Industry
Fintech
Company
Sber bank
Interface
iOS, Android
Platform
Mobile app
Industry
Fintech
Company
Sber bank
Interface
iOS, Android
Platform
Mobile app
Industry
Fintech
Company
Sber bank
Interface
iOS, Android
Platform
Mobile app
Product Overview
Product Overview
Product Overview
SberBank, the largest bank in Russia and Eastern Europe with 108,3 mln retail clients and 1 million active users of the bank's loyalty program. The Subscription team, a part of a customer-wallet department, had to develop business lounge services available with subscription to a premium banking service. This team has a full.
SberBank, the largest bank in Russia and Eastern Europe with 108,3 mln retail clients and 1 million active users of the bank's loyalty program. The Subscription team, a part of a customer-wallet department, had to develop business lounge services available with subscription to a premium banking service. This team has a full.
SberBank, the largest bank in Russia and Eastern Europe with 108,3 mln retail clients and 1 million active users of the bank's loyalty program. The Subscription team, a part of a customer-wallet department, had to develop business lounge services available with subscription to a premium banking service. This team has a full.
What Was the Challenge?
What Was the Challenge?
What Was the Challenge?
Integration of a new section into a banking app to facilitate access to premium business lounge services through a partner platform, while maintaining design consistency with the bank’s existing design system, addressing technical and time constraints, while reshaping customer behaviour patterns, transforming the perception of banking apps as a conduit for accessing such services, especially in a market where this concept was unfamiliar.
Integration of a new section into a banking app to facilitate access to premium business lounge services through a partner platform, while maintaining design consistency with the bank’s existing design system, addressing technical and time constraints, while reshaping customer behaviour patterns, transforming the perception of banking apps as a conduit for accessing such services, especially in a market where this concept was unfamiliar.
Integration of a new section into a banking app to facilitate access to premium business lounge services through a partner platform, while maintaining design consistency with the bank’s existing design system, addressing technical and time constraints, while reshaping customer behaviour patterns, transforming the perception of banking apps as a conduit for accessing such services, especially in a market where this concept was unfamiliar.
Team Contribution and Responsibilities
Team Contribution and Responsibilities
Team Contribution and Responsibilities
In a team of 100+ people: product owners, front and back developers, business analyst, ux researchers, my role included leading design strategy, vision, managing UX research process, conducting all research activities, creating informational architecture, customer journey map and user testing.
In a team of 100+ people: product owners, front and back developers, business analyst, ux researchers, my role included leading design strategy, vision, managing UX research process, conducting all research activities, creating informational architecture, customer journey map and user testing.
In a team of 100+ people: product owners, front and back developers, business analyst, ux researchers, my role included leading design strategy, vision, managing UX research process, conducting all research activities, creating informational architecture, customer journey map and user testing.
Problem Statement
Problem Statement
Problem Statement
General: Visa and MasterCard, which used to offer business lounge service through Priority Pass, have exited the Russian market.
Technical: It was impossible to update the banking application in the Apple Store. In this regard, it was possible to use only existing components of the bank's design system. A supplier with whom it was possible to organise the work and connection of the banking application had not yet been selected, which means that the technical limitations on their part were unknown, so it was necessary to develop a universal solution.
General: Visa and MasterCard, which used to offer business lounge service through Priority Pass, have exited the Russian market.
Technical: It was impossible to update the banking application in the Apple Store. In this regard, it was possible to use only existing components of the bank's design system. A supplier with whom it was possible to organise the work and connection of the banking application had not yet been selected, which means that the technical limitations on their part were unknown, so it was necessary to develop a universal solution.
General: Visa and MasterCard, which used to offer business lounge service through Priority Pass, have exited the Russian market.
Technical: It was impossible to update the banking application in the Apple Store. In this regard, it was possible to use only existing components of the bank's design system. A supplier with whom it was possible to organise the work and connection of the banking application had not yet been selected, which means that the technical limitations on their part were unknown, so it was necessary to develop a universal solution.
Design Process
Briefing
Conducted team survey to assess technical, time, and business constraints.
Briefing
Conducted team survey to assess technical, time, and business constraints.
Briefing
Conducted team survey to assess technical, time, and business constraints.
Research
Conducted extensive market, user research, analysing existing programmes from other countries to understand a banking service unavailable on the Russian market.
Research
Conducted extensive market, user research, analysing existing programmes from other countries to understand a banking service unavailable on the Russian market.
