Auto Sales Tool Redesign​

CASE STUDY

Multiple cross functional teams

Managed multiple researchers

The research was Intended to identify and group current and potential customers – this was to be a framework to inform personalization of the look and feel of our brand, connection, and growth strategy,  and to identify new product and feature opportunities. We spoke to over 1500 customers and surveyed over 10x that many.

In review, there are 2 segments we are focused on growing _ Explorer and Advancer, Especially the advancer because they are young and have the potential to be explorers.

Jim our Product Owner in Sales, was concerned about Discounts – column 3 “ask for discounts” indicated poor results, and there were some agonizing stories from the fieldwork.​ However, this would require stakeholders from across our business including our agent council which creates much complexity and row 6 (bottom) showed that digital and call center poor experiences, but only digital was a consistently poor experience​.

Column 1 row 1 showed that Advancers such as Michael start with family for advice, but then quickly go to digital. ​The reason they go from digital to agent was due to a lack of confidence in the decisions they were given in the digital experience. ​According to Lifescape research, younger and older digitally-engaged segments like explorers want to buy and grow through digital. ​Many do not want the complexity of building relationships with an agent, like “going out for a beer”​.

As we spoke we decided discounts was a too big challenge and would take quite a bit of effort over time, and that we should start building alliances with our wins in digital​. As mentioned, young and high ses segments expected strong digital experience as part of aspirational value.​ That want to feel like they are getting a better life – the feeling of identity and value are important in brand – our customers did not feel the digital experience was telling the brand story like our agents were. ​

Additionally, we learned that Ben our digital delivery manager had just been told by Bethany, our director, that he must raise binds by 15% on the AST​.

Phase 1

Goal

• Raise bind (CVR) 15% for 2017

Goal from director

• Engage dev team in redesign

Dev team likes AST as it is – we won an award in 2014

• Model funnel data

Look at analytics with behavior

• Investigate design for scale

Aggregator integration 

Proposed Roadmap Sprints 2-4​

• Expert review of product journey

Why – no analytics for funnel data

• Request and model SQL data

Why – create baseline based upon expertise

• Workshop data for stakeholder

Why –  Generate hypotheses for buy-in, next steps, and 

timeline for research

• Discount Guerrilla

Why – understand mental models for content, 

interaction, grouping, and sequence

Stakeholder Onboarding

Prior to the workshop I conducted a cognitive walkthrough with a red light green light scorecard​. In the workshop participants used the scorecard with silent response as a team to review​. Each person recorded their score and comments on paper for each step in the product journey.
As you can see, they were much more generous than I was​. This helped us create questions of interest, hypotheses and prioritization and thus, commitment to a redesign – our goal.

Testable Claims

• Customer does not like price
•  ​Customer is not ready to buy
• ​Customer does not have required information
• Customer leaves from fatigue ​
• Product experience does not match expectations ​

Grouping and Input Redundancy​

• Hypothetically, people use these as a first step
• We should be seamlessly integrating customer inputs rather than duplicating effort

AST Refresh Priorities

Increase binds (CVR) by 15% ​

• A refresh and update to style guide​
  – Style guide consistency​
  – Background, banner, help, field shapes & sizes​
• Personal info & vehicles​
• Too many pages & questions​
  – Unclear CTA, not-delivering brand experience​
  – Incomplete – research and conceptual model created​
• Improve flow & content​
• Expectation, clarity, brevity, grouping, and sequence​
• Understand mental models of expectations ​
• Reduce or combine number of subfields, descriptions, & calls to action ​
  – Rule of Thumb: ​.06% increase in CVR by elimination of each unnecessary input field​
• Redesign of coverage customization page ​
• Bind process​
• CYC​
• Help ​
  – icons and ux writing ​
• Redesign of sub-fields for coverage descriptions​
• Customization/ CTA​
• Payment confirmation​
• Disqualification ​

Discount Guerrilla

Mental Models ​

• 1 designer & 1 business analyst Intelligence​
• Paper and pencil​
• Convenience sampling ​
• n=31, 18-24, 35-50 ​
• high SES, 16F / 15M​
• $25  gift cards​

Scaling, Grouping, and Sequence

Initiate

• No-commitment exposure to price
• Want their question answered “ how much and why”
• Prefer to identify vehicle and location, but not personal identity
• Want to be able to share the estimate (self, spouse, other)
• Play – they want to play with the customization tool / calculator

Commit

• Will do qualifications up front
• Tell me which reports like FICO
• Followed by: “is this right” page
• Tell me why I did not qualify and what I can do
• Payment method serves as signature

Grow

• Help me learn without consequence
• Tell me what is coming so I can prepare
• Show me how I can save
• Inspire confidence with expert guidance

Phase 2

Goal

Validate learning hypotheses

• Is CVR because of price?

