Summary

This case study describes how I, as a UX/UI designer, helped jö Bonus Club, the largest customer loyalty program in Austria ( 4.4 million members), optimize its digital products and increase user engagement and trust. I was involved in various projects, such as creating new features, improving the flow at Kassa, and the Digital Membership, which gave users more control over their data. I also changed the company’s design process and facilitated efficient, interactive collaboration with developers and other teams. I faced some challenges, such as migrating the entire design project from Sketch to Figma, conducting intensive research and testing for the Digital Membership, and working with sensitive legal topics. The case study will show how I overcame these challenges and delivered successful results for jö Bonus Club and its users.

The Background

jö Bonus Club is the largest customer loyalty program in Austria, which connects 4.4 million jö members (out of 8,9 million Austrians) with the  REWE Shops + other big Austrian partners. The jö members use the digital app or the plastic jö karte when shopping. There is an active community of jö members willing to give their opinions, test with us, and get involved in shaping the product.

The company intended to optimize the mobile app and make it more interesting to convince more of our plastic card users to start using the app, and daily. Also, the company wanted to bring more transparency to the users and gain/regain their trust after some privacy issues affected the company’s image.

My Role

The company decided to switch from external Design services and  I was hired as an internal UX / UI designer. I did not have any direct designer colleagues, only colleagues from other REWE clusters.
I was hired to help optimize the current digital products – jö app, website, and tower (a tablet) and to create new features that would make the app more usable and interesting for our users. Ideas like gamification, more interactions and animations, tutorials, and guides were already starting to come. Also, an important part was optimizing the flow at Kassa, which required a new concept and redesign of the flow.

Later in my daily work I was collaborating directly with the product owner, CPO, developers team and depending on the project marketing, partnership or analytics team. I was actively involved in loyalty and engagement campaigns.

Changing the company’s design flow

After I came to the company I managed to change the old design process from using 2 separate software (Sketch + Zeplin) to a unique collaboration software – Figma and to simplify the way the design projects were structured (previously separate projects for Android and iOS) to one general project that can be maintained more efficient and direct with the developers.
When collaborating with developers and other teams, instead of offering them a static page (like previously) they were invited to the live project where they could navigate the full flow, inspect, and interact and they were encouraged to give feedback also I supported them with intro tutorials for the design tool.

My process

When starting a project I used to begin with a brief establishing clearly our targets, and initial suppositions, discussed during a kickoff meeting (sometimes a brainstorm) with the team then I went into research, gathered all available data, and made sketches or wireframes  ( in Miro or Figjam. A catchup with the team was next to make sure we are on the right track.
Then depending on the project I was testing with users, either directly in usability testing, interviews, or with the help of an external company for large quantitative testings (surveys or A/B testing).
The high-fidelity mockups were then discussed and aligned with the stakeholders and developers teams + business analysts and requirements engineers to make sure that the concept is also technically feasible.
As I  mentioned earlier everything was done and discussed in Figma + Confluence, and in the end, the developers managed to get their assets directly from there in most of the cases.
During the implementation together with the product owner, I was watching and testing in staging the implementation to make sure the project was implemented correctly.

Challenges

Migrating the entire design project into another software (from Sketch to Figma) together with libraries (more than 40 design files and 1000 components in the Library )  was not an easy task as many things got broken on import and I had to find ways to solve this efficiently and automate some of the tasks as they were quite intensive.

Another challenge on a company level was to bring more transparency to the users and to gain/regain their trust after some privacy issues affecting the company image, the  “Digital Membership” project was a very intense and legally sensitive project, involving a large team, intensive research and legal reviews.

(in progress, to be continued)

The Digital Membership

The “Digital Membership” was created to offer more transparency to our users and give them more choices regarding the data shared with the company and the possibility to customize their membership.
The project extended across all our products (app, web, tower) and was developed by me in collaboration with an extended team over several months.
After launch, we saw that our research assumptions were validated (the majority of the users chose the full benefits – Gold Membership and we could reach out better to our users with dedicated vouchers and campaigns).

Research and testing for the digital Membership

The research was intensive because we were trying to solve an important and sensitive problem for our company and our customers, so we tested several different flows with our users using different methods – focus groups, usability testing, and surveys, which helped us create the final flow for our users.
The most effort (but also the most revealing) for me was for the usability tests, where I had to create a research plan, identify the target users, schedule meetings, and prepare all the necessary documents then I teamed up with the PO and met directly with users and realistically simulated different flows.

I created a custom system (after I got inspiration from a website) to capture simultaneous a feed from the phone (a direct cable) and the user’s finger movement (a small camera on top), which proved very useful to see if a user was hesitating on a screen or a button or was not able to find how to solve the task.

In the end, there were a few hundred screens connected in more than 30 different processes. I had to group, label, and document everything so that it was very logical and easy for other teams to align and understand. For demonstration purposes, I connected the designs to clickable prototypes and was able to present the flows interactively and interestingly.

Different engagement campaigns

I worked closely with marketing and partnership (CRM) departments to develop several gaming and marketing campaigns My particular contribution was designing the flows for the users, how they can enter the campaign, interact, and be rewarded. The gamification proved to be successful and we saw an increase in the daily usage  of our app and engagement of our users (time spent per session).

(in progress, to be continued)