The Challenge

Create Deeper Relationships with Customers

The Market Opportunity for future growth is with no contracts as consumers thoughts diversify. A New world of mobile emerging onto the market to meet these needs. The growth opportunity – two clear strategies 1. Choice Matters: Flexible plans, Inspire users to trade up from their normal contract's because it’s better 2. Online stores: High street stores have lost relevance to a younger audience vs. online ecom shops. Inspire users with the proposition of a new and better way of doing things. Our challenge was to evolve with customers and enter the highly competitive mobile market in the UK with an ideas lab to create deeper relationships with retailers.

THE APPROACH

Accelerated Architecture rebanding

In need of speed to market, we were tasked to design and build a rebrand within the existing content and digital architecture. This tactic was perceived to be advantageous and the least risk.

The assumption was simple—millions of customers visit giffgaff everyday. Extend the acquire, play, manage conceptual model that customers were familiar with and leverage the existing infrastructure to get to market sooner and cheaper. This early architectural decision had a major impact on the quality of the customer experience we could both create and reconcile. 

The Discovery

We conducted customer and market research to drive our planning phase. These are the key insights that defined the launch version of the product:

The primary segments are customers that use a contract but are unhappy with the set up.

Activities

Customers use mobile on a daily basis relaxing, working or traveling.

Lean‐back vs Lean‐forward

Customers tend to be, working using higher plans or lower for entertainment reasons.

Mobile To Save

Price sensitivity was the motivating factor for customers to switch.

Choice opportunity

Choice is increasingly popular amongst younger price conscious customers moving away from contracts

Show me your work

Customers expect giffgaff to match experience of product.

Detailed Design

Communicating Design

For each feature phase, I went through cycles of requirements, consensus, approvals, detailed specs and handoffs.

My process involved sketching and white‐boarding concepts and flows with my PM partner and then translating these directly into hi‐fidelity design comps. Since I was working with many existing design patterns, it was relatively easy to move straight into hi‐fidelity designs.

My next step involved slicing the comps and piecing them together with InVision into a prototype. In the early stages I focussed only on representing the highest risk areas of the design. Later phases allowed me to focus on micro‐interactions.

Prototyping was the most effective way to gain meaningful feedback from the team, consensus from stakeholders and approval from senior leadership.

For Interactive wireframes click these links password (giffgaff)

Example 1 Example 2 Example 3

The Impact

It’s still early days for the service, yet the results have exceeded expectations. Since the launch of the design, the number of active customers has increased by 30% with improvements on key engagement, retention, adoption and acquisition metrics.

Increased active days per customer by 50%

Increased questions answered per customer are up by 36%

Increased new customer retention rate by 31%