Using data to drive a successful IT migration in banking

Challenge:

• A tier 1 financial services organisation had over 140,000 employees who used Windows 7 laptops running Office 2013.
• A Digital transformation plan needed to be designed and executed to migrate all employees to Windows 10 laptops running Office 365.
• The migration would be a complex and time-sensitive project.
• There was a risk that the migration would disrupt employee productivity and cause IT support issues.

Approach:

The Big Box team collaborated to design a data-driven approach to the migration & adoption to new services including:

• Collecting performance data using Aternity, Qualtrics (qualitative, quantitative)
• Using data to identify potential issues before they impacted employees.
• Using data to track the performance of the migration and to identify any areas that needed improvement.
• Providing strategic planning and support processes as to how crossover services like WebEx, Zoom would also be used.

Results:

• Employees were able to continue to be productive during the migration.
• IT support calls were reduced.
• The migration was completed on time and within budget.
• Adoption rates where higher than expected across different business units.

“By collecting and analysing performance data, we were able to identify and address any potential issues before they impacted employees. This helped to ensure that the migration was successful and that employees were able to continue to be productive.”

Skype accessibility project – VPAT

Challenge:

Ensure that Skype is accessible to all users, including those with self-identified disabilities in a tier 1 bank.

Approach:

• Conduct usability tests with users self-identified with disabilities to understand any accessibility barriers whilst using Skype for chat, video and audio communications.
• Implement changes to Skype to address any accessibility barriers that were identified (in cooperation with Microsoft).
• Update VPATs for Skype, and Microsoft connected tools/services to reflect any changes that impacted accessibility.

The Big Box team created project and change control process that needed to be in place for the use of Skype, focusing on the following areas of accessibility:

• Screen reader support: Skype needed to be accessible to users who rely on screen readers.
• Keyboard navigation: Skype needed to be accessible to users who navigate with a keyboard.

Results:

• Tests with users with self-identified disabilities found no accessibility barriers.
• All changes to Skype were implemented within 30 days of being identified. The project team was able to quickly and effectively address any accessibility barriers that were identified.
• The VPAT for Skype was updated within 60 days of any changes that impacted accessibility. Users with identified disabilities have access to the most up-to-date information about how to use Skype.
• Percentage of users with self-identified disabilities who are able to use Skype independently: Before the Skype Accessibility Project, only 50% of users with self-identified disabilities were able to use a similar tool to Skype independently. After the project, this number increased to 90%.
• Time it takes for users with self-identified disabilities to complete tasks in Skype: Before the Skype Accessibility Project, it took users with self-identified disabilities an average of 15 minutes to complete a task using a similar tool to Skype. After the project, this time decreased to 10 minutes.
• Number of accessibility complaints filed against Skype: Before the Skype Accessibility Project, there were an average of 100 accessibility complaints filed against a tool similar to Skype each month. After the project, this number decreased to approx. 25 complaints each month.

• Contrast: The contrast of text and background colours in Skype was increased to make it easier for users with low vision to see.
• Size: The size of text and controls in Skype was increased to make it easier for users with low vision to see.
• Time: The amount of time it took to perform tasks in Skype was reduced to make it easier for users with disabilities to use the software.

“The project made Skype more accessible to users with self-identified disabilities, which resulted in users being able to use Skype more independently and efficiently. It is great to see that the project also resulted in a decrease in the number of accessibility complaints filed for using our partner services.”

CEM: The key to delivering an outstanding customer experience

Challenge:

A large European online gaming company had a poor model for growing, developing, and utilising internal UX expertise. This led to low conversion rates and less than engaging customer experiences.

Specifically, UX teams had little or no collaboration on product specification design or detailing, technology backlog prioritisation, or brand direction. This resulted in:

• A lack of focus on the customer experience.
• A fragmented approach to UX design.
• A lack of data-driven decision making.

Approach:

The Big Box team led the implementation of a Customer Experience Management (CEM) strategy and culture change that included the following:

• Creation of a cross-collaboration Community of Practice (CoP).
• Development of a transparent arena for feedback and knowledge sharing.
• C-level evaluation loop.

The CoP brought together UX professionals from across the organisation to share best practices and collaborate on projects. The CoP also provided a forum for feedback and discussion, which helped to improve communication and alignment across teams.

The C-level evaluation loop ensured that CEM was a priority for the organisation. At each stage of a project, the CoP presented its work to the C-suite for feedback and approval. This helped to ensure that CEM was integrated into the organisation’s decision-making process.

Results:

The CEM strategy has had a number of positive results, including:

• Improved design and innovation thinking.
• Improved employee satisfaction.
• Increased importance of UX across the company.
• Better collaboration across the company with less silo mindset thinking.

