The hypermarket Jumbo, part of the Cencosud chain, needed to streamline its online shopping process to boost site conversions.

We designed a new online shopping process that allowed for the presentation of a greater number of products in a more attractive and recognizable manner, making it easier to purchase multiple items. This positively impacted the number of items per purchase and the average ticket size.

Before and After

Areas of Work:

• Using a user-centered design methodology, we conducted contextual interviews to observe users making purchases in their usual environment. This allowed us to identify various factors that caused friction during the shopping process.
• Based on our observations, we created a functional prototype, on which we conducted usability tests to validate that the new design satisfied the users needs.

The entry Jumbo a Casa was first published on Kambrica.

Increase is one of the startups that, under the Wayra accelerator program, participated in our consulting and mentoring program focused on UX techniques for the development of their product.

The Increase platform enables businesses to understand, manage, and administer all operations they carry out with credit and debit cards.

• Before our work with Increase, most of their clients interacted with the application through Excel.
• After improving the interface’s usability, users began to interact with the application more frequently than with Excel.

Areas of Work:

• As a starting point, we conducted a round of usability tests on the platform as it stood in October 2014. During this phase, we evaluated the value proposition and the system’s usability.
• We used these insights to organize a second research session. This time, we conducted contextual interviews with users of the tool to uncover the issues they encountered during regular use.
• The Increase team took all the information gathered from both phases and redesigned the site’s homepage, enhancing the communication of the value proposition, platform registration, and overall usage. They prioritized and structured the information displayed to allow for better management. The entire redesign process was carried out by the entrepreneurial team with weekly follow-up from Kambrica.
• We facilitated knowledge transfer regarding the Lean process so that the team could continue applying the methodology after the program ended. This provided the startup with the tools to keep refining and improving its product.
• Through the Lean UX program, we helped Increase identify key areas for product improvement, including features, usability, and interaction design.
• We also assisted in enhancing the value proposition through user interviews.
• We trained the team in UX practices.

They taught us to think and understand how to create a product based on what the customer needs, rather than what the founders want. How to design a product by listening, analyzing, and, above all, observing our users. Kambrica helped us build a solid product that still maintains the same structure today.

Matías Doublier, COO Increase

The entry Increase Card was first published on Kambrica.

In 2010, Santander Río bank needed to migrate the request for its products from the physical to the online channel. Up until that point, very few customers were willing to apply for credit cards online.

The reasons: low trust in the online channel and forms that required information users didn’t understand or weren’t willing to complete.

Areas of work:

We redesigned all the application forms, following best practices in usability and accessibility.

• Conducted UX Research to evaluate existing processes, user motivations and interests, opportunities, and areas for improvement.
• Redesigned the process for applying for credit cards and banking packages, following best practices in persuasion, usability, accessibility, and responsive design.
• Redesigned internal Knowledge Management systems.
• Conducted interviews with the Call Center to learn about best sales practices, which were then applied to upselling processes.

The entry Santander Río was first published on Kambrica.

Since 2012, we have partnered with the Digital Product teams of the Telefónica Group, designing and improving the web and mobile user experiences with which millions of people interact.

We’ve improved the usability of fixed-line, mobile, and internet purchase processes to increase sales, reduce call center volume, and optimize processes.

Our work included the development of promotional landing pages, improving customer service processes, and enhancing product and offer communications to improve understanding and capture of the value proposition.

• We reduced support costs and decreased user frustration.
• We contributed to the maturity of the digital product teams in UX, impacting other areas of the company.

How We Helped

• We redesigned the homepage for fixed-line and mobile services.
• We improved the site navigation flows.
• We redesigned the purchase flow for mobile phone plans.
• We redesigned the purchase flow for internet plans.
• We redesigned the purchase flow for fiber and TV plans.
• We designed and enhanced the impact of promotional landings: portability, Hotsale, Multiply, Mother’s Day, Father’s Day, etc.
• We improved the discovery, acquisition, and upselling processes for phone lines, internet, and mobile lines.
• We improved the self-management processes for large clients.
• We enhanced the quality of information in the Customer Service section.
• We conducted usability analysis and communication needs assessment for the launch of the redesigned Movistar app.
• We conducted usability analysis and provided actionable improvement proposals for critical business processes.
• We performed qualitative and quantitative analysis of page performance and specific flows.
• We created the first usability manual for the company, aligning all departments.
• We developed tools to reduce costs and time in decision-making, design, and development processes.
• We facilitated workshops with stakeholders to define product vision and ease decision-making for product and design.
• We provided training on Lean UX methodology, user-centered design, and Design Thinking.

