End to end ecosystem mapping and problem identification
I was brought into to Just Eat to help with introduction of Service Design approach for understanding problems, opportunities and gaps in the existing service that Just Eat provides to Customers and Partners. The As-Is Customer journey map and the Blueprint revealed opportunities across different parts of the estate and helped in informing H2 and 2019 planning of initiatives, projects and the three year long term strategic roadmap. I worked with another service designer and two business analysts.
Better Restaurant partner experience from a large food technology company
The strategic service mapping activity was carried over a period of four months involving field research, as-is mapping, to-be mapping and helping with organisational alignment for new projects and initiatives. I joined the project at a time when the initial Journey Map was already created and the Head of Functions had agreed on key ideation themes. I planned and led the ideation and brainstorming activities using ideation posters. The ideation activities involved stakeholders from across the business and involved looking at both blue sky and tactical ideas. These ideas were evaluated and further developed and validated through follow-on workshops and formed the basis for our To-Be experience map and blueprint.
The ideation activity also provided insights into the customer care side of the business, which the organisation were keen to flesh out in more detail with a view to simplify their customer care processes and services. I initiated field research through customer and partner interviews, contextual inquiry and observation of the Call Centre operations. This helped me to develop empathy and emotions maps, and personas of the call centre organisation. The recommendations were made in terms of insights and identified pain points to the head of group restaurant operations.
The ideas were prioritised with stakeholders using cost, value and risk metrics. In parallel, I also engaged the analytics and BI team within different departments to validate findings against the data and also develop scenarios for which further data exploration was required. The shortlisted ideas were used to form a to-be blueprint which captured how the organisation can service its customers, working through its processes, tools, partner ecosystem and staff.
These prioritised ideas along with the blueprint and the experience map was presented to senior stakeholders such as Chief Product Office, Chief Customer Officer, Sales and Marketing Directors to receive their feedback and go through some of the key highlights of the process and the findings.
Education and training for B2B Partners
One of the findings from the service mapping activity described above was the complete lack of awareness amongst Restaurant Partners around Just Eat's products and services. Hence a project was initiatied to understand and implement Partner's awareness of Just Eat's products and services. I worked on the project as a lead service designer alongside a creative director and a part time UX Designer. As we completed the initial discovery phase, the team grew to add a content strategist and a visual designer to prototype shortlisted ideas. I started the initial planning using a Partner ecosystem landscape that listed out all Partner touchpoints within the organisation
The initial part of the project was to discover and collate insights to support or expand the initial hypothesis. The discovery activity started with initial data analysis and using that I planned field research in order to qualify whom to meet and interview. I went out in the field to speak to Partners and observed them in their job. I also spoke to and held workshops with different teams within the operations and product departments to establish met and unmet needs and their challenges. The workshops with key stakeholders and Partner facing teams were done using Journey Mapping and focussed on Partner perspective and their needs. Every week I held wash-ups within our project team to collate field insights and started identifying Partner needs under key themes. We further refined them as we progressed through discovery and also captured overarching insights that influenced all or most of these themes. I repurposed the hypothesis during stakeholder check-ins and brainstormed and developed archetypes. The discovery findings were wrapped up and presented to Head of Products, Marketing, Sales and other senior stakeholders within the business.
The findings from Discovery were taken into the Definition phase which was kicked off through a Discovery immersion and Ideation exercise with stakeholders representing different parts of Partner touchpoint within the business. After doing empathy mapping with stakeholders, I facilitated ideation and concepting exercise based on the shortlisted initiatives. Some of the techniques used in ideation were card sorting and idea enrichment. I was supported by other team team members for inspiring the group around inspirational brand and ideas and presenting desk research. The desk research consisted of external market research and a UX audit of existing touchpoints.
We took the most voted concepts and re-prioritised based on business and testing feasibility. I prepared the test plan for end-user testing of concepts and participated in internal ideation rounds. I provided regular feedback and reviewed creative concepts as they got fleshed out by the visual designer.
The project is now in its evaluation phase and we expect to provide recommendations on the initiatives that should be further developed and implemented