Rework of the acquisition flows to increase transformation
The Carrefour group owns several entities including Carrefour Banque which offers banking and insurance products. These products are acquired following a so-called acquisition process via a subscription form. The transformation of the PASS Card, Personal Loan and Flex Renewable Credit routes fell well short of business objectives. My efforts as Lead Product Designer focused on reworking acquisition journeys, achieving results beyond business expectations.
2020-Today
Bank & insurance
Product Design
User reasearch
User Interface
Design System
My approach
Acquire knowledge
I toured the profession and the teams in order to know the structure and the product as best as possible. I deepened my knowledge of the products by collecting the history of the actions carried out and their impacts. The data showed that all acquisition paths were 90% identical with a conversion rate of 2%, which was far from the business objective set at 6%. I focused my efforts on reworking elements that would have an immediate impact on the conversion rate, starting with the flagship product, Carte PASS.
Align teams, put in place a real methodology
There was dissonance within the digital teams leading to shortcomings in the production of the courses. I then led 2 facilitation workshops, one to be aligned and the other to implement a Design Sprint methodology. It was important to show that the work to come would be fun and creative iterative. The goal being to have commitment from the teams, the enthusiasm was immediately felt.
Bring clarity to the product
The users did not understand the product, I requested the assistance of a UX Writer in order to rework the entire process. The user had to know concretely why they were being asked for their information and what advantages they would gain from adding a complementary product.
Provide a less anxiety-provoking experience
A route announcement has been integrated to prepare the user for what awaits them and provide them with a list of mandatory parts that they will provide, thus saving them time. Interactions between each macro step of the journey have been added as feedback. The part dedicated to supporting documents has been redesigned with the profession to have only the strict minimum of necessary documents and not to overburden the user.
Bring consistency
I took the existing UI kit and enriched it and reworked it to make a solid Design System that would provide the necessary consistency across the products. I had anticipated the fact that Carrefour Groupe via Retail would create a SASS Design System with which Carrefour Banque would have to work. We therefore find the Group tokens to which I added our specific components. Updates from one course to another were shared, saving time in development.
Let the users talk
After creating the new prototypes for the course, I conducted user tests. During these tests, I was able to validate hypotheses, collect verbatim statements and above all quantify the impact of the work carried out on the course. All these elements made it possible to perfect production and launch an A/B Test in parallel in order to have solid data.
Results
In 3 months, a good trend was observed in the PASS Card subscription process.
In fact, the conversion rate had gone from 2% to 14%!
We reported the evolutions on the different products and their journey thus increasing the overall transformation of the subscription products.
Having introduced the pooling of work on all subscription routes, the changes made to the Personal Loan have benefited Carte PASS and Flex Crédit Renouvelable.
