BRAND
PROJECT
Re-designing the flight check-in experience
SUMMARY
I led the design and vision for a re-designed flight check-in funnel to optimise selling products before a trip.
RESPONSIBILITIES
Product Design
Product Vision & Strategy Research
Prototyping
TIMELINE
6 Months
BRAND
PROJECT
Re-designing the flight check-in experience
SUMMARY
I led the design and vision for a re-designed flight check-in funnel to optimise selling products before a trip.
RESPONSIBILITIES
Product Design
Product Vision & Strategy Research
Prototyping
TIMELINE
6 Months
BRAND
PROJECT
Re-designing the flight check-in experience
SUMMARY
I led the design and vision for a re-designed flight check-in funnel to optimise selling products before a trip.
RESPONSIBILITIES
Product Design
Product Vision & Strategy Research
Prototyping
TIMELINE
6 Months
BACKGROUND
FROM HUMBLE BEGINNINGS
I joined the Check-in team as a Senior Product Designer, in a team consisting of a Project manager, ux researcher, ux writer and 6 developers. The check-in service we provided at eDreams had not been updated in a long time, had a very high dropoff rate, lots of UI inconsistencies and unclear statuses that often resulted in customer service calls and increased costs to the company. Needless to say it was ready for a refresh.
BACKGROUND
FROM HUMBLE BEGINNINGS
I joined the Check-in team as a Senior Product Designer, in a team consisting of a Project manager, ux researcher, ux writer and 6 developers. The check-in service we provided at eDreams had not been updated in a long time, had a very high dropoff rate, lots of UI inconsistencies and unclear statuses that often resulted in customer service calls and increased costs to the company. Needless to say it was ready for a refresh.
The existing entry point into the check-in funnel
The existing entry point into the check-in funnel
The existing entry point into the check-in funnel
THE CHALLENGE
BUILDING THE BEST IN CLASS CHECK-IN SERVICE
The challenge was not merely about improving the visual aesthetics but delving deep into the user journey to streamline and optimize the entire check-in funnel to eliminate friction for the user and allow us to sell additional products (seats, bags, insurances) to the traveler before their trip.
MY ROLE
I worked as the senior product designer throughout the entire project collaborating with stakeholders, conducting research with our research team, and presenting to C-level executives and directors. I got buy-in from people across the company and was able to deliver and launch an early MVP of the vision.
THE CHALLENGE
BUILDING THE BEST IN CLASS CHECK-IN SERVICE
The challenge was not merely about improving the visual aesthetics but delving deep into the user journey to streamline and optimize the entire check-in funnel to eliminate friction for the user. The business goals were to increase conversion and revenue of ancillary products (seats, bags, insurances) when completing the check-in.
MY ROLE
I worked as the senior product designer throughout the entire project collaborating with stakeholders, conducting research with our research team, and presenting to C-level executives and directors. I got buy-in from people across the company and was able to deliver and launch an early MVP of the vision.
THE CHALLENGE
BUILDING THE BEST IN CLASS CHECK-IN SERVICE
The challenge was not merely about improving the visual aesthetics but delving deep into the user journey to streamline and optimize the entire check-in funnel to eliminate friction for the user and allow us to sell additional products (seats, bags, insurances) to the traveler before their trip.
MY ROLE
I worked as the senior product designer throughout the entire project collaborating with stakeholders, conducting research with users, and presenting to C-level executives and directors to get buy-in and approval of the vision.
Final screens from the re-designed check-in funnel
Final screens from the re-designed check-in funnel
Final screens from the re-designed check-in funnel
THE DISCOVERY
DEVELOPING A POINT OF VIEW
To raise awareness with the business around the different issues occurring in the check-in funnel. I started by conducting a massive audit of the check-in experience across desktop, mobile, and app to document and identify areas of improvement. I worked with our UX research team to conduct qualitative research about the experience alongside the quantitative data we had gathered.
THE DISCOVERY
DEVELOPING A POINT OF VIEW
To raise awareness with the business around the different issues occurring in the check-in funnel. I started by conducting a massive audit of the check-in experience across desktop, mobile, and app to document and identify areas of improvement. I worked with our UX research team to conduct qualitative research about the experience alongside the quantitative data we had gathered.
THE DISCOVERY
DEVELOPING A POINT OF VIEW
We conducted a massive audit of the check-in experience across desktop, mobile and app to identify areas of improvement. We worked with our ux research team to conduct qualitative research about the experience alongside the quantitative data we had gathered. We also did different user tests with a focus on the different steps and the timeline of checking in for a flight.
