Lead UX: Ethnographic research, user testing, workshops, high fidelity wireframes
A digital sales tool for Sensis customer service representives.
Sensis is one of Australia’s leading marketing agencies with multiple brands such as Yellow Pages, White Pages, True Local and Skip. They offer services such as website creation, SEO (Search Engine Optimisation) and SEM (Search Engine Marketing) and data solutions. With a large array of products and a very varied client base (ranging from sole-contractor plumbers to large multinational corporations) their sales process and communication needed to be broad and flexible. Besides having a broad customer and product base, the business also had several different forms of sales and customer service staff - ranging from call centre to face to face. The main challenges were:
There was no centralised location to source information and no clear uniform processes
We started the field research with contextual enquiries and diary studies. Double jacking with the call centre staff for a period we learnt what their processes and pain points were. We were able to establish internal and external personas that gave us insight to their motivations - which informed the whole design process. We undertook stakeholder interviews and workshops. This turned senior management and influencers into our advocates, gave us a better insight into business goals and processes and helped to onboard them with the project
The personas and supporting documents like user journeys were the cornerstone of our whole design process. We also did an internal audit on all the sales collateral and tools that staff were using and performed heuristic evaluations. Together with the consumer team we completed a priority matrix to help discover what was valuable from these tools, what was not and how we could look at a content strategy to amalgamate them.
Sales staff did not have the tools and resources they needed to accurately inform a customer. Examples of this were insights into return on investment, SEO reach, statistics about a particular postcode or area. To fill this gap many staff had come up with ingenious hacks and self made tools (such as excel spreadsheets) and while this aided their sales, it resulted in inconsistent and disjointed communication from one sales representative to another. We also found that when presenting such a large volume of information over the phone, customers often became overwhelmed and began to tune out after a certain point. Sales staff had hacks for these too - if they could email a visual deck before the phone call there was an 70% higher instance of the customer not only completing the call - but signing up. The visual component helped in terms of comprehension for the customer, but also added extra interest to make the call seem shorter and more engaging. Complex processes or ideas were also more easily absorbed with fewer questions from the customer.
The field study with the face-to-face staff resulted in another set of challenges. Unlike call centre staff face-to-face staff had the ability to use visual aids and present the customers with documents. Some were more antiquated and carried reams of printouts and some were more modern using tablets Our learnings were:
With our external personas defined we started working on the IA and taxonomies to make our product easily understood. We started with open card sorts and what we found was:
We started on the design for the sales tool Pitcher. Our goals and aims were:
With our to-be user journeys, clear IA and completed content we set to work on the design. Working in a Lean UX mode we tested early wireframes and tested content. By the time we had reached high fidelity/finished design prototype testing most of the issues had been ironed out. With early testing we were able to A/B test content and the flow of the presentation.
The sales tool started with a customised evaluation of the potential customer, and from that the recommendation engine prioritised the most important/valuable product to the customer first - based on their goals. Moving forward each product was sectioned out with the ability to deep dive and get more granular if required, or to stay top level. With a clear linear structure sales reps had the confidence to know what was coming up next and how to progress with the discussion - likewise the customer could clearly see progression and where they were at in the journey. The expectations were managed better on both sides.
With the launch of Pitcher: