Year: September 2023
Timeline: 4 weeks
Role: Lead Product Designer and Researcher
Bonnet enhances sustainable transport by offering a unified app for easy access to numerous EV charging networks across Europe, catering to both individual drivers and B2B partners. This case study addresses the need to improve Bonnet's rewards system.
Boost loyalty, stand out in a competitive market, and positively impact key metrics like churn rate and customer satisfaction.
Bonnet's mission is to fight climate change by accelerating the uptake of sustainable transport. They’re doing this by making EV charging accessible to all - not just those with a private driveway. Using innovative technology, they are connecting EV drivers to the best charging networks available and turning every charge point into an accessible and simple charger that any driver can use.
Bonnet connects 25+ of the best EV charging networks in Europe, with more being added continuously. This means one app, one account, one payment all being centralised through the Bonnet mobile app.
Bonnet has B2B partners and tens of thousands of EV driver customers that trust them to create the best EV charging experience possible - so that's exactly what I’m helping them to achieve. Bonnet has an IOS, Android, and Web app (B2B).
This started as a wider picture - addressing how do we inspire loyal customers and brand advocates. We approached this problem through holding workshops. We wanted to focus on retaining and boosting customers on subscriptions. This came after a downwards trend of active subscribers. To summarise our key problems we addressed in the workshops:
Some examples of the workshop sessions below:
Looking at improving rewards was identified as a high impact - low effort direction. The low effort was supported by already having a reward system in place. This made it easier from a technical perspective, as there was already back-end infrastructure to build on. We also had complete control over this aspect of the app and don’t rely on any third-party services to process rewards. It was also deemed high impact so it would alleviate charging costs to users. High costs is the most reoccurring negative theme when analysing our NPS surveys (from the detractor group score between 0-6), and when conducting user interviews.
We introduce weekly charging rewards. These rewards needs to be differentiated from regular rewards as they refresh weekly, are related to charging only, and are only available to subscribing customers. ‘Other rewards’ refer to account rewards, which will disappear once a user has completed them. Charging rewards contribute to points. Once a user reaches 8 points, they receive a monetary reward, in the form of a charging credit.
We established success metrics with all stakeholders. We used these are benchmarks to determine the success of the new features:
At the beginning of the design process, I look at what we currently have in-app and within our design system. I also so competitor research and source inspiration through various resources.
Although, we had a tight timeline, we could use existing data and surveys to understand how our users currently engaged with existing rewards.
Looking at quantitive data, we could see trends. We discovered the fluctuations aligned with the releases of customer surveys. This was insightful as it indicated that users are familiar with this repetitive behaviour and would consistently visit the same screens when informed of a new way to earn reward points.
We also documented all current data points, such as total amount of reward point claims in-app so we could compare the impact post-launch.
Using user journey maps, we can identify all relevant touch points and get a more holistic perspective of the changes required.
After we’ve identified all journey touch-points, we’re now in Figma, looking at how we can solve this design and user problem. We combine research and inspiration to start brainstorming ideas. Feedback and reviews are part of this step: combining Design, Product, and engineering. Best UX laws and practises are front-of-mind during this process.
As I began to explore different design directions the challenges became clearer
Taking the learnings from the discovery stage, I moved to the ‘Flow’ stage. A few keys milestones of this step in the process include:
You guessed it, this step involves taking all the agreed options, and documenting each screen, flow, and new components in a very detailed way. The more detail I can provide, the easier it’s going to be for anyone in the development team to pick up these tickets and understand with ease. I always record a Loom video when I handoff a Figma file to the Engineering team. If it’s a really complex project which touches many parts of the app, I may record separate videos. Below is an example of a series of prototypes I provide to help the team. Example of Handoff can be provided.
Overall we are still measuring the success metrics that were outlined in this case study. However, at a first glance we are seeing improvements to our NPS, CES, and CSAT scores. These improved scores are also received with specific positive information on the changes to the reward experience and general UX improvements.
Some key takeaways and areas for improvement from this project were:
