In 2019 Asurion bought a well known repair store chain called Ubreakifix to extend their repair services in order to reach out non subscribed customers. When something happen to their device, people can walk-in to a store or locate a store through online search and check for services offer. Many tend to schedule a repair in-store to be in peace of mind, that’s why there Asurion has an online experience for the stores.
A large number of users enter the Asurion web funnel via marketing, but eventually do not show up at the stores. Also, the new stores needed to go through a rebrand.
In-store repairs are usually preferred by consumers, however the current flow isn’t converting well enough.
Increase customer door swings by digital conversion.
Missing information
in key areas
Overlapping steps
and dead ends
Lack of trust in
the brand service
Providing three new information areas
A fixed area for general information on Asurion’s offering and benefits. This area is accessible for our users across the flow.
During our research, interviews and viewing of user-sessions, we saw that in the old flow, most of the users leave the flow in order to read the missing information on the main page, which disconnects them from the flow, and creates frustration. That’s why we decided to make the benefits area accessible for them throughout the entire process through a drawer.
Also, we made this area sticky with the main call-to-action button, since in the previous flow the user needed to scroll down to find it.
A feedback module that provides relevant information after a user has made a choice, to reduce concerns and gain trust.
We knew the users were looking for information about our services depending on their specific issues, but we didn’t want to overload them upfront, so we made personalized messaging popups that sent back feedback following their actions and give them valuable insight from their experts. By reducing user concerns about our services, we can strengthen their feeling to continue forward.
Helping the user make a better decision by highlighting useful information.
We have provided our users with relevant information through pins and store-components on the map, such as the location of the stores, the nearest available time for appointment, and whether the store is open now or not. The information was delivered in such a way that it does not burden the user, and gives him the correct and up-to-date indication that helped to build trust and progress in the process.
Providing a seamless experience from multiple entry points
One of our main problems was repetitive actions or overlapping steps, so we improved the service flow in a way that no matter where the user comes from, he will continue in sequence through the flow and won’t need to re-enter details that he already filled, and without taking the same action all over again.
We did this by mapping of all the edge cases and dead ends, collaborating with different strategic teams that have entry points for the experience, and working closely with the design system and the research team to ensure we cover edge cases and base our decisions according to our users.
To test our solutions and hypotheses. Initially, we focused on mobile, then we developed for desktop.
Working closely with other strategic teams, together with the design system team, we developed global components for multiple teams’ usages across the organization to retain a seamless experience between all the different services we provide and align it to the brand and design foundations.