Mapping the user experience, painpoints and opportunities for mobile web
Mapping the user experience, painpoints and opportunities for mobile web
Mapping the user experience, painpoints and opportunities for mobile web
THE DISCOVERY
KEY CHECK-IN FUNNEL ISSUES
THE DISCOVERY
KEY CHECK-IN FUNNEL ISSUES
THE DISCOVERY
KEY CHECK-IN FUNNEL ISSUES
01
THE DISCOVERY
HOW WAS THIS IMPACTING THE BUSINESS?
After the PM and I presented our findings to the company, everyone was shocked at the current experience. They wanted to know exactly how this experience was affecting the business, so we got together with other departments from customer service and flights and discovered the following.
There was a 45% dropoff rate when users entered the check-in funnel
For those users who finished the check-in 56% of them ended up calling customer service shortly after which created additional costs for the company.
At the time we didn't offer any additional products (seats, bags, or insurances) when completing the check-in which could generate additional revenue.
As a result, there was unanimous agreement from the directors and COO that we needed to improve.
THE DISCOVERY
HOW WAS THIS IMPACTING THE BUSINESS?
After the PM and I presented our findings to the company, everyone was shocked at the current experience. They wanted to know exactly how this experience was affecting the business, so we got together with other departments from customer service and flights and discovered the following.
There was a 45% dropoff rate when users entered the check-in funnel
For those users who finished the check-in 56% of them ended up calling customer service shortly after which created additional costs for the company.
At the time we didn't offer any additional products (seats, bags, or insurances) when completing the check-in which could generate additional revenue.
As a result, there was unanimous agreement from the directors and COO that we needed to improve.
THE DISCOVERY
HOW WAS THIS IMPACTING THE BUSINESS?
After the PM and I presented our findings to the company, everyone was shocked at the current experience. They wanted to know exactly how this experience was affecting the business, so we got together with other departments from customer service and flights and discovered the following.
There was a 45% dropoff rate when users entered the check-in funnel
For those users who finished the check-in 56% of them ended up calling customer service shortly after which created additional costs for the company.
At the time we didn't offer any additional products (seats, bags, or insurances) when completing the check-in which could generate additional revenue.
As a result, there was unanimous agreement from the directors and COO that we needed to improve.
THE VISION
THE BIG IDEA
After getting buy-in on the project we were able to start thinking of what the vision start to look like. From what we identified early on it felt that the experience required too much work and lacked coherent communication along the way.
It was clear that we should make the experience "effortless". To make it feel more effortless we focused on 3 main things: speed, clarity, and accessibility. We needed a stronger value proposition for the overall product and to define a dynamic and intuitive micro funnel for performing check-in, allowing customers to add additional products related to their trip.
THE VISION
THE BIG IDEA
After getting buy-in on the project we were able to start thinking of what the vision start to look like. From what we identified early on it felt that the experience required too much work and lacked coherent communication along the way.
It was clear that we should make the experience "effortless". To make it feel more effortless we focused on 3 main things: speed, clarity, and accessibility. We needed a stronger value proposition for the overall product and to define a dynamic and intuitive micro funnel for performing check-in, allowing customers to add additional products related to their trip.
THE VISION
THE BIG IDEA
After getting buy-in on the project we were able to start thinking of what the vision start to look like. From what we identified early on it felt that the experience required too much work and lacked coherent communication along the way.
It was clear that we should make the experience "effortless". To make it feel more effortless we focused on 3 main things: speed, clarity, and accessibility. We needed a stronger value proposition for the overall product and to define a dynamic and intuitive micro funnel for performing check-in, allowing customers to add additional products related to their trip.
THE VISION
DESIGN PRINCIPLES
I collaborated with the PM and various stakeholders and created a set of design principles to unite our vision as we moved into execution mode. These principles were extremely helpful for aligning with stakeholders and justifying the reasoning behind design decisions.
THE VISION
DESIGN PRINCIPLES
I collaborated with the PM and various stakeholders and created a set of design principles to unite our vision as we moved into execution mode. These principles were extremely helpful for aligning with stakeholders and justifying the reasoning behind design decisions.
THE VISION
DESIGN PRINCIPLES
I collaborated with the PM and various stakeholders and created a set of design principles to unite our vision as we moved into execution mode. These principles were extremely helpful for aligning with stakeholders and justifying the reasoning behind design decisions.
BENCHMARK
SIZING UP THE COMPETITION
I then moved to conducting a competitive analysis to better understand the best practices of the industry and identify gaps and areas of improvement. I documented the findings and was able to discover features and elements that would give our product strategic value in the market.
I found that many of the competitors had similar features related to adding products when completing the check-in, but many lacked a coherent experience that was easy and intuitive to use.
BENCHMARK
SIZING UP THE COMPETITION
I then moved to conducting a competitive analysis to better understand the best practices of the industry and identify gaps and areas of improvement. I documented the findings and was able to discover features and elements that would give our product strategic value in the market.
I found that many of the competitors had similar features related to adding products when completing the check-in, but many lacked a coherent experience that was easy and intuitive to use.
BENCHMARK
SIZING UP THE COMPETITION
I then moved to conducting a competitive analysis to better understand the best practices of the industry and identify gaps and areas of improvement. I documented the findings and was able to discover features and elements that would give our product strategic value in the market.
I found that many of the competitors had similar features related to adding products when completing the check-in, but many lacked a coherent experience that was easy and intuitive to use.
THE STRATEGY
OK, HOW DO WE GET THERE?
Once we had a losely defined strategy for our approach, we drilled into the user problems and challenges with our 3 lenses to ideate on potential solutions. With a long list of ideas, we broke the work into two phases in order to deliver value early on.
Phase 1: Deliver solutions for high-impact fixes early on
Phase 2: UX overhaul & feature prioritization
THE STRATEGY
OK, HOW DO WE GET THERE?
Once we had a losely defined strategy for our approach, we drilled into the user problems and challenges with our 3 lenses to ideate on potential solutions. With a long list of ideas, we broke the work into two phases in order to deliver value early on.
Phase 1: Deliver solutions for high-impact fixes early on
Phase 2: UX overhaul & feature prioritization
THE STRATEGY
OK, HOW DO WE GET THERE?
We drilled into the user problems and challenges with our 3 lenses and ideated on potential solutions to these problems. With a long list of ideas, we broke it into two phases to deliver value early on.
Phase 1:
Deliver high-impact fixes early on
Phase 2:
UX overhaul & feature prioritization
Brainstorming and ideation session to identify potential solutions
Brainstorming and ideation session to identify potential solutions
Brainstorming and ideation session to identify potential solutions
DESIGN EXPLORATION
ENTRY & END POINTS OF THE FUNNEL
To deliver impact early on for phase 1, we focused on the entry and end points of the check-in funnel. A large majority of travelers were either dropping off after the first page or those that did finish the funnel ended up calling customer service shortly after. Fixing these early on could ensure we had sufficient traffic entering the funnel and reduce costs after the check-in had been completed.
DESIGN EXPLORATION
ENTRY & END POINTS OF THE FUNNEL
After grouping and prioritising the outcomes of our ideation sessions, it was clear that the biggest impact could come from focusing on the entry and end points of our check-in funnel. Previous
The entry point into the check-in funnel was an important part of the experience and consisted of the widget bringing customers into the funnel and a welcome page directly after.
DESIGN EXPLORATION
ENTRY & END POINTS OF THE FUNNEL
To deliver impact early on for phase 1, we focused on the entry and end points of the check-in funnel. A large majority of travelers were either dropping off after the first page or those that did finish the funnel ended up calling customer service shortly after. Fixing these early on could ensure we had sufficient traffic entering the funnel and reduce costs after the check-in had been completed.
THE REFINEMENT
TESTING WITH USERS
We then took different proposals and conducted multiple user tests to validate our assumptions and understand user preferences. We built a prototype and tested the end-to-end experience with multiple rounds of users.
From the user test, we were able to see that the second proposal performed better and allowed customers to better understand how the service worked and what to expect when submitting the request. The testing helped greatly to see the user's mental modals when entering into the flow.
THE REFINEMENT
TESTING WITH USERS
We then took different proposals and conducted multiple user tests to validate our assumptions and understand user preferences. We built a prototype and tested the end-to-end experience with multiple rounds of users.
From the user test, we were able to see that the second proposal performed better and allowed customers to better understand how the service worked and what to expect when submitting the request. The testing helped greatly to see the user's mental modals when entering into the flow.
THE REFINEMENT
TESTING WITH USERS
We then took two different proposals and conducted multiple user tests to validate our assumptions and understand user preferences. I built prototypes and tested the end-to-end experience to look at each of the steps for check-in for a flight.
From the user test, we were able to see that the second proposal performed better and allowed customers to better understand how the service worked and what to expect when submitting the request. The testing helped greatly to see the user's mental modals when entering into the flow.
THE VISION
EVANGELIZING AND REFINING THE VISION
Early on I wanted to bring key stakeholders along the journey of the re-design to ensure transparency and collaboration. I didn't want to just share the "vision" at the end of the project.
I wanted to build and design in the open, so each week I provided weekly updates of the project in our company slack channel for everyone to see and provide feedback. This helped greatly to get buy-in as a whole but also brought visibility to the ideas and decisions being made for the project.
THE VISION
EVANGELIZING AND REFINING THE VISION
Early on I wanted to bring key stakeholders along the journey of the re-design to ensure transparency and collaboration. I didn't want to just share the "vision" at the end of the project.
