Elevating the Lumen Digital Voice product on Marketplace and Service Manager. Lumen required a new Service Platform and a better understanding of customer experience to attract more customers in a fiercely competitive Telecom market.
Lumen planned to introduce a new digital voice product called Lumen Voice Digital. However, their current marketplace and service manager were outdated and failed to meet user expectations, resulting in low user satisfaction and a high volume of frustrated user messages. The main objective was to offer a single-vendor solution that simplifies enterprise communications with unified pricing and invoicing. To achieve this goal, a new user interface and user flow needed to be developed, and UX maturity had to be enhanced by aligning different teams and processes.
In today’s market, there are numerous telecom offers available to consumers. With this abundance of options, finding and customizing digital products across various services is essential. I have designed my approach to focus on delivering success in the following key areas.
I solved the problem of excessive modal views, which frustrated users. I used ‘Dialog Pop-Up Boxes’ as an alternative solution that improved the user experience. I also simplified the system by removing redundancies, making it more efficient, and easier for users to complete tasks without confusion.
We have made important enhancements to the flow to ensure that users are not blocked while using our services. Additionally, we have included multiple ways for users to get in touch with Lumens’ Customer Service team in case they need any further assistance or have any queries.
I have devised a highly efficient solution that facilitates users’ painless addition and installation of services. The streamlined process involves three main steps and three sub-steps, which cater to the user’s order type selection and eliminate confusion, allowing them to concentrate solely on fulfilling their order.
I wanted to understand how our primary users purchase and install used and new phone numbers and service packages. I utilized various research techniques better to understand their behaviors and motivations during the design process. Here are some research techniques I used:
I worked alongside the Design Experience team to conduct a competitive analysis. Our findings revealed that customers tend to conduct thorough online research before making a purchasing decision when it comes to choosing service providers. I examined our competitors’ experiences and studied user behaviors about telephone purchases, installation, and management. Our research involved analyzing digital platform usage, the current state of the telecom market, and user preferences for phone number management.
I went through several reviews and comments posted by users on Lumen’s website and sorted them based on their content and importance to identify key feedback. This feedback helped me pinpoint several issues and gaps that needed to be addressed and improved. To gain more insights from real users, we conducted interviews with real users and gathered valuable feedback that we used to enhance our product. As a result, we created a more user-centered and effective solution. Additionally, I conducted surveys to understand existing user behaviors for phone number purchase and management.
After conducting in-person interviews and surveys and analyzing user reviews, I created a customer journey map and a service blueprint to get a comprehensive product view. This provided insights into the pain points and areas of improvement throughout the user journey, which helped to initiate discussions and idea sharing between the team and stakeholders. I also identified touch-points based on intent and task, including emotions and expectations. Based on this information, the product, engineering, and digital experience teams collaborated to create a new journey map that is aligned with current product requirements and addresses user pain points.
During our initial user research, we identified several areas where we could enhance the user experience. These areas included improving content discovery based on different criteria, such as package types and phone number types. However, we had to consider the MVP’s business goals and organizational capacity. Therefore, we decided to offer two options in key areas: simplifying user onboarding, package discovery, and alert management. This way, we could achieve both our user and business goals, which include higher engagement and user retention. Our focus was on personalization, discoverability, and configurations, making it easier for users to find what they need and where to install it. One of the issues with the previous experience was the absence of a learning and discovery strategy. Our redesign aimed to address all of these issues.
The final map presented a new business model that allowed users to subscribe to services instead of purchasing and configuring them separately. This change streamlined the user experience into one simple flow, reducing the number of clicks required and keeping users more focused. This approach eliminated the previous complexity of navigating different service providers and configurations, resulting in fewer overwhelmed users. Overall, the subscription model provides a more efficient and user-friendly way to access the necessary services and resources.
I devised numerous ideas and discussed various possibilities with my product team. To test them, I created low-fidelity wireframes and prototypes. Eventually, we settled on option #1, a subscription model. This model allowed users to add services in just three simple steps and then lead them through the remaining steps based on the type of order, streamlining the user’s attention to the order they wanted to fulfill. Additionally, it prevented users from abandoning the Service manager to add new services, as they could do it directly from the Service manager.
Before, users had to go back and forth emails from the Customer Service team to sign up for the service manager, which caused frustration among users. After a cross-team alignment process, we defined a new flow that allows adding customer information– either new users or current ones – selecting a new billing account and signing the terms and conditions in the same flow. Another winning!
Previously, nine steps were required to set up or configure a service, often frustrating users. The lack of information, particularly the use of acronyms, led to confusion and users abandoning the process, resulting in a high volume of customer service tickets.
We streamlined the process to improve the user experience by tailoring the sub-steps to each specific order type. By separating and displaying only the relevant sub-steps for the selected order, we reduced the process to three main steps. This resulted in fewer clicks, a more focused flow, and less overwhelmed users.
Users who tried out the alternative method that used tiles responded positively to it. They found it easy to use and navigate due to its intuitive design and familiarity. The clean and informative labels made it easy for them to understand the different features, while the explanations of acronyms and steps were helpful in quickly grasping the process of filling orders.
The tile-based alternative was also found to be simpler and require fewer steps, making it less time-consuming and easier to manage. This helped users to concentrate on filling orders without worrying about the timing or getting lost in a complicated interface. Ultimately, the simplicity and clarity of the tile-based alternative led to a more positive experience for both users and customers.
For porting phone numbers, users must fill out and upload a Letter Of Agency to set Lumen as the new owner. For it, they had to download, fill, and upload a signed file. This caused many rejections based on user errors due to misspellings, etc., which delayed the porting process. I proposed a new approach to solve it, a Digital Wizard (see case study).
Thanks to my e-commerce experience, I proposed a new way to show devices within the service manager – I designed a Product List Module that contains all the models – available or out-of-stock – from where users can check the device specification by clicking the hover state on each device. Also, they can set a notification for those devices that aren’t available, but they want to purchase in the future.
Out of 16 users, 14 rated the current Marketplace design pattern as the easiest to use.
Also, 14 out of 16 users gave a rating of 4 or higher on the 5-point Likert Scale for the current design.
14 out of 16 users rated both designs as meeting their needs with a score of 4 or higher.
Users found the tile-based alternative slightly more visually appealing than the current Marketplace design pattern.
Based on observed behaviors and user feedback, the current Marketplace design pattern is preferred for its continuous linear approach in terms of functionality and navigation.
The tile-based alternative received positive feedback from users for being user-friendly, easy to use, and familiar. Users also appreciated the clean and descriptive labels, and the information provided about acronyms and steps. Additionally, the tile-based alternative was found to have less steps, making it easier for users to focus and feel less concerned about the timing of filling orders.
Carr, Danielle | SR Manager Product Development
Clark, Julie | SR Product Manager
Marquez, Jade | SR Lead Digital Experience Manager
Castro, Mariela | International Solution & Architect Mgmt