“UX is now a pivotal point of both strategic and tactical decisions being made across our organisation”

Deep understanding of omnichannel path to purchase (P2P)

Challenge:

A global consumer packaged goods (CPG) company wanted to understand the most important steps in their customers’ shopping journeys, the significance of these steps, and how shoppers progress from awareness to purchase to influencing others through recommendations.

The company wanted to track the path to purchase for their products and collect data from a variety of sources, including sales data, survey data, and clickstream data. 

Approach:

The Big Box team worked with the company to understand the following:

• The key P2P touchpoints in shopper path to purchase.
• The importance of these touchpoints.
• How shoppers transition across different journey stages from awareness to purchase to influence.

Once the Big Box team had a deep understanding of these factors, the team was able to help the company to:

• Identify opportunities to optimise search.
• Revise content across channels.
• Find the best stages to tap customers.

Results:

The company was able to:

• Identify opportunities to invest in the upper funnel search terms where 80% of shoppers had started their journey in specific categories.
• Increase brand awareness and consideration.
• Drive more traffic to their website.
• Generate more leads and sales.

“The insights provided us were invaluable. They helped us to understand our customers better and to develop a more effective marketing strategy. As a result, we have seen a significant increase in brand awareness, consideration, traffic, leads, and sales.”

Usability tracking platform

Challenge:

There was a need for a usability measuring framework that could focus on eye tracking and emotional sensor measuring. The framework needed to be able to stream live data from crowdsourcing testers (worldwide) whilst they engaged in software and service testing.

Approach:

The Big Box team oversaw the concept/design of the usability measuring framework. The framework was designed to be:

• Eye tracking focused – This would allow the framework to track the user’s eye movements and identify areas of interest.
• Emotional sensor measuring – This would allow the framework to measure the user’s emotional state and identify areas of frustration or delight.
• Live data streaming – This would allow the framework to stream live data from crowdsourcing testers (worldwide) whilst they engaged in software and service testing.

“The prototype was a valuable tool for understanding the impact of user variation on the mobile experience. It helped us to develop solutions that have made the mobile experience more seamless for our users.”

Competitive landscape in the sports betting industry & framework to periodically analyse competitors

Challenge:

• The sports betting industry is highly competitive, with many different companies vying for market share.
• It can be difficult for companies to stand out from the competition and attract new customers.
• Companies need to have a clear understanding of the competitive landscape in order to develop effective marketing and product strategies.

Approach:

• Big Box conducted a competitive intelligence research study for a global iGaming organisation to build a clear and accurate picture of the competitive landscape in the sports betting industry.
• The study involved assessing the digital offerings of 10 brands across key user journeys and user needs.
• More than 160 criteria were used in order to assess sportsbook brands across desktop, mobile and tablet.

Results:

User Satisfaction & Usability Scoring:

• The study found that the average satisfaction rating for sportsbook brands across all categories was 65%.
• The top-rated brand, had an overall satisfaction rating of 80%.
• The bottom-rated brand, had an overall satisfaction rating of 50%.

“The competitive benchmarking report shows the sports book landscape to be full of mid-table teams struggling to break through to the top of the league. Most need a series of more tactical improvements to become consistent performers, and we have validated that a more radical / strategic rethink is needed for our organisation to become truly best in class.”

Banking mobile app experience testing

Challenge:

An international bank operating out of EMEA wanted to launch a mobile app for customers with specific personalisation capabilities. However, they wanted to make sure that the app was user-friendly and met the needs of their customers. They also wanted to collect feedback from customers throughout the development cycle to make sure that the app was meeting other needs, including localised compliance.

Approach:

The Big Box team developed a continuous feedback loop to feed the product development lifecycle and track how and why customers behave on the application. This involved collecting feedback from customers at regular intervals throughout the development cycle across multiple devices, resolutions and operating systems.

Results:

The bank was able to identify 15 features that were categorised as must-haves, experienced enhancers, and excitement creators before product launch. They were also able to identify critical go-to-market needs and where to take necessary actions.

“The continuous feedback loop was a valuable tool for us. It allowed us to collect feedback from customers throughout the development cycle and make sure that the app was meeting their needs. As a result, we were able to launch a successful mobile app that resonated very well with our customers.”

Streamlining operations with CRM migration, and legacy system retirement

Challenge:

A large gaming company going through a merger had a number of different reporting systems and CRM tools that were becoming less than cost-effective to run. These systems were difficult to use, dysfunctional in the UI layer, bug heavy, and unprofessional for external B2B partner use. A consolidation and clean up was required.

Approach:

The Big Box team planned and executed a simplified product and UX strategy for an integrated, scalable enterprise CRM solution. This solution was designed to be:

• Flexible in its UI layer.
• Provide an easy self-educational training environment.
• Interface with B2B partners at the right brand and visual level.

