Reducing cognitive load and helping Honda customers take action.
One of the key business metrics for the Honda's marketing team was traffic to the car model pages and flow on to their offers page. The problem was that based on ongoing analytics of this important page, the key interactions for their call to actions (CTA)s and design elements on the models page was getting absymal results.
Where were customers coming from and what did they do next?
We started with an Information Architecture Audit and looked for opportunities to redesign.
Methodology & Findings
Test 1: Identify evidence based research to warrant IA Restructure
With a focus on IA & Navigation related tests, LB undertook user testing between August & Sept 2017 using the Optimal Workshop Platform, recruited 136 pre-qualified users undertook controlled tests with:
- Card Sort
Findings: LB UX team compiled and analysed research findings using Milanote and aligned findings with Adam from ZO’s SEO best practice URL structure and page naming recommendations
- Why Honda + My Honda are causing significant confusion for website users
- There is confusion between shopping tools and contact us/general enquiries
1. Change Navigation Labels and URL:
* Why Honda > About
* My Honda > Ownership (nest Buyers here)
2. Shopping Tools/Cust Dashboard to become explicitly a shopping tools section:
* Move Contact Us (general enquiries) to Footer
* Make it clear that Call Me Back is a Sales Enquiry Channel; not existing customer enquiry channel
UX enhancements to drive interactions
By working on small incremental changes based on principles of reducing redundancy and decisions required from our users; we drastically improved interactions with the important design elements (different iterations of the offers page below).
Honda Australia Global Experience Language (GEL) Design System
The design and development teams were at a point of friction - everytime a campaign or page redesign was initiated, the developer would have to code new components to calibrate with the new designs. The visual and UI designers had no consistent styles to leverage off and also created design elements that were custom and required further development work every time. With tight deadlines and multiple campaigns and changes, this caused significant tensions between the design, projects, accounts and development teams.
My aim was to reduce this and provide a way forward for greater collaboration, reducing stress and improving design consistency, reusability and efficiency internally. Our shared goal was to ultimately build a better experience for Honda, its customers and stakeholders.