        – Customers have a range in mind

• When are users ready to buy?

        – They need to have reviewed at least one other quote

• Users bounce because they lack required information?

        – They often lack vin and policy numbers

• Does customer leave from fatigue?

         – Unknown

• Does the product experience does match expectations?

        – Unknown

Sprint 5-6

Methods 

• Call center ride along
  Why – proven success, with more limitation (done over the phone)
• 35 comparative moderated interviews
  Why – understand target demographic expectations and response to current
• Prototyping & testing
  Why – co-design with qualitative and quantitative analysis with effect size

Call Center Insights

• Aligns with Discount Guerrilla
  – Typically not ready to buy
  – Schedule follow up
• Lack confidence in decisions
  – Build rapport and trust
  – Predict confusion

• Customers have a price point​
  – Upsell on value within range​

Moderated Interviews

https://brockdubbels.com/wp-content/uploads/2020/12/media1.mp4

• Expectations for experience do not align with actual experience

        – Supports insights from Discount Guerrilla

• Disqualification seems random

        – Why?

• The experience does not align with our brand personality:
  Inspire, protect, restore ->“Nosy, all up in my business, I cannot trust them”

Moderated Interviews

https://youtu.be/iKvhdWoTtf4

• Participants struggled to make sense of:​
  discount submission documents required before the bind​
  – as predicted​
  lacked confidence in choose your coverage page​
  – as predicted​
• Increase in confidence when they understood the jargon. ​
  i.e. “bodily injury”​
  Which would make you more confident:​
  1. Likelihood and Cost?​
  2. Neutral 3rd party rec?​
  3. People like me?​

https://youtu.be/E4H00q9Jl04

• When users understood the terminology and layout they brightened and began to upsell from economy, to standard and to premiere​
  making a case for value over lowest price​

Analysis and Insight​

• SQL data is not reliable ​
  SQL mapping to product journeys​
  – Why: predict and estimate accuracy of model performance​
  – Align analytics with predicted and actual​
• Poor experience (red)​
  Goodness of Fit analysis​
  – Why: engineers respond well to math​
  – Projected vs actual ​
  – 18 screens x 15 participants​
  (χ2(2) = 49.07692, p < .05 ​

• Remove or modify ​
  “Choose Your Coverage“ ​
• We need to learn more about consumers​

Map of Flow

Map of Flow

To make it clearer to the customer what their available coverages are and how to purchase, we:​

1. Simplified CTAs​

• Tiers have been given a single button to click to continue quote process​

2. Clearer Understanding of Tiers​

• Columns were given background color treatments to easily identify which coverages customer is viewing​

3. Removed Unnecessary Coverages​

• Coverages that are marked as “Not Added” have been removed​

4. Enhanced Content and Value Add​

• Provide additional information to reinforce value​

5. Moved Coverage Labels Outside of Columns​

• Moving coverage labels outside of columns allows for easier scanning and greater ability to compare​

Unmoderated Prototype Analysis​

OKRs

Testable Hypotheses​

• Customer does not like price?​
  Has a range and looks for value ​
• Customer is not ready to buy? ​
  Follow up email and agent lead​
• Customer lacks required information?​
  Provide instant easy retrieval ​

• Customer leaves from fatigue? ​
  Group content in sequence​
• Does not match expectations? ​
  Initiate, commit, and grow​

Testable Hypotheses​

The goal for the sales group in 2017 was to increase binds by 15% for the year​

Finance reported:​

• we eclipsed CVR goal by the start of Q3 after reporting our target increased to 60% growth​
• quality of sales improved in quantity with more Standard and Premium bundles over Economy​