Transavia Mobile Experience

Improving critical customer experience with Google Design Sprints

Headquartered in the Netherlands and with its largest footprint in Eruope, Transavia has set up its vision “make low cost feel good”. As a low-cost airline putting emphasis on customer experience, it realizes the importance to continuously improve its digital customer experience. With more and more conversions towards mobile devices, five rounds of google design sprints to come up with quick answers and concepts on how to improve mobile customer experience has conducted with Mirabeau. They are defined as check-in process, log-in process, MyTransavia account, sign-up and customer service.

I mainly joined the team for the last two sprints, and fully followed the whole process of Google Design Sprints The two sprints were carried out in separate two weeks. However, I am presenting the general framework and process we went through for each sprint.

Personal contribution: Insights from research; Idea generation; Concept development; Wireframes; Prototyping

Team: Romain Colomer (Creative Consultant), Remon van den Bergh (Researcher), Cynthia Risse (Junior Interaction Designer)

12/2017

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Transavia is in need for a digital transformation to help them quickly answer and act on critical business problems with a customer-centric approach. The client has large amount of research data, development practices, and Mirabeau team were there to help them establish the connection and benefits of their strengths. Five Design Sprints with a small Transavia team were carried out to explore the potential of quickly distilling research insights, come up with concept directions to fast user validation.

To start with, a customer journey helped us understand key touch-points of mobile devices, customer pain points and opportunities for each stage. When I joined the team, it was already verified that having MyTransavia account improves tremendously the booking experience and flight management. Our main challenge for the last two sprints were how to encourage and ease the sign-up process for customers and a better customer service to represent brand value of Transavia.

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Day 1, Understand

To kick off the first day, each team member takes a closer look again at the customer journey, relevant research insights to list out takeaways on post-its. These can be sprint questions we would like to answer in this sprint, key issues and opportunities, other research ideas.

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Following the initial intake, the team conduct “How Might We” or HMW sessions to reframe the insights into possible concept opportunities. Examples can be “HMW reduce the effort/fields of signup as much as possible” or “HMW make the benefits of account clear and prompt to users”.
Affinity mapping are used at a later stage to cluster our HMW notes as a group. Each team member present the HMW notes to others. Right after everyone presenting, our team start grouping notes into categories, for instance, “make accounts automated when booking” or “change marketing perception. A voting process is carried out to define the most important and convincing direction to go.

At this stage, everyone in the team share a common vision and hold a foundational understanding of where the direction comes from.
Before carrying on to the second day, the team spend the last two hours of the first day for benchmarking and presenting to each other. We are not only focusing on competitors in the travel industry, but also generally how other great companies deal with signup and customer service. It is a great moment to hear opinions and considerations from people with different disciplines in the team.

. . .

Day 2, Concept Sketch & Decide

During the Understand phase, the team shared and generated a great deal of knowledge, insights and opportunities. To utilize the fresh moment at the beginning of the second day, the team starts with a “How to do it differently” session to jot down thoughts about how Transavia can differentiate itself from other competitors or possible ideas contributes to its brand value.

To follow up, a note taking session helps as a process of reviewing what’s been generated, collecting personal thoughts and preparing to sketch ideas.
With the notes in hand, the team enters the core session of sprint, Crazy 8’s. With strict time control, each team member sketches eight distinct ideas to push each one’s own idea further. Solution sketch to articulate necessary details or steps of the most interesting idea comes together for each individual to explain their idea further.
After exchanging ideas within the group, a voting session is carried out to pick up the most convincing ideas as a group.

We limite the votes to three dots per person to push people to select the most convincing ideas for concept validation. Examples including social account signup, provide relevant signup opportunity along booking process, and low-threshold signup.
With ideas and concept direction defined, the team spend hour an hour to an hour to weave them into a flow with important features we would like to validate in the prototype. It is important to do this together with the whole team to define the most valuable features in the prototype.

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. . .

Day 3, Prototype

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While some other team members are in charge of confirmation with participants and arrange places for testing. As interaction designer, I am mainly in charge of developing interface sketches and wireframes. The focus is given to the customer-facing surface and features while thinking about an interactive flow that is able to encapsulate all aspects in our important flow.
Obviously, flowchart helps in this sense before editing links in Invision.
You can view the Invision prototype for fast user validation below.

. . .

Day 4, User Validation

The last day is reserved for user validation. Normally the final prototype is validated with customers at Schiphol airport who are waiting at the departure gate of Transavia. However, because of the project time is approaching Christmas, special regulations at the airport does not allow us for customer validation on spot. The team managed to invite customers into the office for user tests as an alternative solution.

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user test #1

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user test #2