Case study: Revshop
Challenge: Redesigning a modern print management platform. This new platform had to be up-to-date in terms of UX standards and designed with modularized components so that we could embed it in to enterprise systems upstream.
My Role: I was the Design lead at this company providing end to end product design and UX research from discovery to launch. Responsible for management of outsourced design team members.
Platforms: Responsive Web
Primary Tools: Sketch, Axure, Keynote, Word and Excel
user research - primary users
When I first came to revshop the company already had some proto-personas in place. Based on prior industry experience the team had determined the "print buyer" was the primary persona we would build for.
With the proto-personas in hand, I set out to interview actual people to breathe life in to this persona. During these user interviews, I quickly discovered an emerging dichotomy amongst print buyers I talked to.
- Print Buyer (verb) - Print buying is part of their job description. Does not know the industry well.
- Print buyer (noun) - Print buyer is their job title, often had years of experience or formal training
user research - secondary users
Secondary users that we defined were the collaborators to a print job. I interviewed and created personas for each of the following user groups because we wanted them to use our system:
- Print Designer
- Print Supplier/Broker
- Prepress Estimator
- Accounting Department
We also researched the industry and found that most print only departments were in attrition. We set up a series of mastermind groups and surveys to gather this data.
- The traditional print buyer role are disappearing
- Print budgets are shrinking
- Turn-around times are becoming shorter
- Less importance placed on quality of print
- Press checks and hard copy proofing was unnecessary
This was helpful for our long term strategy to design for Stella, as opposed to Greg as our primary persona. We wanted to make the system easy enough for Stella to us and robust enough for Greg.
Interviews are a good way to get rich qualitative data, however, there is often a discrepancy between what the user's say they do and what they actually do. To understand how the existing software was being used, I spent a few days onsite at our client's office.
From watching our users struggle use our legacy system, there were a few insights that was overlooked during creation of the personas:
- The system could not support the orders that they actually need, so instead of using the available options, they would use the comments section to copy and paste exact specs.
- eg: needed 5 variations of Starbucks cold fridge tags, different for each region
- System was unforgiving of errors, especially after submitting an order.
- User did not trust the system, they would follow up with their request for quotes immediately after finishing their order
- The organization as a whole did not have access to the software, it was extremely cumbersome to set up new users. Essentially, were doing the same task twice by 2 different departments.
Who was this other person doing the same task? This was an example of 2 different personas that we had uncovered during user research. We got validation, folks!
Our journey map was an important tool to gain empathy across our organization and find discover opportunities for us to explore.
It was important for me to work with all the stakeholders in our organization to create this journey map. This was crucial to get everyone on the same page and to serve as a starting point for ideation.
Roadmap & requirements
Here are some highlights of our roadmap and requirements documentation.
Key Design Principles
- Modular design
- Close to intention
- Product gallery/My Jobs Gallery
- Configure and price job instantly
- Print shop locator
- Request for quote
- Guided experience
- Team collaboration
Success Metrics and KPIS
- Learnability - Success rate of completing task under 5 minutes
- Memorable - Improvement in completion time in 2nd attempt
- Comprehension of Job Status - 100% pass
- Collaboration - Avg. number of active users in a job > 1
Through rounds of card-sorting and affinity mapping we were confident that our global navigation scheme could distill in to 2 sections, "new jobs" and "my projects"
From left to right:
- We created an affinity map with navigation cards (yellow) and card sorted within the natural groupings.
- Site map, we limited the total amount of pages, because of our modular design, we were able to reuse components and pages to provide a different experience in context
- Primary task flow
- Configuration funnel. We spent a lot of time on this one, because we wanted to offer maximum options down the flow. We also had to prevent specs from affecting items that came earlier in the funnel.
Ideation & Design
Sketching and wireframes
I believe in designing many different explorations of the design based on requirements in order to see what works and what doesn't.
Early in the design process, I employed lean UX techniques to quickly test and iterate, many variations.
Closing in on a final design
Through rounds of testing, we were able to get close to final design. During our earlier testing on invisionapp and guerilla testing, we found that users had a difficult time going through the options module because it seemed so long and difficult.
To offset this perceived difficulty, we introduced information chunking and progressive disclosure. This minor change increased the speed of completion and overall conversion.
We committed to a high-fidelity prototype in Axure to make it seem more realistic. In Axure we were able to provide multiple outcomes and use real data.
Currently, the system is in live beta at Safeway/Albertsons corporate print centers. We've created efficiency for branch managers, marketing department and the print centers to collaborate and order print jobs. As a result, they've reduced paper based ordering by over 70% and with increased efficiency the department is going under a reorganization.
We made many feature concessions for the sake of our MVP, so there is still a lot of work to do to get to our final state. Next steps: in-context guided content, improved collaboration features, smart uploading, and Adobe Suite integration.