Autonomous registration flow
Autonomous registration flow
Autonomous registration flow
Improvements to the onboarding and credentialing flow on a recurring payment management platform.
Improvements to the onboarding and credentialing flow on a recurring payment management platform.
Improvements to the onboarding and credentialing flow on a recurring payment management platform.
My role
Product Designer
Design process
UX research, data analysis, prototyping, usability tests
Tools used
Figma, Hotjar, Google Analytics, Maze
Timeline
Jan, 2022 - Jun, 2022
01. Overview
01. Overview
01. Overview
Identifying the problem
Identifying the problem
Identifying the problem
The current manual process used by the sales team for acquiring customers is causing several issues. To tackle these challenges, we collaborated with the Product Manager to conduct an interactive session with key project stakeholders. During this session, we identified areas of concern and opportunities for improvement in the customer acquisition process. The main problems encountered include:
The current manual process used by the sales team for acquiring customers is causing several issues. To tackle these challenges, we collaborated with the Product Manager to conduct an interactive session with key project stakeholders. During this session, we identified areas of concern and opportunities for improvement in the customer acquisition process. The main problems encountered include:
The current manual process used by the sales team for acquiring customers is causing several issues. To tackle these challenges, we collaborated with the Product Manager to conduct an interactive session with key project stakeholders. During this session, we identified areas of concern and opportunities for improvement in the customer acquisition process. The main problems encountered include:
01
01
01
High customer acquisition cost (CAC), because multiple credentialing personnel are needed to turn a lead into a customer;
High customer acquisition cost (CAC), because multiple credentialing personnel are needed to turn a lead into a customer;
High customer acquisition cost (CAC), because multiple credentialing personnel are needed to turn a lead into a customer;
02
02
02
Lack of scalability, as more credentialing personnel would be required to increase the number of customers;
Lack of scalability, as more credentialing personnel would be required to increase the number of customers;
Lack of scalability, as more credentialing personnel would be required to increase the number of customers;
03
03
03
Disqualification of customers due to the above issues.
Disqualification of customers due to the above issues.
Disqualification of customers due to the above issues.
"By not accepting small clients, we are giving up new monthly recurring revenue (MRR), the possibility of growing our base, and strengthening our competitors." (Acquisition Stakeholder)
"By not accepting small clients, we are giving up new monthly recurring revenue (MRR), the possibility of growing our base, and strengthening our competitors." (Acquisition Stakeholder)
"By not accepting small clients, we are giving up new monthly recurring revenue (MRR), the possibility of growing our base, and strengthening our competitors." (Acquisition Stakeholder)
Objective
Objective
Objective
To have a more efficient customer acquisition channel, reducing the CAC through frictionless customer acquisition and a satisfactory user experience. Note: To achieve this goal, we carried out various projects.
To have a more efficient customer acquisition channel, reducing the CAC through frictionless customer acquisition and a satisfactory user experience. Note: To achieve this goal, we carried out various projects.
To have a more efficient customer acquisition channel, reducing the CAC through frictionless customer acquisition and a satisfactory user experience. Note: To achieve this goal, we carried out various projects.
02. Mapping processes
02. Mapping processes
02. Mapping processes
Commercial acquisition journey
Commercial acquisition journey
Commercial acquisition journey
To understand how we could act more effectively, I conducted an exploratory research study with the sales support team. The results of the study helped me better understand the company's acquisition model and the processes involved.
To understand how we could act more effectively, I conducted an exploratory research study with the sales support team. The results of the study helped me better understand the company's acquisition model and the processes involved.
To understand how we could act more effectively, I conducted an exploratory research study with the sales support team. The results of the study helped me better understand the company's acquisition model and the processes involved.
Self-service acquisition journey
Self-service acquisition journey
Self-service acquisition journey
Through the self-service flow, the lead can register on the platform at any time, try it for 30 days for free, and decide whether to sign up.
Through the self-service flow, the lead can register on the platform at any time, try it for 30 days for free, and decide whether to sign up.
Through the self-service flow, the lead can register on the platform at any time, try it for 30 days for free, and decide whether to sign up.
The self-service flow was initially developed by the Product Manager and my role was within the Registration, Onboarding, and Credentialing form steps.
