Redesigning the product page to meet customer expectations and drive product growth.

Redesigning the product page to meet customer expectations and drive product growth.

about the product

BYBORRE Create™ is a digital web-app to customize and order textiles on-demand.

challenge

The page doesn't clearly convey our focus on sustainability and textile customization, leaving users confused about our offerings. As a result, they often need help from sales, slowing down their decision-making.

impact

100% of orders are now tracked within the platform.

It takes 60% less time for orders to get shipped.

We implemented platform-triggered automated updates, reducing manual communication by 30%.

Team

Product Manager
Product Designer (Me!)
Software Developers
Creative Technologist
Textile Designer

Stakeholders involved

Head of Design
Brand Experience Designer
Sales Managers

My Role

Competitors and Desk Research

Ideate and prototype solutions based on findings

Redesign UI and handover to development.

BYBORRE started as a textile studio, creating fashion collections with textiles designed and knitted in-house.

Due to the increased demand of custom textiles and the lack of offer in this field, BYBORRE developed a web app for bespoke textile orders.

After a couple of years, we learned that a big group of users lack the time and inspiration to create something themselves.

✦ This is how the textile collection born ✦

With the catalogue experience, users could perform the following actions:
➊ Browse our designs & qualities.
➋ Browse custom colorways
➌ Request samples and production
➍ Get in contact with sales easily
➊ Browse our designs & qualities.
➋ Browse custom colorways
➌ Request samples and production
➍ Get in contact with sales easily

Now, if we fast forward to a few years later ►►

Now, if we fast forward to a few years later ►►

While conducting research for another project, I came across some insights that piqued my interest.

While conducting research for another project, I came across some insights that piqued my interest.

This research aimed to understand our users' design process and how they select textiles for their projects.

We conducted interviews, a survey and a field study, among others.

This research was very insightful: we could analyze users from different angles and the insights were so aligned!

There were a few insights that brought me back to the experience on the Product Page.

Users need to see a close-up of the textile so they can get an idea of how the textile drapes.

RISK OF delay

Without this, users expressed more hesitation to buy a textile

Users need to understand the repeat size of a textile so they can imagine how it would look like in an object.

RISK OF delay

Without this, users expressed more hesitation to buy the textile

Users need to access performance info so they can check if the textile is suitable for the end-use.

RISK OF PURCHASE

Without this, users can't make a purchase.

These insights + feedback captured from the commercial team helped us validate some hypothesis we had.

These insights + feedback captured from the commercial team helped us validate some hypothesis we had.

But I was missing an angle from this situation: what is the market doing?

But I was missing an angle from this situation: what is the market doing?

Next Step:

Next Step:

Internal Feedback
User Research
→ Market Research

Internal Feedback
User Research
→ Market Research

For this part, there were a few topics I was mostly interested about.

How is the online flow of textile wholesellers?

What information is presented and accessible to all users?

How the product is shown? (Validate with user research insights)

Key Learnings

A client portal experience seems to be the way.

The reason behind this in the industry is that topics like pricing often differ by customer.

Docs are accessible even in the poorest UX.

Long lists of downloadable files are available to everyone.

High resolution images are the main character

Website Performance? Usually slower than expected. But customers have different uses for these images (3D rendering, for example)

These learning were very aligned with my insights after participating on a sales meeting with a textile buyer who was selecting fabrics for his company’s next collection.

How textile sales-people actually sell?

My manager and me went as an observer, seeing things from the buyer’s perspective. The sales guy arrived at the buyer’s office, and after some friendly chit-chat, they headed to a meeting room.

The sales guy opened his suitcase and pulled out a thick catalogue. Every page featured a textile item in all its available colors.

The buyer would touch each textile sample, flip it over, and quickly saying “One of this” without any hesitation. At this speed, the buyer chose 1 sample every 30 seconds.

Pricing was important, but color availability and performance were the stars of the conversation. The salesperson guided him along these topics keeping it simple and straight to the point.

The meeting wrapped up quickly, with the seller promising to email the details and estimated shipment dates.

At this point, there were already a few key insights about how the experience of this page can be more aligned with user expectations.

At this point, there were already a few key insights about how the experience of this page can be more aligned with user expectations.

Visual

We believe high-resolution visuals of the textile will boost user confidence in the product.

Informative

We believe users need an easy access to all technical information about the textile in order to make a decision.

Sustainable

We believe enhancing the product's sustainability will encourage more users to try our textile.

We started the ideation phase with our Brand Designer and Creative Technologist. I was very curious about their perspective.

