Under a non-disclosure agreement
Some of the details in this case study may be vague to protect the client's intellectual property.
Lovevery subscription Play Kits offer curated sets of age-appropriate toys and activities designed to support children's developmental milestones from birth through toddlerhood. After learning that within 2 years, 50% of Lovevery customers will have a second child in the home, we set out to determine the best ways we could support parents making purchases for additional children, while also honoring our promise of sustainability. The result is a self-service shop for replacement parts which increased revenue, eliminated friction in our workflow and supported families.
LOVEVERY
Replacement Part Shop
My Role
Agile squad design lead
UI design
UX research support
Engineer collaboration
Stakeholder management and presentation
ALIGNING ON GOALS
Leaning on Internal Partners
The initial step was to conduct stakeholder interviews with our CX team members to understand current strategies for addressing replacement part fulfillment and to pinpoint areas of friction. I learned there were several core issues that not only incurred costs for our business but also detracted from the overall quality of the customer experience.
There were several areas of opportunity that imposed costs on our business and customer’s satisfaction:
Time: 67% of customer service communications focused on individual replacement requests, consuming significant resources.
Cost: Variable pricing for replacement parts led to prolonged negotiations, resulting in time and monetary losses.
Regulatory Compliance: We lacked clarity on distinguishing genuine defects from safety concerns.
Supply Chain: Inefficient systems necessitated labor-intensive handling of one-off replacements.
Data Management: Inadequate systems hindered tracking and pricing of replacement parts.
These challenges collectively contributed to a significant annual loss. Moreover, the absence of consistent internal protocols exacerbated complexities in handling these matters both internally and in customer interactions.
USER RESEARCH
Revisiting Survey Results
Next, I reached out to our research team to delve deeper into the initial benchmark survey. To my delight, I found that the survey was structured around the Kano Model. This organization allowed us to visualize data in a diagram, providing insights into the features most valued and requested by customers. Notably, among these features was a self-service replacement parts shop designed to assist customers in completing their products in anticipation of the arrival of a new child.
With our customer and business needs aligned and backed by data, I began crafting mock ups for our self-service replacement parts shop. Starting with medium fidelity, the aim was to move swiftly to prototype testing with customers.
A key focus of our testing centered on ensuring easy visual identification of individual parts and the ability to reach check out simply. By age 2, a child could amass over 200 parts in a household and since parents often didn’t remember which kit each part belonged to, each part needed to be easily identifiable from an image and named with clarity. Furthermore, our site lacked search functionality, making visual search the sole method for customers to find what they needed. Thus, optimizing visual search became paramount in our replacement parts shop design.
USER TESTING
Mockups to define search functionality
Research Goals
What’s the best way to drive purchases of replacement parts within customer accounts ?
How can we increase awareness of this option?
What’s the proper balance of self-service vs gated by CX?
How easily can customers move through these flows?
How comfortable are they making a purchase considering factors like pricing and shipping?
CREATIVE STRATEGY
Creative Strategy
In order for products to be findable, they had to have names that made sense and clear images to go with them. Often this didn’t match our inventory lists. This required pouring through those spreadsheets to rename any items that were too vague or redundant.
One of the most challenging parts was working in a replacement parts task force with operations and CX to ensure our list of products matched both customer needs and supply chain capability. CX had amazing documentation of all their requests and a keen sense of how customers liked to receive replacements.
I partnered with our photographer to give notes on product imagery which would optimize findability
FINAL DESIGN
