.

A few minor changes later, I jumped into rough pixel pushing to create a set of wires to test it with the users. I wanted to invest into pixel pushing, because of the complexity of the interactions which would be new for the users.
It took us a few iterations to get to the design and functionality we, as a team, and users were satisfied with. Throughout the design process, I had to keep in mind the technicality of the solution. Engineers have a lot of the backend and automatisation to do, so the UIs had to be fairly simple solution. I used a lot of components from the internal pattern library to make the development faster and easier.
We launched the ticket panel, yet we left the ZenDesk as well to see whether our solution gets traction. 2 months later we had 97% of the users creating tickets in Console. Now that we had created a tool for one of the core CRM functionalities, we started enhancing it. We added ticket editing, macro responses and internal notes.
One of the biggest challenges was to align the goals across stakeholders. The users, the biz owner and design are in Singapore, engineers are in Bangalore, India. I am confident the research and it's deliverables from the beginning of the collaboration is helping to bridge the gap. Unfortunately the PM left soon after formulating the roadmap. Because of a rapport I have built with the users, the tech team and the Business Owner, I often perform as a mediator between the parties.
Next project: Promotions management
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