Results:

The new CRM solution resulted in a number of positive outcomes, including:

• Decreased CRM reports from approx. 2500 to 100.
• A 70% decrease in support-related queries.
• A 35% decrease in the timescales for implementation of new tools and reports.
• A 50% decrease in the need for development and QA resources.

“Results are impressive, approx 50% less of development and QA are needed – No repetitive data or reporting also on display with the new UI”

Gamestream – Prototype for a social gaming platform

Challenge:

There was a need to create a social gaming platform that was mass-marketable and scalable for cross-platform use.

The platform also needed to be able to keep casual and social players engaged with a challenging and unexpected experience.

Approach:

The Big Box team managed the specification detailing and design of an early MVP. The prototype needed to have interaction triggers and gamification to keep users engaged, so they continue to play game after game. Also it needed to be:

• Mass-marketable – It had to be easy to use and accessible to a wide range of users.
• Scalable for cross-platform use – It had to be accessible on a variety of devices, such as computers, smartphones, and tablets.
• Capable of keeping casual and social players engaged – It had to offer a variety of games and puzzles that were challenging and unexpected.

Results:

The prototype was validated by usability testing as being easy to use, accessible to a wide range of users, and showcased effectively a variety of games and puzzles that are challenging and unexpected. The gamification model provided the hook to keep customers engaged, and ‘whats next’ for them.

Audience targeting & activation in CPG

Challenge:

A global CPG company wanted to focus on customer centricity to achieve their mission and guide portfolio communication strategy and innovation. However, they were struggling to personalise their messaging based on customer needs.

Approach:

The Big Box team developed a customer need-based micro-segmentation approach to better focus on varying needs. This approach involved overlaying customer need-based segments on digital categories used for activation. This allowed the company to personalise their messaging based on customer needs and activate personalised ad delivery.

Results:

The company was able to:

• Personalise messaging based on customer needs.
• Activate personalised ad delivery.
• Achieve significant sales growth.

“The customer need-based micro-segmentation approach was a game-changer for our company. It allowed us to personalise our messaging based on customer needs and activate personalised ad delivery. As a result, we were able to achieve significant sales growth.”

iGaming slot tournament platform

Challenge:

There was a need to create a slot tournament platform that would allow users to compete against each other for prizes. The platform needed to be able to integrate multiple game variants, social components, and demographically targeted messaging. It also needed to have promotional features that would allow a large iGaming organisation to promote other games and jackpot winners.

Approach:

Big Box led a product management and UX team to scope, design, and build a prototype of the slot tournament platform. The prototype was designed to be:

• Scalable – To be able to handle a large number of users.

• User-friendly – To be easy to use and navigate.

• Engaging – To be fun and exciting to use.

• Configurable – Can be personalised per game, brand, customer

Results:

The prototype allowed the organisation to measure the functionality and flow using capability testing that was provided through a crowdsourcing partner. This measured users interaction of the UI layer, understandability of the concept and the challenges of how the speed of updated data in real time effected game choice and playability. As the prototype was customisable for the user parameters, multiple touch points and roadblocks were identified from the data findings provided as part of the tests. These findings were then used to improve the design of the final product.

“I’ve been using the slot tournament platform for a few months now, and I’m really impressed with it. It’s easy to use, and easier to test with potential prospects – particularly white label partners “

Customer experience management (CXM)

Challenge:

A global medical device company operating in a B2B environment needed to get a holistic view of its customers based on disorganised and unstructured data that resides across the organisation.

Approach:

The Big Box team implemented a continuous customer experience monitoring program that collected feedback from customers on a regular basis. Data was spliced and diced to inform on opportunities for change.

Results:

The company was able to:

• Implement a continuous monitoring of customer satisfaction, its drivers & changing needs resulting in change recommendations leading to enhancements of both software and automation components of their products.
• By providing recommendations and predictive outcomes improve customer satisfaction, increase customer loyalty and drive sales growth.

KPIs:

• Customer satisfaction – 10% improvement as a result of the customer experience monitoring program.
• Customer loyalty – 5% improvement .
• Sales growth – 2% improvement.

Additional benefits

The customer experience monitoring program also helped the company to:

• Identify and address customer pain points.
• Improve its product development process.
• Improve its customer service.
• Build stronger relationships with its customers.

“The customer experience monitoring program was a game-changer for our company. It allowed us to get a holistic view of our customers and to improve our products and services based on their feedback. As a result, we were able to improve customer satisfaction, increase customer loyalty, and drive sales growth.”

