The Customer Experience Company's
Website Refresh
In the first months of 2023, we decided that the Customer Experience Company’s website was outdated, no longer accurately reflected the company’s service offerings and didn’t reflect the brand strongly enough.
The Solution
The newly designed MVP website for The Customer Experience Project was launched at the end of 12 week sprint.
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Given the work I had also contributed to for our Employee Value Proposition (EVP Project) and Social Impact initiative, I was instrumental in informing the language and content for our ‘Careers’ page and Employee Handbook.
Given the work I had also contributed to for our Employee Value Proposition (EVP Project) and Social Impact initiative, I was instrumental in informing the language and content for our ‘Careers’ page and Employee Handbook.
'CEC Team Handbook'
The Unique Problem to Solve
The Customer Experience Company’s website was outdated, no longer accurately reflected the company’s service offerings and didn’t reflect the brand strongly enough.
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Stakeholders across the business has varying views on how best to market their services and unique customer value proposition and so it was the role of my colleague and I to help drive forward progress and achieve alignment to land at a representative, enticing and beautiful new website.
Preparation
Due to the fact that the website was the first thing most customers would see the stakeholder management and alignment on information architecture was a vital component of this project. I liaised with our leadership to determine our research strategy and focus stakeholders to interview before pulling together the research documentation such as interview guides and recruitment brief.
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Great emphasis was applied to the story told throughout the website, our positioning and supportive visual motifs and this was the main focus of the preparation before diving into research.
Our Approach
After speaking with stakeholders to understand the story and service offerings we wanted to market externally we began wireframing and building prototypes to test with customers, new and existing.
From a customer database that I had previously collated for another marketing project that I had co-led, I then recruited our stakeholders to interview, which consisted of a blend of existing customers and prospects as well as customers and prospects that we hadn’t won proposals with to ensure we were getting a holistic picture of how we’re viewed in market.
One round of research was conducted to run our mid-fidelity designs past our recruited research stakeholders for feedback and context on their experiences/perspectives of the business.
Due to the future goals of the business, we established a research repository and taxonomy within Dovetail to support future research efforts and provide us with a tool to undertake our analysis and synthesis.
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Once we synthesised our data, we iterated upon the designs to elevate them to high-fidelity prototypes within Figma.
Finally once the designs were finalised and approved by our key stakeholders, we built out the designs in Webflow ready to be launched 12 weeks after the project was kicked off.
Challenges to navigate
Seeking alignment on all key stakeholders on the right messaging and copy meant that we often were pulling together wireframes and mid-fidelity prototypes without final copy, which led to a lot of iteration.
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While refreshing our brand and business personality, there was a temporary inconsistency of brand and visual communications across all of our channels.
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Commitment to a MVP approach was difficult to maintain at times throughout the project.
What I'd do differently if given the chance
Unfortunately given the time pressure to launch a new live website, research was expedited and we were only provided with enough time to conduct one round of customer testing.
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If given the chance, more rounds of customer testing would've been built into the scope of the project to ensure our designs balanced the desirability, feasibility and viability Venn diagram.
