Laskin – Improve experience

Technology is in all sectors and the digital experience has become a decisive factor in generating income. For many businesses in the pandemic, e-commerce stores were their lifelines and they began to see these sales channels more important than physical points of sale.

This consulting project was carried out hand in hand with a colleague who is an expert in digital marketing. My work was UX Research with real users at physical points and remote interviews in order to understand the client’s perception of the brand and how it is perceived. It could improve the ecommerce experience.

Client

Laskin

Role

UX Researcher

Date

December 2020

Tools

Background

Laskin is a dermatological center with 22 years of experience, it is made up of a team of doctors who offer skin care services in Valle del Cauca – Colombia and on the other hand sell dermatological products in their physical stores and their ecommerce with national shipments.

What is the problem?

Laskin needs to improve the ecommerce experience because they used it more as an advertising and catalog channel, but now in the pandemic it is the main sales channel.

Goal

Identify the pains to improve the shopping experience in ecommerce and develop a brand positioning strategy aimed at your target audience

What was done?

My participation was 3 phases,

Know the perception of the brand of clients and work staff.
Get to know the customer, what were their characteristics and experiences at the physical and digital points of sale
In order to improve the digital experience, information architecture work was carried out

Phase 1

To know the perception that Laskin has, I did an investigation that consisted of the following stages: interview, analysis and result.

The implemented methodology was an individual interview and brand survey, with a sample of 11 participants made up as follows:

Sample

2 web clients.
1 store customer.
2 clients of procedures.
2 dermatologists.
2 Collaborators.
2 Administrative.

The analysis of the interviews was evaluated in different categories and was classified in the most commented item to the least commented.

1. Skin care

The most commented by clients is that “No sabía del servicio” and that refers to the fact that the interviewees did not know that Laskin offered dermatological care services, this being one of the reasons why clients consult with “Dermatólogos independientes“.

2. Purchase of products

Customers decide to buy dermatological products at Laskin because they have a “Tienda cerca”, and you find it when leaving a consultation or work, another factor is the prices, Laskin customers are aware of the “Promociones” to take advantage of and make your purchases; and most are “Compras recurrentes”. Customers prefer to go to Laskin because of the “Asesoras en tienda”, they highlight the “Buen servicio” and most feel a “Vínculo especial” with the brand

3. Service or diagnosis

The service with the highest consumption was “Depilación” and they positively highlight the experience they had, such as the “Buena atención“, from the reception to the expert where they highlight the good “Técnica” used, the “Rápida” attention and they comment that a service that “No se compara” with the competition.

4. Purchase of services

Customers buy a service mainly because of the “Recomendación”” of someone they know, or because of “Publicidad”. The “Baja disponibilidad” with specialists is one of the biggest complaints. The “Reembolso” is a common event because the client buys a service through an advertisement, but when they go to the consultation they realize that it cannot be applied due to certain medical restrictions. They highlight the good service when they call the call center “Contactar para agendar” the appointment or confirm. The best sales channel for services is through the “Página web” and the purchase decision is through “Promociones“.

5. Perspective to Laskin

The “Problema de entrega” of products is something that strongly affects Laskin’s image. But “Buena atención” and “Confiable” are the characteristics to preserve and highlight when they are recognized as “Especialistas” in the dermatological sector.

6. Digital content

The account with which customers are most connected is “Instagram” later “Facebook“, in general they “Gusta” the content that is shown, but it suggests that “Más servicios” and “Consejos de cuidado y salud” be published;

From the analysis, some the following improvements were suggested to provide a better user experience in their purchase:

Sales advice at digital points, in the same way as it is done at physical points.

Have a synchronization in ecommerce, in all the physical points and call center on the inventory of products in real time.

Generate more content related to Laskin’s dermatology services and treatment on social media

The user can consult a history of orders and treatments carried out

Provide a service for the call center where customers are listed to call to confirm an appointment or schedule

Every time a new product arrives, it is recommended that the laboratory train the service personnel, so that better advice can be provided to the client.

Phase 2

In this phase, the experience in physical and digital stores was analyzed with the aim of identifying the pains and good practices used in the different environments.

Physical store

I used the Fly on the wall methodology, which consists of analyzing behavior in a real environment where the user interacts. For the situation report, the AEIOU Tool was used, which means Activities, Environments, Interaction, Object and Users.

This exercise was carried out in 3 physical stores in Cali, the headquarters located in: Unicentro, Chipichape and Imbanaco.

Taking into account the data collected, they were categorized into 5 activities:

Quote and buy product
Request an appointment with a dermatologist
Assistance to appointment with specialist
Medical formula advice
Shipping of products

AEIOU map result

Conclusion of physical stores:

Shipping of products:

Advisors should not leave the store, the home would be in charge of picking them up.

Request an appointment with a dermatologist:

All stores must be able to assign an appointment with the specialist

Assistance to appointment with specialist::

Make calls from your patients without leaving the offices
Be punctual when dealing with patients.

Quote and buy product:

Guarantee the screen to quote the products is updated in price, products and offers. Subsequently, train employees in the effective use of this tool.
Train staff with existing and new products.
Communicate in advance the offers that will be applied in the events and not the day before, much less the same day. This makes it difficult for advisors to remember the products that have discounts and their new values.

Formula advice::

Ensure that the client understands the medical formula that is given to him.
Guarantee that, when buying the products of the formula, it is returned together with the medicines.
Digitize the medical recommendations, sending these indications to the patient’s email
Synchronize the medical formula generated by the doctor with the cashier service so as not to request it from the client.

