Utilising design thinking to increase the performance of targeted key metrics for the front-facing Get website.
Product Manager
Product Designer
2 developers from the Get team
300% increase in conversion rate from visitors to sign-ups
Get has a simple website set-up that was not a high-performing component of the sales funnel for the company. The website was not initially set up with design thinking nor the user's experience in mind.
After analysis of the site, several initial opportunities for improvement were identified:
The core target audience for Get are students in Universities and pre-University educational institutions, ranging from ages 16 to 24.
In order to understand what our target demographic valued the most in their decision-making process when signing up for a platform such as Get, we had to speak directly with them. The team at Get was fortunate to be able to communicate on a frequent basis with the students (our target group) from various schools. We conducted on-the-ground surveys in schools and discovered the following common themes:
Before setting off with our ideation and development sprints, we created 4 epics, and subsequently, user stories, based on the areas for improvement through our preliminary analysis of the initial website, and via user interviews:
Epics, User stories, and tasks were managed with a Kanban board on Trello. These tasks were assigned to the 3 members within the team - myself, and 2 developers. We worked with weekly sprints to ship new features for the development of the site. I facilitated communications between members and ran daily stand-up meetings for teammates to update each other on the product development progress, and to identify and clear blockers.
As the product designer on the team, I created both low-fidelity (lo-fi) and high-fidelity (hi-fi) prototypes to aid with understanding and clarifications for the developers on the team.
After the prototypes for various pages and components of the website were finalised, the developers converted the designs into working products.
I worked closely with the developers in making sure that development was on track for the timeline of our sprints and completion. I also conducted quality assurance (QA) tests of their builds. This ensured that the product kept closely to the design specifications, while maintaining browsability and a pleasant user experience for various screen sizes.
Progress of the development of the product and any bugs that were discovered when QA testing were constantly tracked on our Kanban board, with the tickets assigned to members within the team.
After every sprint, post-completion meetings were conducted to improve the synergy within the team and to identify areas which worked well for us, and areas which could be improved in the future.
A key finding from our retro was that the hand-off process between design and development could be better streamlined to reduce friction and save time. This learning resulted in the team exploring solutions such as Zeplin.