The self-service flow was initially developed by the Product Manager and my role was within the Registration, Onboarding, and Credentialing form steps.
The self-service flow was initially developed by the Product Manager and my role was within the Registration, Onboarding, and Credentialing form steps.
Benchmarking
Benchmarking
Benchmarking
To have a baseline for improving the self-service experience, we conducted a benchmark research to understand the flow, visual identity, pricing, and product communication of companies that have been operating with PLG for longer.
To have a baseline for improving the self-service experience, we conducted a benchmark research to understand the flow, visual identity, pricing, and product communication of companies that have been operating with PLG for longer.
To have a baseline for improving the self-service experience, we conducted a benchmark research to understand the flow, visual identity, pricing, and product communication of companies that have been operating with PLG for longer.
With this analysis, we were also able to understand how other companies solve current problems with our product.
With this analysis, we were also able to understand how other companies solve current problems with our product.
With this analysis, we were also able to understand how other companies solve current problems with our product.
03. Registration flow
03. Registration flow
03. Registration flow
We decided to maintain an existing registration flow, however, the initial promotion of the feature yielded a poor 1% conversion rate. By utilizing the Hotjar tool, we were able to identify several issues that hindered the user experience, such as:
We decided to maintain an existing registration flow, however, the initial promotion of the feature yielded a poor 1% conversion rate. By utilizing the Hotjar tool, we were able to identify several issues that hindered the user experience, such as:
We decided to maintain an existing registration flow, however, the initial promotion of the feature yielded a poor 1% conversion rate. By utilizing the Hotjar tool, we were able to identify several issues that hindered the user experience, such as:
- The banner on the page, created by the marketing team, directed users to a sales team page instead of aligning with the self-service proposal;
- The feedback screen lacked necessary buttons, causing all flows to end there;
- The email confirmation and password creation process was disjointed, disrupting the overall user experience.
- The banner on the page, created by the marketing team, directed users to a sales team page instead of aligning with the self-service proposal;
- The feedback screen lacked necessary buttons, causing all flows to end there;
- The email confirmation and password creation process was disjointed, disrupting the overall user experience.
- The banner on the page, created by the marketing team, directed users to a sales team page instead of aligning with the self-service proposal;
- The feedback screen lacked necessary buttons, causing all flows to end there;
- The email confirmation and password creation process was disjointed, disrupting the overall user experience.
The sales team also helped by promoting the self-service link and we received feedback that there was a lack of information before the user registered. With this information, we were able to make small improvements with low effort and high conversion potential.
The sales team also helped by promoting the self-service link and we received feedback that there was a lack of information before the user registered. With this information, we were able to make small improvements with low effort and high conversion potential.
The sales team also helped by promoting the self-service link and we received feedback that there was a lack of information before the user registered. With this information, we were able to make small improvements with low effort and high conversion potential.
Registration Version 1.0
Registration Version 1.0
Registration Version 1.0
On the registration screen we removed the banner and added information about the service, added a login button and applied the design system components. On the feedback page we made the text more informative and added a button for the user to continue the flow. We had a satisfactory performance and proved that the registration flow was functional.
On the registration screen we removed the banner and added information about the service, added a login button and applied the design system components. On the feedback page we made the text more informative and added a button for the user to continue the flow. We had a satisfactory performance and proved that the registration flow was functional.
On the registration screen we removed the banner and added information about the service, added a login button and applied the design system components. On the feedback page we made the text more informative and added a button for the user to continue the flow. We had a satisfactory performance and proved that the registration flow was functional.
83.4%
83.4%
83.4%
Account creation success
Feb, 04 - Mar, 31
Account creation success
Feb, 04 - Mar, 31
Account creation success
Feb, 04 - Mar, 31
Improvement points
Improvement points
Improvement points
The project execution took one 7-day sprint, aiming for impact with minimal time. The outcome was satisfactory, but important adjustments and improvements that required more time were left out. Future improvements identified include: no email confirmation required to access the platform, separating password creation from email confirmation, delaying CNPJ field completion, and adding the registration flow to the website to increase the base.