We started the ideation phase with our Brand Designer and Creative Technologist. I was very curious about their perspective.

Ideating solutions for the page

Sync with Brand to define main concepts for the page, together with user expectations

Iterarion: Enhancing sustanability and customization

Main features, problem > solution

Impact

➌ Customer Communication is purely personalized.

We found that the customer success team had several manual touchpoints with customers, making the flow even slower.

3

3

Touchpoints of personalized
communication with customers
(at the least)

Touchpoints of personalized
communication with customers
(at the least)

Causes

  • Circular knitted textiles must meet specific technical requirements for production.

  • When a textile submission was unproducible, they provided tailored feedback (sometimes even through video calls)

Oportunities

  • A recent update in knit types offered has a significantly lower probability of technical fails, thus the need for customer support.

  • This was an opportunity for us to reimagine the communication flow with the customer!

Ok, so… first step: How might we optimize the order management flow in Admin to mimic the real operational process?

Ok, so… first step: How might we optimize the order management flow in Admin to mimic the real operational process?

Problem

Admin ordering flow is not aligned with real operational flow.

user story

As BYBORRE, I want to monitor orders in Admin so I can track the progress of each one in a efficient way.

We learned there were at least 3 stages missing:

➊ If (order) design didn't pass the check

The recent update in knit types has reduced significantly the probability of designs failing the check, making this an edge case.

Given the high effort and low impact of developing a feedback solution, we decided to focus on future automated feedback within Create™ instead.

➋ When shipment is confirmed, thus ready to knit.

After exploring a few solutions, we realized that until the Payment Flow is changed, the only temporary solution is to create two statuses: one to trigger Customer Success to confirm shipment details (Approved) and one to trigger Knitlab to knit the order (Ready to Knit).

➌ When orders are knitted
➍ When orders are shipped

Finally, we needed to send status updates to inform customers that their orders had been knitted and shipped.


After several iterations, we finalized a new set of statuses that better align with the current operational needs.

We learned OPs needs a way to label and track internal submissions.

These were pretty common for several reasons, though they were not shipped. Therefore we incorporate the status of "Handed Over" for internal submissions.

Problem

The processing of shipment charges, provider information, and addressee data is not organized.

user story

As BYBORRE, I would like to implement an efficient and well-organized system for processing shipments to ensure timely delivery of orders.

There was several issues to solve here:

➊ User has to pay shipment after ordering

The credits users purchase for Create™ do not include shipping charges, as these depend on the provider, package weight, and destination when users redeem a credit and submit a design.

This issue prompted us to update the payment flow, as it affected the customer journey and was inefficient for us.

➋ There are +4 shipment providers used (so, ≠ process, ≠ pricing, ≠ requirements)

➌ Users get to choose what, how and when to ship

In response to the previous issue and anticipating the new payment flow, we found through competitor analysis and customer feedback that offering a choice of shipping providers was common but not essential.

We proposed using one provider for unified charges and processes. Together with @Finance, we set fixed shipping rates based on weight and destination.

➍ Addressee data is sometimes not the same as shipment details asked at sign-up.

This issue arose because the time between sign-up and first submission could be over a week, with users taking time to design and submit.

With the new payment flow, we redesign this area to ensure users can define shipment address when submitting designs.

Problem

Customer success team had several manual touchpoints with customers, making the ordering flow slower.

solution

As a user, I want to visualize the status of my sample, including estimated arrival time, so that I can effectively plan my project timeline.

In the current process, we have only 3 (manual) communication touchpoints. Although users were not properly notify about the status of their orders, these manual touchpoints were very personalized.

Our users shown to be very satisfied with the customer support and the personalized contact, so we thought we should make a smooth transition to the automated updates, ensuring the "close contact" is not affected.

We decided to test 4 points of contact during the flow:

Customer Success would only have to contact users if ① the submission is not producible and need personalize feedback and ② request shipment payment (soon to be gone with the new payment flow).

Impact

Orders that need to be processed out of platform

Before

Before

100%

100%

AFTER

AFTER

0%

0%

Apps used to track data from steps that Create™ Admin doesn't cover

Before

Before

5

5

AFTER

AFTER

2

2

Shipment Providers users

Before

Before

+4

+4

AFTER

AFTER

1

1

Minimum it takes for shipments to be processed

Before

Before

1 Week

1 Week

AFTER

AFTER

3 Days

3 Days

Touchpoints of personalized communication

Before

Before

3

3

AFTER

AFTER

2

2

The only metric we couldn't improve was the moments of payment - This is why we tackle the Payment Flow next! Check out the project here.