Greggs Corporate Website

The first website I was tasked with redesigning was the corporate site. Reviewing the information architecture and content with the domain expert PA to the CEO, was vital. Her experience of managing the site for over six years meant she had an in-depth knowledge of the user tasks. I held workshops with users to help build clear user personas and their scenarios. Reviewing the current site data identified areas that were no longer being used. I mapped the current journeys to determine what was working well and what wasn’t. I developed thought starters for prioritised features. I also reviewed features from similar sites, which helped identify business opportunities. I then created new journey flows for the site and wireframed the pages to gather quick feedback from stakeholders, ultimately implementing a new design system for the final designs. Before the designs went live, there were rounds of user testing.

Content review

The investor personas helped identify who was using the site

• Current Investor managers/groups

• Corporate/trade analysts - listed on the existing site

• Potential investor managers or individual investors

Identifying the use cases for the site

• Access financial performance

• View the financial calendar 

• Find out who the analysts are investors and if they can get in touch. 

Information architecture and data flows

By combining user profiles, their use cases, current data flow usage, competitor features and existing features. I was able to develop new flows and a revised information architecture with new features added.

WIREFRAMES

I then quickly wireframed the prioritised use case features based on research analysis and shared these with key stakeholders for collaborative feedback. I found testing these prototypes with users helped validate the insights and identify any pain points within the experience.

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Designs

Evolving the current user journey helped maintain consistency and support user learning. Accessibility audits contributed to achieving AA and AAA ratings, and further testing allowed users to identify what was working well and what could be improved.

I worked closely with the development team to incorporate their input. On some occasions, I was asked to create new solutions. I also reviewed the build to ensure the designs were as close as possible to the original, taking a pragmatic approach.

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Outcome

Once the designs went live there was an uplift in usage and positive comments from the users

Analysts stated that the site was now easier to navigate and that they could recommend the Greggs site to investors with a clear understanding of where the relevant content was located. The reports allowed analysts to provide recommendations to buy, sell, or hold shares.

Investors mentioned that they could now use the site to monitor the company’s performance. The Operations Board, who meet analysts when Greggs publishes results to ‘sell’ Greggs, cannot always reach every analyst, so they now use the corporate site as a tool to promote Greggs to investors more effectively.

Meal Deals app Project

Greggs tasked me to introduce the new meal deal journeys. This was designed to enhance user engagement, improve usability, and increase overall satisfaction with an uplift in sales. My role involved applying UX research methodologies and collaborating closely with business stakeholders and users.

New Features included
- Incentives, excite and welcome
- Flexibility + comparable options
- Value baked in simplified choices
- Tailored checkout 
- Collect data for personalisation
- Personalised Easy ordering for everyone

Creating the Meal Deal
For the new meal deals features, I conducted comprehensive user experience research. My process involved the following key steps

To supercharge my primary and secondary research, I conducted one-on-one interviews with users. These sessions employed a cognitive walkthrough technique, enabling me to chart out the primary needs, activities, and processes of diverse user groups that encompass shop managers, assistants, customers, and colleagues in operations.

Ideation
I facilitated multiple co-design workshops, engaging key stakeholders, end-users, and the broader team. Drawing on evidence from our in-depth research, I pinpointed opportunities for innovation. To ensure we were focusing our efforts effectively, I employed prioritisation techniques, complemented by dot voting. This approach not only gave the team a clear understanding of critical issues but also enabled them to craft targeted ‘how might we’ (HMW) questions. These, in turn, formed the foundation for our hypothesis and well-defined problem statements, aligning our design efforts with user needs and strategic goals.

I employed dynamic ideation methods like Crazy 8’s. This immersive experience generated an array of forward-thinking ideas that resonated with our overarching vision. These innovative solutions were poised for validation. While some ideas were pragmatically viable, others required further refinement. A collaborative ‘dot voting’ exercise helped the team gravitate towards the most promising concepts. Our outcome became clear: ‘Create the right product through collaboration and shared insight‘.

Delivery

The delivery phase started by crafting a user flow, merging quantitative usage data from the legacy click-and-collect journey. The journeys was broken down into key moments for the wireframing stage, where I utilised figma to visualise the future-state user experience. At the core, the design encapsulated a visual project management interface, a visual hierarchy designed to empower users with an instantaneous comprehension of the project’s progression within the broader framework. I established multiple versions of this critical component, primed for Usability testing painpoints, I then conducted A/B testing to compare different iterations of the new journey, mitigating the risks and measuring success based on key metrics.

Outcome

The new meal deal journeys mean Greggs customers are getting even more value and the repeat customers have increased by 3% and an increase App transactions from 5.1% in 2022 to 13.6% 2023.