The project execution took one 7-day sprint, aiming for impact with minimal time. The outcome was satisfactory, but important adjustments and improvements that required more time were left out. Future improvements identified include: no email confirmation required to access the platform, separating password creation from email confirmation, delaying CNPJ field completion, and adding the registration flow to the website to increase the base.
The project execution took one 7-day sprint, aiming for impact with minimal time. The outcome was satisfactory, but important adjustments and improvements that required more time were left out. Future improvements identified include: no email confirmation required to access the platform, separating password creation from email confirmation, delaying CNPJ field completion, and adding the registration flow to the website to increase the base.
04. Guided Onboarding
04. Guided Onboarding
04. Guided Onboarding
The platform's onboarding serves all types of new clients, but clients who reached the platform using the self-service had less engagement than the commercial queue clients.
The platform's onboarding serves all types of new clients, but clients who reached the platform using the self-service had less engagement than the commercial queue clients.
The platform's onboarding serves all types of new clients, but clients who reached the platform using the self-service had less engagement than the commercial queue clients.
By analyzing 11 recordings of these users through Hotjar, it was found that:
3 people entered the platform and left in a few seconds;
4 people started the guided onboarding and gave up on one of the steps;
3 people completed the onboarding but did not subscribe to the platform;
1 person completed the onboarding and subscribed to the platform.
By analyzing 11 recordings of these users through Hotjar, it was found that:
3 people entered the platform and left in a few seconds;
4 people started the guided onboarding and gave up on one of the steps;
3 people completed the onboarding but did not subscribe to the platform;
1 person completed the onboarding and subscribed to the platform.
By analyzing 11 recordings of these users through Hotjar, it was found that:
3 people entered the platform and left in a few seconds;
4 people started the guided onboarding and gave up on one of the steps;
3 people completed the onboarding but did not subscribe to the platform;
1 person completed the onboarding and subscribed to the platform.
Note: The Hotjar for this project was on the "basic" plan, so it couldn't record all platform accesses.
Note: The Hotjar for this project was on the "basic" plan, so it couldn't record all platform accesses.
Note: The Hotjar for this project was on the "basic" plan, so it couldn't record all platform accesses.
Building the interface
Building the interface
Building the interface
With an understanding of the problem, our goal was to create ways to guide users from their first contact with the platform to their first sale.
With an understanding of the problem, our goal was to create ways to guide users from their first contact with the platform to their first sale.
With an understanding of the problem, our goal was to create ways to guide users from their first contact with the platform to their first sale.
Version 1: We started by idealizing a "float" version that accompanies the user through each step of the onboarding. As the tasks are completed, the component presents the next task.
Version 1: We started by idealizing a "float" version that accompanies the user through each step of the onboarding. As the tasks are completed, the component presents the next task.
Version 1: We started by idealizing a "float" version that accompanies the user through each step of the onboarding. As the tasks are completed, the component presents the next task.
Version 2: We made improvements to the current active onboarding. We applied the design system and elements that make the steps more intuitive. We also took advantage of the use of the "Home" page dedicated to onboarding.
Version 2: We made improvements to the current active onboarding. We applied the design system and elements that make the steps more intuitive. We also took advantage of the use of the "Home" page dedicated to onboarding.
Version 2: We made improvements to the current active onboarding. We applied the design system and elements that make the steps more intuitive. We also took advantage of the use of the "Home" page dedicated to onboarding.
05. Testing
05. Testing
05. Testing
Testing Usability
Testing Usability
Testing Usability
The overall objective of the test was to test whether users can perform the first steps of platform configuration through the new onboarding. The specific objectives were:
- Identify if the triggers for entity creation are correctly relevant;
- Evaluate if the success notification is functional;
- Verify users' understanding of the "Home" page;
- Identify if the links to tutorial videos are intuitive;
- Identify the effectiveness of shortcuts after entity creation.
The chosen metric was the SUM Rate of time (efficiency) / Success and error (effectiveness) / ASQ (satisfaction) and the platform chosen to conduct the tests was Maze. Recruitment was done through a hotjar survey, where we left it active for 24 hours on the homepage of a company partner platform. In the survey we left a link to the test schedule.