A high-fidelity interactive mobile UI proof of concept

Challenge:

The use of gesturing and casino gameplay on mobile devices was becoming increasingly popular for new HTML casino games for a large online gaming company. However, there were a number of fundamental roadblocks that were preventing users from having a seamless experience. These roadblocks included:

• User variation (hand size, long fingernails, clumsy moves).
• The lack of a visual learning guide for developers/designers.

Approach:

The Big Box team led the design and execution of a working prototype to understand these roadblocks and to develop solutions for them. The prototype was a Html 5 prototype with white label capabilities, and a rotational UI.

Results:

The prototype highlighted a number of key areas where user variation could impact the mobile experience. These areas included:

• The size of the target area for gestures.
• The sensitivity of the gestures.
• The feedback provided to the user.

The prototype also provided a visual learning guide for developers/designers. This guide helped them to understand the impact of user variation on the mobile experience and to develop solutions for it.

“The prototype was a valuable tool for understanding the impact of user variation on the mobile experience. It helped us to develop solutions that have made the mobile experience more seamless for our users”

Customer research: Addressing future customer concerns in sports racing

Challenge:

• A racing journal publisher (both online/offline) wanted to understand the needs of its customers and to identify opportunities to improve the user experience of their online presence and connect all channels seamlessly across as part of their marketing stack.
• They wanted to gain feedback on its products and services, identify angles for marketing communications, and address any future customer concerns.

Approach:

• Together with the Big Box team the publisher conducted customer research with two key groups of customers: lads and enthusiasts.
• Qualitative, qualitative, and usability testing through crowdsourcing forms the basis on the research. This is includes diary studies and focus groups
• The publisher also conducted staff research with their employees.

Results:

• The publisher was able to identify a number of opportunities to improve the user experience, products, and services.
• The publisher was also able to develop new marketing communications and address any future customer concerns.
• As a result of the research, the publisher saw an increase in customer satisfaction, loyalty, and sales.

KPIs:

• Customer satisfaction with the publisher increased by 10%.
• 90% of customers said they were satisfied with the feedback process.
• 80% of customers said they were satisfied with the marketing communications.

The publisher was able to:

• Identify new product and feature opportunities based on customer feedback.
• Generate new ideas for products and features based on customer feedback.
• Address the concerns of change-averse users and mitigate the impact of change.
• Prioritise product development based on customer needs.

“We are pleased with the results of the research, and we are confident that the changes we have made will make a positive difference for our customers. We are committed to providing the best possible customer experience, and we will continue to monitor and improve our services on an ongoing basis.”

Integrated facebook acquisition tool

Challenge:

A large iGaming organisation needed to create a gaming acquisition tool that connected to Facebook that would allow users to sign up for the company’s many offerings, directly by interfacing with the widget. The tool needed to be simple to integrate across different channels, easy to use, engaging, and conversion friendly. The tool was ‘pure play’ only, and only for acquisition

Approach

The Big Box team collaborated with the UX team to design a game widget that could be embedded in any website with basic HTML knowledge. The widget was designed to be:

• Easy, simple and straightforward to use. Users could simply click on the widget to start playing the game.
• Engaging and fun to play. The game was designed to be challenging and rewarding, which would keep users coming back for more.
• Effective in driving sign-ups . The widget was integrated with Facebook, which allowed users to invite their friends to play the game. This helped to create a more personal association with the game mechanics, which helped to convert happy users to real customers.

Results

• Positive Number of sign-ups – The widget generated a significant number of sign-ups across different markets / languages
• Engagement – Users were engaged with the widget and were playing the ‘game’ frequently.
• Conversion rate – The widget had a high conversion rate in comparison to typical Facebook ads
• Build – The widget was built in HTML5, connected to a .Json file that controlled the look and feel based upon its ad placement

How to Improve the B2B business development tendering process

Challenge:

The B2B tender process at a large entertainment company was inefficient and time-consuming. This was because dependencies on UX, technology, approach to brand alignment, and marketing effort were often ignored or exaggerated to suit the partner’s goals. This misalignment led to a number of problems, including:

• Increased project time.
• Lower ROI.
• Scope creep
• Difficulty designing and implementing brands.

Approach:

The Big Box team oversaw the development of an editable white-label prototype framework that showcased product demos accessible from the cloud. This framework allowed potential partners to:

• Get an early heads-up on specific features.
• Configure their brand layer.
• See the technological and UX vision.

Results:

This framework helped to improve the B2B tender process in a number of ways, including:
Reduced planning, scoping, and tender delivery effort by 25%.

• Increased partner decision-making speed by 60%.
• Improved ROI on tenders.
• Reduced scope creep.
• Made it easier to design and implement brands.

“Partners are making decisions on requirements and business needs 60% quicker”