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Buy Online, Pick-Up In Store

Authoring multi channel service design and guiding efforts of multiple disciplines

Project Info

This project documents the creation of a new service for T-Mobile that allows customers to purchase online and immediately pick up their order in a convenient nearby store. While common in many retailers, for T-Mobile, this was an utterly new process taking massive back-end effort and the coordination of efforts of many working teams. My role in the project was Experience Design. Through workshops I organized and facilitated with team members of both digital and physical design team members (a first for the company), created guiding principles for their work, documented user journeys to illustrate service design, and helped guide long term development alongside an MVP pilot program. Finally, I created a guide for in-field observation of the pilot that will help direct the next stages of expansion.

Project Detail

  • Type: Design Strategy

  • Client: T-Mobile

  • Timeline: Early 2020 - Current (Ongoing Pilot)

  • My Responsibilities: Design workshop organization, Experience Design framework creation, Down-stream design team guidance, In-field observation guidance

Early work

Though back-end dev work to enable basic features had already begun, no other teams had a cohesive direction for enabling Buy Online, Pick-Up in Store. My team was engaged to create this cohesive design strategy, guiding both a Pilot program and its future expansion.

Best Practices - examining the landscape across multiple industries as a point of reference

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Before any design work began, my team was brought in to guide leadership in the overall approach to the project. This took the form of a collection of 'best practices'. This work took place during the middle of 2020, and as such was deeply influenced by other work happening at the same time to re-tool our physical service design in response to the COVID-19 pandemic.

Facilitation of workshops to determine design principles

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I led multiple workshops with various disciplines' subject matter experts to create the design principles that would inform the Experience Design Framework. These design workshops brought the same people on-board early in the project who would later contribute to front end web UX, physical store design, merchandising and store employee training. Since all teams were working remotely, I used the Miro service as a replacement for in-person collaboration. The linked documents are pdf exports from those sessions.

Experience Design Framework

Once workshops were concluded, I set forth in the creation of a framework to guide design based upon our core principles. This type of document is used as a guide for various disciplines including front end web UX, physical store design, merchandizing, and training teams.

Experience Design Framework - guiding the work of multiple design teams

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This document ends up being referred to throughout the design process, and is used as a 'walking deck' to help on-board new disciplines as they begin work. The through-line of Experience Design is maintained by check-ins throughout the project execution.

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This document ends up being referred to throughout the design process, and is used as a 'walking deck' to help on-board new disciplines as they begin work. The through-line of Experience Design is maintained by check-ins throughout the project execution.

→ View Full Document

Customer journeys that span the entire omnichannel path provide perspective towards the full service design for individual teams that may only be designing tools that interact with part of it.

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Customer Journeys outline the aspirational path. These are high-altitude enough to be useful to set the stage for further development of service blueprints and similar documents. Here, they also illustrate where the aspirational customer journey differs from the MVP pilot.

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While personas weren't used for this work, I did illustrate basic customer archetypes on some known typical users we would need to account for.

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Here, the most common use-cases for the service are paired with users with various typical needs-based spectra.

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Utilizing concepts created in our own foundational Trust Framework, I show how specific needs-based spectra play out across the BOPIS customer journey to create moments of heightened concern where trust is most at-stake.

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Each moment where trust is at greatest risk can be paired with design strategies that work to make the customer experience the best it can be. These end up feeding directly into testable hypotheses that are measured against during the MVP Pilot

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Finally, specific approaches for each step in the customer journey are outlined to show what's at risk, and how to achieve the best results in a brand-appropriate way.

Measuring the Pilot's Performance

Once the Pilot program was in full swing, I created a guide for executing in-field observation to capture qualitative feedback not possible to gather elsewhere.

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In-store observation guide

This document sets the stage for capturing good qualitative feedback directly from customers and store employees during the Pilot. Aimed at non-researchers, this functions as a 'how-to' manual for gathering data. These data will then offer a qualitative story to pair with the quantitative web user interaction data and store sales performance data captured by other teams to help guide the development and expansion of the service in the future.