Digital store

The objective was to identify the possibilities of improvements when making a purchase of a service through the website.

The heuristic evaluation methodology was used, it consists of the software usability inspection to identify problems in the user experience.

To carry out this evaluation, the evaluator must define a task to qualify the process and the evaluated task was the purchase of 6 waxing packages for the back.

Heuristic evaluation results table

Detail of the heuristic evaluation

Who is the Laskin’s user?

With my colleague, we wanted to determine who was Laskin’s client and follower, so a netnography was done on Facebook and Instagram.

The size of the Universe on Facebook when this exercise was carried out was: 64,240 followers, a confidence level of 95%, a heterogeneity of 50%, and a margin of error of 6.9% were established, which yields a size of sample of 200 profiles. This being the case, the profiles were taken randomly, and the users who had their photographs, information and the pages they liked in order to carry out the exercise were taken into account.

Gender

Ages

Social class

Marital status

Childs

Studies

Job

What does share?

What does like?

Follow the competition?

Competition

This same exercise was done with Instagram, at that time the size of the Universe when it was 40,823 followers, a confidence level of 95%, a heterogeneity of 50%, and a margin of error of 8% were established, which yields a sample size of 150 profiles. This being the case, the profiles were taken randomly, and the users who had their photographs, information and the hashtags that they follow in order to carry out the exercise were taken into account.

User persona

Based on the analysis of netnography, we define 5 user personas:

1. The protector: In an attempt to take care of her own, she forgets to take care of herself.
2. The dreamer: she wants to live the world, discover everything, think that everything is possible if she dreams it. She longs for freedom.
3. The successful one: Life is only one, that’s why you have to collect moments.
4. The vain: Every time you look in the mirror I need to recognize myself.
5. The explorer: A dad is a hero who will always seek the best for others.

Empathy map

The empathy map goes from segmenting the user to profiling the person, with this it seeks to create an empathic link to look at the world through the eyes of the client.

Consequently, the client hears that to be well he must not only take care of his diet and health, but also protect the skin from external impacts, he sees that there are many offers on the market, both for products and procedures; he thinks he needs to take care of himself to look good and feel good; As far as saying and doing, he tries to stay in shape and have daily routines to look better and work on his person; one of his frustrations in taking care of himself has a high monetary cost; and an achievement, the confidence to take care of his skin through expert hands.

Journey map

With the objective of capturing the customer experience, we made 3 journey maps, below I will show one of them, the experience that a customer has in the virtual store.

These are some of the experiences that were taken into account to include them in the map.

The user notices that he has an anomaly in his skin
After researching on the internet and confused by what he finds, he decides to make anappointment with a dermatologist
He wants the appointment to be given as soon as possible because he is somewhat distressed.
The user has an appointment and the doctor gives him a dermatological formula to treat her condition.
The user enters the website and searches for the products.
The user compares products and prices between brands in the sector.
The user after analyzing it, makes a decision.
The user makes the purchase and expects it to arrive as soon as possible at her address.

Phase 3

In this last phase, we worked on the information architecture of the website, as we said, this sales channel became very relevant in the pandemic, that’s why we wanted to improve the user’s browsing experience

Card sorting

The first exercise was card sorting, with this exercise we had as an objective, Identify how customers categorize the terms that refer to the products and services that Laskin offers.

The exercise was:

Unmoderated remote individual open card sorting.
A sample of 12 participating Laskin clients.
Tool: Uxarmy

Age of participants

Social class of participants

38 evaluated cards

Result of the excersice

The participants created 23 categories and some of them with names that could vary.

These were some of the points to consider:

Users separated facial care and body care.
In the facial care and body care categories, they added products and procedures that were part of these categories.
Users created a category of drugs and supplements.
Some users created a category called pathologies, in which they added dermatitis and rosacea.
They created a category called services in which they added procedures and services such as dermatology consultation.

Card sorting proposal

By analyzing the similarities and differences of each participant, which cards were repeated the most, their locations and the names of the categories created, the following is proposed:

An architecture of 13 categories
Create the facial and body care category where you will find related products and procedures.
Create a makeup category.
Create a service category where procedures and other services offered by Laskin will be found.
Eliminate the hair and nails category, where nails become part of body care and hair will be called hair management.
Create easily accessible filters such as babies and children, men and pathologies.

Tree testing

Based on the card sorting proposal, we need to validate if it was correct for Laskin users, for this reason a tree test was carried out with the aim of collecting insights from the user’s search behavior through the categories and subcategories to propose an Architecture of Information according to Laskin users.

The exercise was:

Unmoderated remote individual
The user had to complete 10 tasks and thus locate an item in the menu
A sample of 14 participating Laskin clients completed the trial.
Tool: UXArmy

Gender in which the user identified

Age of participants

Social class of participants

Result by task

Below you can find the analysis by task

Proposals

According to the results, the following is proposed:

Users find it easier to position themselves by separating Face Care and Body Care, rather than leaving Skin Care.
Users understand the difference between product and procedure.
The dermatological consultation does not associate it as a procedure but as a service, a procedure is identified as laser hair removal, deep facial cleansing, etc. Due to this, a new category called Procedures and services is proposed.
Users welcome the Pathology category as a quick filter for Laskin to suggest or offer products and services according to their needs.
Quick filters such as Men and Babies and children, are considered important to implement by users and facilitate their searches.
Always be clear that the menu is made up of categories and subcategories, do not use packaging or presentation terms such as liquid, gel, cream, etc; these must be used as filters within the list of products to what is called local architecture.
Hair management associate it only as hair products and not hair removal services.

Navigation map