Project overview

At Tesco I worked on a strategic initiative to consolidate their customer apps, in order to create a truly omnichannel experience for customers.

My focus was helping to migrate Clubcard loyalty features into the Tesco shopping app. I was the UX designer for the Reward Parter experience. Tesco’s Clubcard loyalty scheme allows customers to spend their Clubcard vouchers with third party partners at up to three times the original value.   

We found from satisfaction surveys that spending vouchers with Reward Partners rather than in store holds the greatest value for customers and doing so makes them feel the most rewarded. However, we also found that awareness of the Reward Partners scheme has declined over time.

Our process 

Goal

Gaining insights

Insight Audit  
The Clubcard scheme already existed across app and web which meant there was some existing insights we could gather from previous research.

I also set up a call listening session with the customer support team where we were able to gain new insights live from customers.

We did an audit of all the insights and pain points that had been collected previously and created a customer journey map. This allowed us to pinpoint where the key opportunities were.

Affinity mapping
We then did an affinity mapping exercise which allowed us to group the opportunities into key areas of focus. There was also a prioritisation session which allowed us to narrow our efforts for the first iteration. We were able to prioritise based on impact and effort with the help of Product Managers and engineers.   

We looked at lots of interesting insights and opportunities with this stream of work but I want to focus on  one specifically that really helped us tackle our problem statement: 

Opportunity 

We had gathered insights that some customers did not fully understand the mechanics of the Clubcard scheme in terms of points collection and redemption. When it came to rewards, they were even less clear on how to redeem their vouchers or even the existence of the offering.  

We realised there was a real lack of education around how much value customers can get from their Clubcard. And as we know, customers feel most rewarded when spending with partners, so this was a key opportunity to go after. This lack of education was further cemented by usability testing when we started to share concepts with customers.  

Creating solutions

I facilitated team ideation sessions and workshops to help form the experience. This was a close collaboration across UX, Research, UI and Copy.

My role was to map out the flows of the customer journey and create wireframes for each stage. I focussed on creating a content structure we could use to guide the experience.  

Using a holistic content model allowed us to spot opportunities in the journey where we could add education for customers. This also helped to build a modular approach where we could display information consistently throughout in the journey. 

We iterated on many types of messaging and ways to talk to customers in order to educate them about the scheme.

Solutions for how we improved education about the value of the scheme throughout the journey: 

Product listing pages  
From previous usability testing we found that customers did not fully understand the 50p = £1.50 conversion messaging. It was also not clear what the reward actually is - what can I do, or what can I get with this partner? 

In the new version we wanted to make the multiplier value much clearer so that customers know their vouchers are worth 3x more. The messaging is also explicit about the reward being that you can get money off. Unlike other rewards schemes this isn't just points collection, you can spend with these partners using your Clubcard value. 

Product detail page 
The PDP is where value messaging and details about the partner is displayed. In order to give more context to the customer about their available value, we pulled in live data from the customer’s Clubcard voucher account. This is dynamic and changes based on their voucher value and the reward value of the partner.  

We also created a separate step for deciding your voucher value. This allows customers to have more singular focus around getting the information they need when selecting the partner, before moving on to the second step which is deciding the value of the voucher they want.

We used the principle of ‘one thing per page’ when customers moved through the journey to allow them to focus on that task at hand.  

Order summary
The order summary step is where we saw the biggest drop off in analytics. This was hard to diagnose as there lots of things happening at once. We’re asking the customer to review their order, provide contact details, agree to terms and conditions.  

Our new checkout process is across multiple steps, again using the ‘one thing per page’ principle. This final screen is the order confirmation which gives the customer no doubt as to what they are getting. 

During usability testing we found customers being confused about their voucher value, and there was not enough education about the final summary of their order. The new format is more explicit in educating customers about what they are getting.

New content 
As well as delivering parity with the existing experience we added new educational content throughout the journey which would allow customers to understand how the rewards scheme works. We also wanted build understanding of the Clubcard scheme in general for those unfamiliar with the new app experience.  

Test 

The team conducted two rounds of usability testing with customers to validate solutions and allow us to iterate on what we learned. I worked closely with a researcher to attend the testing sessions and help to document the findings.

In the second round of testing we saw positive results that indicated we had improved the overall experience and increased education of value for customers.

The experience was also launched to a live audience as part of an A/B test to assess impact on the existing app metrics.

Key project takeaway

Staying disciplined when working on an MVP.
As this was a first iteration MVP migration we had to be disciplined in terms of what was feasible to deliver. It was very tempting to explore lots of exciting opportunities and solutions. However I worked closely with the Product Manager to scope what was feasible and deliver the optimal experience in the given time.