Design research and UI/UX design for the customer experience
UI/UX Design
Time frame: 14 weeks
Team members: Jorge Martínez Arana, Nigencia James, Smrti Ganesan
Role: UI/UX Designer
Skills: Research, Scenario, Journey Map, Wireframe, Prototyping, UI/UX Design
How Might We
How might we gain new customer loyalty while pursuing digital efficiency in the post-pandemic era?
Summary
Challenge
Adapting the Starbucks experience to changing lifestyles
Before the pandemic, Starbucks was known as a “third place” where people gathered and spent time away from home and work. During the pandemic, people stayed indoors and had fewer opportunities for in-person interaction. Starbucks also shifted its focus toward digital channels and encouraged customers to use its mobile app.
While the expansion of digital services improved convenience, it also changed part of the experience that Starbucks had traditionally offered.
Solution
01. A customer service-focused app experience with personalization
We explored an app experience that strengthens the connection between customers and baristas by making baristas more visible within the app. We also proposed personalized features tailored to each customer, helping improve the overall customer experience.
Research
Design research for Starbucks digital and physical services
We have conducted primary and secondary research on Starbucks service. Our research has ranged from document and literature research to heuristic evaluations of apps, interviews, in-store observations and surveys.
Research goals
- Understand user motivations for using Starbucks
- Understand user behavior in app and in-store
- Evaluate Starbucks customer experience problems
01. Secondary Research
I first conducted desk research to determine Starbucks’ market position, users, competitors, and products.
02. App Usability Test
I conducted usability tests, observing and interviewing users about how they use the app, to investigate the difficult points for users.
The top screen content was not aligned with user objectives.
“There is the reward and banner on the top screen, but the first thing I want to do is to place an order.”
The product menu is difficult to understand.
“The menu is not easy to see. It should be simpler.”
Lack of consideration for unfamiliar users.
“The ‘Scan in store’ button on the top screen is not clear to first-time users.” “What is the reward?”
03. In-depth Interview, In-Home Interview, Card Sorting and Survey
Through in-depth interviews, house visits, and card sorting, I researched user coffee habits, their digital and real Starbucks experiences, and their impressions of Starbucks.
Most customers want efficiency for pick-ups, but many are also looking for a place to work or relax.
“Sometimes I go to refresh myself because I work in my house all day. So I get out and I need someplace to go to.”
“I look for places that I can stay and work in for longer times, and not feel guilty about it.”
What is your purpose for going to Starbucks?
Some users are price sensitive
“When I add money, the minimum amount is $10 and I cannot add small amounts.”
“I used to order through the app, but stopped using it because it tends to spend too much money.”
Starbucks is well-known but not special
“Just a convenient way to pick up coffee.”
“Honestly, Starbucks is overpriced, the taste is very mediocre.”
Complaints about the user experience
“It was sometimes crowded people. It was a little bit very disorganized. Sometimes the music. It was too loud at some places.”
“I don’t use the app because I don’t want to be tied to points.”
04. Store Observation
I observed real stores to research user in-store experiences and staff operations.
Analysis and Synthesis
I analyzed the research results using a framework to distill key insights.
Similar to the competitors
Starbucks has accelerated its use of apps and take-out during the pandemic. A focus on efficiency and a decrease in the opportunity for customer service may put the company at a disadvantage in differentiating itself from the competition.
2×2 Matrix
Efficiency creates new barriers
Many users use Starbucks simply as a place to pick up coffee or work. The service and brand are sophisticated, but the complexity of the service and the focus on efficiency are some new barriers to the customer experience.
Affinity Diagram
Current Customer Journey Map
Key Findings
Across the customer journey, we found a gap between the efficiency of digital services and the experience value that customers expected.
Fewer human interactions through mobile ordering
While mobile ordering offers convenience, some customers feel they miss the in-store service experience. They also expect the hospitality and in-store interactions that Starbucks is known for.
“I like when they ask me how my day is going when I come into a pickup. But it’s not always a thing, so I notice when they do.”
“There is the reward and banner on the top screen, but the first thing I want to do is place an order.”
Declining in-store experience and a weaker “third place”
As mobile orders increase, the workload for store staff also grows. This can lead to delays, staff shortages, and fewer opportunities to provide attentive customer service.
“The barista was very apologetic for making me wait even when no one was in-line, but I could see the ticket machine feeding them order after order.”
“The music in the store is too loud and bothers me. The tables are also dirty.”
Digital services reduce differentiation
During the pandemic, Starbucks expanded its digital services, just like many other coffee chains. Brands such as McDonald’s and Dunkin’ also offer mobile ordering and loyalty programs. If customers are simply buying coffee, Starbucks risks becoming less differentiated from its competitors.
“I don’t care much about the Starbucks brand. It’s just convenient.”
Customers want both efficiency and a comfortable place to spend time
Customers value the convenience of buying coffee quickly, but they also visit Starbucks to relax, meet others, or work. Before the pandemic, this “third place” experience was one of Starbucks’ key values. As the focus shifts toward takeaway and digital services, that in-store experience can gradually be diminished.
Solution
Based on our research insights, we explored ways to improve the customer experience.
- How might we bring human interaction into the digital experience?
- How might we support customers’ diverse in-store experiences?
Strengthening the connection between customers and stores through digital hospitality
Rather than focusing only on efficiency, we explored how digital experiences could also strengthen the human connection that makes Starbucks unique.
• Integrate human interactions into the digital experience.
• Redesign customer touchpoints to enhance the overall experience.
• Design the app and in-store experience as one connected brand experience.
Design proposals
The concept includes several features designed to strengthen the relationship between customers and stores through digital touchpoints.
1. Making store staff more visible
Show information about the barista preparing each order to strengthen the connection between customers and the store.
2. Personalized ordering experience
Suggest menu items based on customers’ order history and preferences to support a smoother and more personalized ordering experience.
3. Order status visibility
Show order status and progress to reduce uncertainty while customers are waiting.
User Scenario
Prototyping
To validate the solution, I created a prototype of the digital experience.
Wireframe
UI Screen
Features
Next Step
In-depth interview research with staff
Develop insights into Starbucks employee processes and experiences to further examine employee operations to improve the customer-centered experience.
Detailed validation of app prototypes
Further improve user app experience to gain true loyalty.
Physical experience prototype development
Set up a co-working café space with office resources in close proximity to potential target groups. Partner with bookstores and other entertainment facilities to introduce pilot stores.