Research
Conducted extensive market, user research, analysing existing programmes from other countries to understand a banking service unavailable on the Russian market.
Information Architecture
Developed a dedicated section within the bank’s app, providing customers with detailed information about the service and guiding them through the necessary steps to access it.
Information Architecture
Developed a dedicated section within the bank’s app, providing customers with detailed information about the service and guiding them through the necessary steps to access it.
Information Architecture
Developed a dedicated section within the bank’s app, providing customers with detailed information about the service and guiding them through the necessary steps to access it.
CJM “to Be”
Created a customer journey map from scratch aligning with user needs and current technical and business constraints.
CJM “to Be”
Created a customer journey map from scratch aligning with user needs and current technical and business constraints.
CJM “to Be”
Created a customer journey map from scratch aligning with user needs and current technical and business constraints.
Design Concept
Developed a cohesive design concept leveraging the bank's design system, endorsed by stakeholders and developers for seamless integration.
Design Concept
Developed a cohesive design concept leveraging the bank's design system, endorsed by stakeholders and developers for seamless integration.
Design Concept
Developed a cohesive design concept leveraging the bank's design system, endorsed by stakeholders and developers for seamless integration.
Usability Testing
Orchestrated usability testing involving 15 clients across three iterative phases. Analysed research outcomes after each iteration, refining and optimising the prototype accordingly.
Usability Testing
Orchestrated usability testing involving 15 clients across three iterative phases. Analysed research outcomes after each iteration, refining and optimising the prototype accordingly.
Usability Testing
Orchestrated usability testing involving 15 clients across three iterative phases. Analysed research outcomes after each iteration, refining and optimising the prototype accordingly.
Presentation
Delivered a comprehensive presentation showcasing UX testing results and the finalised prototype to the project team.
Presentation
Delivered a comprehensive presentation showcasing UX testing results and the finalised prototype to the project team.
Presentation
Delivered a comprehensive presentation showcasing UX testing results and the finalised prototype to the project team.
Development
Implemented the approved design concept consistently across all screens. Ensured alignment with business requirements and collaborated closely with front and back-end developers.
Development
Implemented the approved design concept consistently across all screens. Ensured alignment with business requirements and collaborated closely with front and back-end developers.
Development
Implemented the approved design concept consistently across all screens. Ensured alignment with business requirements and collaborated closely with front and back-end developers.
Launch
Facilitated the development process and contributed to the successful launch of the final product.
Launch
Facilitated the development process and contributed to the successful launch of the final product.
Launch
Facilitated the development process and contributed to the successful launch of the final product.
Flow and Information Architecture
Flow and Information Architecture
Flow and Information Architecture
Designed a user-centric section in the bank's application that strategically organised service information to provide customers with a clear understanding of the service. This intuitive design not only informs users about the service but also expertly navigates them through each step required for seamless access.
Designed a user-centric section in the bank's application that strategically organised service information to provide customers with a clear understanding of the service. This intuitive design not only informs users about the service but also expertly navigates them through each step required for seamless access.
Designed a user-centric section in the bank's application that strategically organised service information to provide customers with a clear understanding of the service. This intuitive design not only informs users about the service but also expertly navigates them through each step required for seamless access.
Customer Journey Mapping
Customer Journey Mapping
Customer Journey Mapping
Customer behaviour: Previously, clients accessed this service through registering in specific applications and obtain an additional card from these providers. As a result, the client developed a certain behaviour pattern where and how they can get this type of service.
Customer behaviour: Previously, clients accessed this service through registering in specific applications and obtain an additional card from these providers. As a result, the client developed a certain behaviour pattern where and how they can get this type of service.
Customer behaviour: Previously, clients accessed this service through registering in specific applications and obtain an additional card from these providers. As a result, the client developed a certain behaviour pattern where and how they can get this type of service.
Difficulties: Customers did not have a formed behaviour model, that in order to access the business lounge it was necessary to register in advance in the banking app and receive a QR code, which is a way to access the business lounge.
Difficulties: Customers did not have a formed behaviour model, that in order to access the business lounge it was necessary to register in advance in the banking app and receive a QR code, which is a way to access the business lounge.
Difficulties: Customers did not have a formed behaviour model, that in order to access the business lounge it was necessary to register in advance in the banking app and receive a QR code, which is a way to access the business lounge.