The entry Movistar was first published on Kambrica.

Wayra, the tech project accelerator from the Telefónica group, operates in 12 countries across Latin America and Europe. Each year, it selects a small group of startups to provide with funding, workspace, and access to a global network of mentors, experts, and investors.

As part of its acceleration program, we offer consulting, mentoring, and training to startups in Lean UX methodologies, UX design, user-centered design, usability testing, qualitative interviews, A/B testing, task prioritization, identifying business opportunities, and evaluating solution scalability, among others.

Areas o work:

• We have provided consulting to over 35 startups participating in our UX and agile methodology training program for digital product development.
• We collaborate with startups from various sectors, including fintech, medtech, agritech, entertainment, marketplaces, apps, e-commerce, IoT, and smart cities.
• Through the “Lean UX” program, we help startups identify and refine their value proposition, understand their users to align the product with their needs, improve product usability to attract more customers, achieve consistent growth, and reduce costs.
• We developed an iterative work process that allows each startup to refine its product with each iteration, adding more value to the business, its end users, and investors.

The Lean UX program helped entrepreneurs test their products in real environments, creating high quality services with shorter time to market.

Lorena Suárez, Wayra Business Development Manager

The entry Wayra Argentina was first published on Kambrica.

It usually happens that the Business hires designers to “design”, and the two parties believe they are talking about the same thing … when actually, the Business is not expecting designers to make design decisions. But, to execute the design decisions that the business already made before calling the designers.

In other words, “make it pretty”.

This type of misunderstanding results not only in frustrations for all involved, but in various forms of waste (understood under the Lean philosophy): transportation (inefficient paper trails and communication failures), overproduction, over-processing, defects and non-utilized talent.

When in Kambrica we began to apply the distinction between design execution and design decisions, we found the space to be able to work those decisions together with Business. And on our projects, we discovered and started working on two more levels, which today are part of our UX consulting philosophy: Business decisions, and Organization’s values.

When design decisions are not supported on business decisions, they are subject to arbitrariness, changes of heart, second-guessing and suspicion by all involved. Common symptoms are that the design “doesn’t cut it”, that stakeholder “doesn’t feel it’s right”. Always there are shadows of doubt whether something else could have been done. Not necessarily better … but different. A situation that is inevitable if the expectation of the Business is that the design will surprise it. Because the surprise of the design being presented, lasts only a few moments. After the first glance, questions and requests begin to emerge, breaking down the basis of the decisions that had been taken up to that moment.

This loss of focus is greatly reduced when design decisions respond to business decisions. These decisions have the form of objectives: what we want to achieve with the project. Or, in Design terms: what problem are we trying to solve, whom are we solving it for, and how will we know if we have succeeded?

This loss of focus is greatly reduced when design decisions respond to business decisions. These decisions have the form of objectives: what we want to achieve with the project.

Sometimes, the proposed design leads to questioning business decisions: that is not only valid, but it’s for us a much deeper and more mature expression of “design thinking” than having a wall covered with post-its.

But we found that with that is not enough. Designing the User Experience requires making decisions about what experience we want to offer to those users. And ultimately, how we want to treat them. These decisions are also arbitrary, and must be expressed in the organization’s values.Without organization’s values aligned to UX, the Business may lose direction and consider decisions that could harm the relationship with its users and customers.

Few organizations have Vision and Mission statements that describe how the organization intends to treat its clients. But those statements, still incomplete, are always the best starting point to achieve those definitions.

Our UX Decision Hierarchy has a pyramid shape, representing that each level must be supported in the previous ones. And it has “UX” as a capstone, representing that although the execution of the design will be the point of contact of the users with the brand, the User’s Experience is the consequence of the decisions of everyone involved in the process.

The entry Hierarchy of UX Decisions was first published on Kambrica.