The overall objective of the test was to test whether users can perform the first steps of platform configuration through the new onboarding. The specific objectives were:
- Identify if the triggers for entity creation are correctly relevant;
- Evaluate if the success notification is functional;
- Verify users' understanding of the "Home" page;
- Identify if the links to tutorial videos are intuitive;
- Identify the effectiveness of shortcuts after entity creation.
The chosen metric was the SUM Rate of time (efficiency) / Success and error (effectiveness) / ASQ (satisfaction) and the platform chosen to conduct the tests was Maze. Recruitment was done through a hotjar survey, where we left it active for 24 hours on the homepage of a company partner platform. In the survey we left a link to the test schedule.
The overall objective of the test was to test whether users can perform the first steps of platform configuration through the new onboarding. The specific objectives were:
- Identify if the triggers for entity creation are correctly relevant;
- Evaluate if the success notification is functional;
- Verify users' understanding of the "Home" page;
- Identify if the links to tutorial videos are intuitive;
- Identify the effectiveness of shortcuts after entity creation.
The chosen metric was the SUM Rate of time (efficiency) / Success and error (effectiveness) / ASQ (satisfaction) and the platform chosen to conduct the tests was Maze. Recruitment was done through a hotjar survey, where we left it active for 24 hours on the homepage of a company partner platform. In the survey we left a link to the test schedule.
Results
Results
Results
In total, 3 moderated tests and 5 unmoderated tests were conducted. The most problematic point found was in the creation of entities, where even in the prototype we maintained the old interface to specifically identify these problems. The new Onboarding screen had good performance, it was the one with the shortest access time and 100% of people were able to identify the triggers without difficulty. Another point of attention is the text of entity creation, 37.5% of people had difficulty understanding terms such as "External code".
In total, 3 moderated tests and 5 unmoderated tests were conducted. The most problematic point found was in the creation of entities, where even in the prototype we maintained the old interface to specifically identify these problems. The new Onboarding screen had good performance, it was the one with the shortest access time and 100% of people were able to identify the triggers without difficulty. Another point of attention is the text of entity creation, 37.5% of people had difficulty understanding terms such as "External code".
In total, 3 moderated tests and 5 unmoderated tests were conducted. The most problematic point found was in the creation of entities, where even in the prototype we maintained the old interface to specifically identify these problems. The new Onboarding screen had good performance, it was the one with the shortest access time and 100% of people were able to identify the triggers without difficulty. Another point of attention is the text of entity creation, 37.5% of people had difficulty understanding terms such as "External code".
Learnings
Learnings
Learnings
Insights gained from involvement in acquisition projects honed my strategic acumen. With the platform comprising numerous "legacy" components, each modification to interface and code rules required meticulous consideration due to the heightened complexity of development. This experience notably enhanced my communication and documentation skills, as all decision-making processes were conveyed verbally and in writing within the company. Additionally, I acquired proficiency in creating and specifying components for maintaining the Design System.
Reflecting on this project, I would prioritize implementing the Design System onto the platform, as it would afford us greater creative freedom and streamline development complexity. Moreover, I would allocate more time for conducting moderated usability tests.
Insights gained from involvement in acquisition projects honed my strategic acumen. With the platform comprising numerous "legacy" components, each modification to interface and code rules required meticulous consideration due to the heightened complexity of development. This experience notably enhanced my communication and documentation skills, as all decision-making processes were conveyed verbally and in writing within the company. Additionally, I acquired proficiency in creating and specifying components for maintaining the Design System.
Reflecting on this project, I would prioritize implementing the Design System onto the platform, as it would afford us greater creative freedom and streamline development complexity. Moreover, I would allocate more time for conducting moderated usability tests.
Insights gained from involvement in acquisition projects honed my strategic acumen. With the platform comprising numerous "legacy" components, each modification to interface and code rules required meticulous consideration due to the heightened complexity of development. This experience notably enhanced my communication and documentation skills, as all decision-making processes were conveyed verbally and in writing within the company. Additionally, I acquired proficiency in creating and specifying components for maintaining the Design System.
Reflecting on this project, I would prioritize implementing the Design System onto the platform, as it would afford us greater creative freedom and streamline development complexity. Moreover, I would allocate more time for conducting moderated usability tests.
More Projects
Designing a platform to optimize physical education teachers' work.
Improving and implementing new features in the Peixe Urbano ticket purchasing flow.