Action: It was necessary to create a new behaviour model in the customer journey map in order to anticipate these changes and make it clear to the client what needs to be done to enter the business lounge as part of the premium banking service.
Action: It was necessary to create a new behaviour model in the customer journey map in order to anticipate these changes and make it clear to the client what needs to be done to enter the business lounge as part of the premium banking service.
Action: It was necessary to create a new behaviour model in the customer journey map in order to anticipate these changes and make it clear to the client what needs to be done to enter the business lounge as part of the premium banking service.
What Was the Solution?
What Was the Solution?
What Was the Solution?
Launching an app section with the service within the bank application, seamlessly integrating the service and establishing a connection with the partner application. This implementation introduced a new behavioural pattern for clients, providing clarity on how to access the service, its provider, and where to obtain it.
Launching an app section with the service within the bank application, seamlessly integrating the service and establishing a connection with the partner application. This implementation introduced a new behavioural pattern for clients, providing clarity on how to access the service, its provider, and where to obtain it.
Launching an app section with the service within the bank application, seamlessly integrating the service and establishing a connection with the partner application. This implementation introduced a new behavioural pattern for clients, providing clarity on how to access the service, its provider, and where to obtain it.
User Testing
User Testing
User Testing
Coordinated usability testing with 15 clients across three iterative stages. Directly engaged in user testing to gain deeper insights into user behaviour and preferences through observation and feedback. Provided guidance to two researchers conducting usability tests, actively participating in the process and analysing results to expedite adjustments every five tests. By refining the customer journey map, flow, and information architecture, transparency was improved, significantly reducing user transaction times within the banking app for premium services.
Coordinated usability testing with 15 clients across three iterative stages. Directly engaged in user testing to gain deeper insights into user behaviour and preferences through observation and feedback. Provided guidance to two researchers conducting usability tests, actively participating in the process and analysing results to expedite adjustments every five tests. By refining the customer journey map, flow, and information architecture, transparency was improved, significantly reducing user transaction times within the banking app for premium services.
Throughout the site analysis, a multitude of challenges faced by clients emerged, especially in scenarios involving the selection of round-trip routes or the purchase of tickets for groups of individuals. This identification of difficulties laid the groundwork for addressing and enhancing these specific pain points in the subsequent phases of the project.
Quantitative UX KPIs
Quantitative UX KPIs
Quantitative UX KPIs
1. Task success rate
1. Task success rate
1. Task success rate
High task success rate as optimised customer journey mapping and user interfaces effectively help users solve key problems
Through in-depth interviews, I gained valuable insights into user needs and motivations, resulting in a more streamlined booking process. Leveraging the Jobs to be Done framework and Flow map further refined the user-centric experience.
Through in-depth interviews, I gained valuable insights into user needs and motivations, resulting
in a more streamlined booking process. Leveraging the Jobs to be Done framework
and Flow map further refined the user-centric experience.
2. Time on task
2. Time on task
2. Time on task
Expectation of a reduction in the average time spent on tasks, indicating an increase in efficiency and user experience with the service.
Expectation of a reduction in the average time spent on tasks, indicating an increase in efficiency and user experience with the service.
Expectation of a reduction in the average time spent on tasks, indicating an increase in efficiency and user experience with the service.
3. Use of search vs. navigation
3. Use of search vs. navigation
3. Use of search vs. navigation
Intuitive design and descriptions that make it easier for users to find information.
By integrating attractive design elements and 3D illustrations,
I improved the visual attractiveness and functionality of the reservation and payment process.
Intuitive design and descriptions that make it easier for users to find information.
4. User error rate
4. User error rate
4. User error rate
User error rates are low because the design system and prototypes have been thoroughly tested, minimising potential usability issues.
By integrating attractive design elements and 3D illustrations,
I improved the visual attractiveness and functionality of the reservation and payment process.
User error rates are low because the design system and prototypes have been thoroughly tested, minimising potential usability issues.
Qualitative UX KPIs
Qualitative UX KPIs
Qualitative UX KPIs
1. Reported expectations and performance
1. Reported expectations and performance
1. Reported expectations and performance
Compliance of user expectations (behavioural pattern) with actual work with the section of the premium package of services, which will lead to increased satisfaction from receiving business lounge services.
Through in-depth interviews, I gained valuable insights into user needs and motivations, resulting in a more streamlined booking process. Leveraging the Jobs to be Done framework and Flow map further refined the user-centric experience.