I wanted to build and design in the open, so each week I provided weekly updates of the project in our company slack channel for everyone to see and provide feedback. This helped greatly to get buy-in as a whole but also brought visibility to the ideas and decisions being made for the project.
THE VISION
EVANGELIZING AND REFINING THE VISION
Early on I wanted to bring key stakeholders along the journey of the re-design to ensure transparency and collaboration. I didn't want to just share the "vision" at the end of the project.
I wanted to build and design in the open, so each week I provided weekly updates of the project in our company slack channel for everyone to see and provide feedback. This helped greatly to get buy-in as a whole but also brought visibility to the ideas and decisions being made for the project.
FINAL DESIGN
WHERE DID THE VISION TAKE US?
After finalising the design of the vision, we worked to deliver it in an iterative approach to ensure we delivered value early on. We made sure to focus on our defined principles and strategy (speed, accessibility, & clarity)throughout the process.
While it was a challenging project it taught me a lot about stakeholders and bringing them along during the design process. After launching the early iterations of the new micro funnel we saw an increase in check-in completion rates and a decrease in calls to customer service.
IMPROVED VALUE PROPOSITION
The final entry points gave the customer better value proposition as well as more clarity on the context and how the process of completing the check-in worked.
IMPROVED VALUE PROPOSITION
The final entry points gave the customer better value proposition as well as more clarity on the context and how the process of completing the check-in worked.
IMPROVED REQUEST CONFIRMATION
The improved confirmation page gave the customer more context as to whats next and what to expect of the check-in request, eliminating any need our doubt.
IMPROVED REQUEST CONFIRMATION
The improved confirmation page gave the customer more context as to whats next and what to expect of the check-in request, eliminating any need our doubt.
BETTER ERROR HANDLING
We improved the messages displayed when the request was unsuccessful to help users better understand how they could manage it on their own, by giving them quick links to the airlines website.
BETTER ERROR HANDLING
We improved the messages displayed when the request was unsuccessful to help users better understand how they could manage it on their own, by giving them quick links to the airlines website.
NEXT PROJECT
Transforming Travel with Flight Credits
View Case Study
NEXT PROJECT
Transforming Travel with Flight Credits
View Case Study
BACKGROUND
FROM HUMBLE BEGINNINGS
I joined the Check-in team as a Senior Product Designer, in a team consisting of a Project manager, ux researcher, ux writer and 6 developers. The check-in service we provided at eDreams had not been updated in a long time, had a very high dropoff rate, lots of UI inconsistencies and unclear statuses that often resulted in customer service calls and increased costs to the company. Needless to say it was ready for a refresh.
BACKGROUND
FROM HUMBLE BEGINNINGS
I joined the Check-in team as a Senior Product Designer, in a team consisting of a Project manager, ux researcher, ux writer and 6 developers. The check-in service we provided at eDreams had not been updated in a long time, had a very high dropoff rate, lots of UI inconsistencies and unclear statuses that often resulted in customer service calls and increased costs to the company. Needless to say it was ready for a refresh.
FINAL DESIGN
WHERE DID THE VISION TAKE US?
After finalising the design of the vision, we worked to deliver it in an iterative approach to ensure we delivered value early on. We were able to re-design the full end-to-end experience for both mobile web and desktop. We made sure to focus on our defined principles and strategy (speed, accessibility, & clarity)throughout the process.
While it was a challenging project it taught me a lot about stakeholders and bringing them along during the design process.
FINAL DESIGN
WHERE DID THE VISION TAKE US?
After finalising the design of the vision, we worked to deliver it in an iterative approach to ensure we delivered value early on. We were able to re-design the full end-to-end experience for both mobile web and desktop. We made sure to focus on our defined principles and strategy (speed, accessibility, & clarity)throughout the process.
While it was a challenging project it taught me a lot about stakeholders and bringing them along during the design process.
FINAL DESIGN
WHERE DID THE VISION TAKE US?
After finalising the design of the vision, we worked to deliver it in an iterative approach to ensure we delivered value early on. We were able to re-design the full end-to-end experience for both mobile web and desktop. We made sure to focus on our defined principles and strategy (speed, accessibility, & clarity)throughout the process.
While it was a challenging project it taught me a lot about stakeholders and bringing them along during the design process.
FINAL DESIGN
WHERE DID THE VISION TAKE US?
After finalising the design of the vision, we worked to deliver it in an iterative approach to ensure we delivered value early on. We were able to re-design the full end-to-end experience for both mobile web and desktop. We made sure to focus on our defined principles and strategy (speed, accessibility, & clarity)throughout the process.
While it was a challenging project it taught me a lot about stakeholders and bringing them along during the design process.