UNDER ARMOUR BUY ONLINE PICKUP IN STORE
Retailers like Amazon give customers what they want, when they want, and how they want. In 2018, Buy Online Pickup in Store (a.k.a. BOPIS), emerged as a feature that retail stores were scrambling to offer. To stay competitive in the marketplace, UA needed its own BOPIS strategy and execution.
As the dedicated UX designer on the project, I conducted initial competitive research, recruited and interviewed customers, met with stakeholders and cross-functional teams, designed the user experience, and ran the design through rigorous user testing.
Any minor tweak to the purchase flow on ua.com could cause a drop in sales. My challenge was to make as few changes to the current "buy flow" as possible while still making the new feature discoverable and usable.
The straightforward user experience reflects months of ironing out complex interaction design challenges, aligning teams, and building a new backend infrastructure.
My process began with the analysis of existing BOPIS experiences to understand the touchpoints involved in a typical experience. I met with business, development, and logistics teams to understand the business goals and implementation challenges. Once I gathered these considerations, our team designed the digital experience on ua.com and collaborated with store operations teams on the in-store UX.
COMPETITIVE/ comparative analysis
I looked at a wide range of retailers, from big box stores to smaller direct-to-consumer brands. I sought to understand if any common UX patterns exist for current BOPIS experiences, what web pages are involved, and what the typical step-by-step process is.
After conducting a thorough competitive analysis, I needed to broaden my perspective beyond my own experience. I talked to customers who had purchased items for pickup to gather more intimate details about their purchase needs, behaviors, and pain points.
"It's easier for my wife to just buy it rather than texting me a picture of it and then having to go search for it [in the store] myself."
I mapped out the end-to-end experience using a service blueprint. I used the service blueprint illustrate what needs to happen on the backend with each customer interaction and how many different systems were involved. We met with stakeholders across a wide variety of teams (some had never worked together before) and walked them through the blueprint, making edits along the way. In the end, the service blueprint was integral in helping each team understand their place along the customer journey.
WIREFRAMES & USER TESTING
I conducted remote unmoderated user testing on each round of the design using usertesting.com. Even though users could successfully complete the tasks during each round of testing, their confidence in the process, and in Under Armour, was low. Because of poor BOPIS experiences at other stores, people assumed Under Armour would not be any different. I focused on increasing customer confidence in the process with each iteration of the design.
We focused on solving:
Because the end-to-end experience involved many teams, it was important to be detailed with the design handoff. I walked teams through UX flows and interactive prototypes to make sure we were all on the same page.
BOPIS was never intended to be a money-maker. A major sticking point in this project was that very few customers would benefit from BOPIS due to Under Armour’s small store footprint and limited online inventory. However, this project did more for the future of potential services than for short term rewards. By connecting the online and store inventory backend systems in one sweeping project, we laid the infrastructure to do a myriad of services we couldn't do before ("ship to store", store event RSVP, store lookup, etc.). We also brought the online customer into the store and the store customer online.
Senior Design Manager
UI/ Visual Design
Email — email@example.com