Creating value-added FaaS to empower the subscription
Ideation and Design of the subscription features and strategy
to launch subscription on GOGOX partner app.
Ideation and Design of the subscription features and strategy
to launch subscription on GOGOX partner app.
After the success of our auto mode feature beta launch, we recieved numerous inquiries from non-beta drivers expressed interest in joining the beta group, some even willing to pay for the feature.
Recognising the potential, we presented the idea to the business side and embarked on
(i) Exploring various options to bundle value-added services and
(ii)Provide them as a subscription package.
We aim to create a compelling value proposition and drive revenue leveraging the popularity of our auto mode feature.
Conducted user interviews to align problem briefs with PM
Held design sprint that involves cross-functional teams (Operations, Data, and Backend devs) to align project direction & strategy
Utilising design techniques e.g. flow design, prototyping, mockups, for idea validation
Designed the entire feature & subscription flow
Set up regular global user interviews
Product manager x 1
Product Designer x 1 (Me)
Frontend engineer x 2
Backend engineer x 1
1️⃣ Identify the value-added FaaS that benefits to our platform and users
2️⃣ Design another value-added feature to be included in the subscription
3️⃣ Define the launching strategy for our first subscription
4️⃣ Design the flow for subscription
Difficulties in getting orders in a timely manner⌛
High competence to get a job from the platform as a non-hired freelancer
Complained about low income, high commission 💰
Drivers desire to earn more and offset the commission expenses
Long wait time for calling the support hotline 📱
Inconvenience for drivers to stop working until their quota limit is reset by CS
With this opportunity, I set up quarter global user research, expanded the process to other countries with regular interviews and shadowing, based on the regular researches conducted in HK.
Every quarter, 54 user interviews are conducted :
18 user interviews conducted by me in Hong Kong
36 user interviews conducted by the local team
I set up questions to guide local team members conduct interviews on behalf of us
To increase the reliableness of insights and be more convincing to present to stakeholders, I initiated sending out questionnaires to quantitate findings from the quarterly global researches.
I thoroughly shared the driver pain point collected from our quarterly global user research with the team. We, I and PM, invited key stakeholders includes the CEOs, Operation Manager and Tech Lead to rank the potential features ideas to better manage the business expectations and resources.
One of our key research discoveries is drivers are eager to know the real-time traffic and weather so they can prevent got stuck into traffic congestion or cause delay in arrival due to special conditions. Global drivers have different ways to obtain informations, e.g. install weather forecast apps, join messaging groups or listen radio to keep themselves updated.
😵 Information Overflow
Not all info broadcasted are relevant, drivers are using extra attentions to absorb irrelevant informations.
👆🏻 Have to switch back and forth between apps
Specially when driving, drivers do not have the time to check and read phones
Customised Alerts
Alerts that are only relevant to their order journey
Lower Completion Time & Cancel Rate
To provide a delight customer experience and retained clients
I visited the garage and invited passby drivers to do a card sorting on traffic and weather information they care about and can help them make decision picking an order or not.
I shared the card sorting findings to my team, we brainstormed potential solutions on helping drivers to make informative decision when order picking. With help of the talented team, devs came up with the idea of utilising government open APIs and map the traffic data to each order in our app.
I worked closely and initiated regular meetings with our back-end developers to refine details, not only focus on the UI “What we display”,
we also discussed something beyond the surface, like the display logics “How and Which route we are going to use for display”.
This involves a lot of in-depth learnings on the usable data provided by the API and the potential constrains.
Our hypothesis is to place the warning icon behind route details which should be easy to understand there’re some special traffic conditions ahead. However, after testing,
Confusion of the alert icon ⚠️ used
Many drivers think that the icon means there’s some issues happening for the order itself and it is a hassle for them to pick the order
Internal members thinks there's a bug
Some internal members think that’s an indicator to state there’s a technical bug
In that sense, both key feedbacks are stating the design is not working as expected and may even hurt the order picking rate. The placement of the icon failed to indicate it is something related within the route.
In this approach, I combined the indicator with the existing arrow icon by using colour same as the one in Traffic Dashboard & Google Map. As they already get used with the logic, the result is way much better and got positive feedbacks from drivers!
✅ Easy to identify and adapt to the use of colour
We asked whether they know what the colour represents, most of them can relate to the traffic capacity by guessing
🤔 Uncertainty on what the colour indicates at first
Some may still require guessing on the meaning of coloured-arrows
To build a vision beyond simply designing a normal pay and subscribe flow, I initiated a mini online design sprint session during the covid lockdown. I looped in my team's PM, devs as they are familiar with the subscriptions integrations, also, I invited the other 2 PMs from Payment and Growth Marketing team, to leverage their discipline knowledges for innovative. In the sprint
We directed our focus towards managing drivers expectations regarding subscription
We acknowledged the payment gateway issues and decided to address it offline as the solution was straightforward
Recurring subscription
Ensure success of recurring subscription payment
Fear Of Missing Out
Prompt drivers to subscribe
Highlight incentives
Acknowledge users the advantages
Make users feel "Premium"
Make subscription more "Premium"
If 1 week/day pass adequately cover all work arrangement (both part, full time)
Clarity on the plan comparison design flow
From the test we conducted in garage, surprisingly,
Almost all drivers did not choose "Weekly" or "Daily" plans
Drivers are generally open to accept more orders if it means increasing their income. Providing more billing periods do not solving their core needs
Confusion of bullet icon used
Some interpreted the outline check icons as they can opt-in & out specific features
Lack of context on how it can enhance their job routines on the platform
We discovered drivers who didn't roll in to the beta or waitlist group are uncertain about the specific benefits
Exhibit limited interest in having an increased quota
It does not result in reducing wait times for customer service hotlines. In fact, some drivers even prefer requesting clients to cancel orders
Driver payment preferences (among Credit cards, In-app wallet, AliPay)
As expected, almost all drivers selected the in-app wallet payment even if they possess a credit card.
The strong stance of refusion to use credit card
In some cases, drivers may opt to wait for the availability of the in-app wallet payment option, even if other payment methods are displayed.
Apparently, drivers won't consider paying with credit cards if there is an in-app wallet payment method that takes a lot of effort for our team to build our own recurring payment system.
Recognising many drivers are more order and income driven, we concluded that offering different subscription tiers would be more effective than different billing cycles.
Our goal is to address drivers' primary needs
Increase their order volume
Simplify the process of finding orders
We successfully gained buy in from the operation team regarding the viability of integrating the subscription model with Product Features and Operational Order Privileges by aligning the insights gathered from above tests. Both team agreed that offering "Order Capability" would be a more effective way to achieve increasing drivers' order.
I also explored the design on better display the plans comparison.
To boost subscription adoption rate, and since there's not a need for us to include the not-ready payment at this stage for research purpose. We made the decision to remove the fake door and only offer credit card as the sole methods in our MVP.
As part of our strategy to attract drivers and entice them subscribing, we also decided to introduce early bird promo codes, serve as incentives for drivers who do early sign-up.
We employed the following metrics :
Monthly Recurring Revenue
Adoption rate of the exclusive features
Adoption rate of the promo code features