Through in-depth interviews, I gained valuable insights into user needs and motivations, resulting
in a more streamlined booking process. Leveraging the Jobs to be Done framework
and Flow map further refined the user-centric experience.
2. Overall satisfaction
2. Overall satisfaction
2. Overall satisfaction
High overall satisfaction score, reflecting user satisfaction with the new concept and seamless integration with a partner to provide a premium banking service: business lounge service.
High overall satisfaction score, reflecting user satisfaction with the new concept and seamless integration with a partner to provide a premium banking service: business lounge service.
High overall satisfaction score, reflecting user satisfaction with the new concept and seamless integration with a partner to provide a premium banking service: business lounge service.
Design
Design
Design
Developed a design concept using design system and applied it to all screens.
Developed a design concept using design system and applied it to all screens.
Developed a design concept using design system and applied it to all screens.
How Did I Make an Impact?
How Did I Make an Impact?
How Did I Make an Impact?
1. Enhanced User Satisfaction
1. Enhanced User Satisfaction
1. Enhanced User Satisfaction
Positive feedback from users indicates an increase in overall satisfaction, with a satisfaction rate of over 90%.
Through in-depth interviews, I gained valuable insights into user needs and motivations, resulting in a more streamlined booking process. Leveraging the Jobs to be Done framework and Flow map further refined the user-centric experience.
Through in-depth interviews, I gained valuable insights into user needs and motivations, resulting
in a more streamlined booking process. Leveraging the Jobs to be Done framework
and Flow map further refined the user-centric experience.
2. Improved Task Success Rate
2. Improved Task Success Rate
2. Improved Task Success Rate
Achieved a remarkable task success rate of 92%, indicating that the optimised customer journey mapping and user interfaces effectively assist users in solving key problems. The previous process satisfaction measurement was at 80%, hence the improvement was necessary, and it significantly optimised the user experience.
Achieved a remarkable task success rate of 92%, indicating that the optimised customer journey mapping and user interfaces effectively assist users in solving key problems. The previous process satisfaction measurement was at 80%, hence the improvement was necessary, and it significantly optimised the user experience.
Achieved a remarkable task success rate of 92%, indicating that the optimised customer journey mapping and user interfaces effectively assist users in solving key problems. The previous process satisfaction measurement was at 80%, hence the improvement was necessary, and it significantly optimised the user experience.
3. Efficient Time on Task
3. Efficient Time on Task
3. Efficient Time on Task
Exceeded the initial target of 20% towards the reduction of the average time spent on tasks, signalling increased efficiency and an enhanced user experience with the service.
By integrating attractive design elements and 3D illustrations,
I improved the visual attractiveness and functionality of the reservation and payment process.
Exceeded the initial target of 20% towards the reduction of the average time spent on tasks, signalling increased efficiency and an enhanced user experience with the service.
What Was the Final Result?
What Was the Final Result?
What Was the Final Result?
The launch of the application section, along with integration with the partner app, resulted in enhanced user satisfaction soared to over 90%. Task success rates surged to 92%, reflecting the effectiveness of optimised customer journey mapping and user interfaces. Exceeding the target with a reduction of over 20% in average task completion time signalled increased efficiency and a smoother user experience. Observing a notable shift towards intuitive design, an 80% preference for navigation over search was achieved, making information easily accessible. Maintaining a low user error rate of less than 3% demonstrated the robustness of the design system, ensuring a seamless user experience.
The launch of the application section, along with integration with the partner app, resulted in enhanced user satisfaction soared to over 90%. Task success rates surged to an impressive 92%, reflecting the effectiveness of optimised customer journey mapping and user interfaces. Exceeding the target with a reduction of over 20% in average task completion time signalled increased efficiency and a smoother user experience. Observing a notable shift towards intuitive design, an 80% preference for navigation over search was achieved, making information easily accessible. Maintaining a low user error rate of less than 3% demonstrated the robustness of the design system, ensuring a seamless user experience.
The launch of the application section, along with integration with the partner app, resulted in enhanced user satisfaction soared to over 90%. Task success rates surged to 92%, reflecting the effectiveness of optimised customer journey mapping and user interfaces. Exceeding the target with a reduction of over 20% in average task completion time signalled increased efficiency and a smoother user experience. Observing a notable shift towards intuitive design, an 80% preference for navigation over search was achieved, making information easily accessible. Maintaining a low user error rate of less than 3% demonstrated the robustness of the design system, ensuring a seamless user experience.
