The case studies below represent my strategy + UX work in the last few years with themes that reflect my design principles: 

  • People at the Center - A story of human-centered design
  • Consider the Whole Experience - A story of ensuring the UX meets omni-channel marketing needs
  • Make the Complicated Very Simple - A story of how I designed the UX a big data social analysis product into an elegant design
  • Improving the Digital Buyer’s Journey for Real Results - a story of how I lead the design and management of Click to Chat for a B2B audience

Situation

No Matter What We Call Them - Users/Leads/Audience/Prospects - they are humans. Humans have to use web sites or apps to do their job or accomplish some task or goal that hopefully leads them to feel good. Recently, I led the user experience team at CA Technologies in the redesign of ca.com. I joined right at the start of the redesign the huge corporate website. Almost immediately, I set about turning the web property into a member of the CA sales team, focusing on providing the needed information and functionality for prospects to qualify them as CA leads. 

Actions

With the help of many teams, I led the UX and content strategy of ca.com to tell people why they should do business with CA and why they need to consider CA's products. Here are the actions I did to bring a human-centered digital strategy to life on ca.com

Identified the primary personas of the web site as members of enterprise software decision-making teams. I used past internal research, product team customer research, industry research, and the existing web site survey to identify the common personas. Then, using this same research, identified the questions that these personas have during the sales process and how they typically find answers. I found that they look at specific content types. For example, the business decision maker personas relied on videos, events, and case studies while the IT decision makers found answers in spec sheets, feature lists, and product comparisons. 

Looked at past user research to find their pain points in their current website experience. The research had showed that there was a clear path to purchase, so with the help of my content strategist, we audited the website and found the large content gaps where the website was not meeting the users' needs on their buyer's journey. 

Engaged the analytics team to work with my content strategist and find the current content performance by type to identify opportunities for web site optimization. My team member wanted to learn more about data analysis, so I asked our analytics agency to mentor her on a large content analysis of the current product content on ca.com. She did so with gusto and found three insights that enabled me to further validate and set strategy for the ca.com redesign. These three insights also provided the needed data to sway product marketing team members towards the new website strategy. 

Based on the information, I felt confident that if we provided these content types and the needed information to support a buyer's journey for the website audiences, the website could work hard to qualify leads and drive revenue for the company. My KPIs were focused on engagement. The marketing teams drove traffic to the website, but I could make sure that once a user got to CA.com, they would find what they needed, no matter the phase of their journey. 

I also extended the strategy to ensure that the website design matched current user behavior on all digital platforms by focusing design to be mobile-first, every page could work as a landing page, structuring the page design to match the marketing funnel with clear calls to action, and ensuring the corporate SEO strategy keywords were present in all copy. 

The new design of CA.com web site and pages reflect that journey in a way that makes marketers happy too - all the way down the funnel to sales.  

Results

To measure the results of this UX strategy, I asked the analytics agency to focus on three measurements before and after the launch to determine whether or not the strategy worked: bounce rate, engagement by way of asset downloads, and an increase in visits to product pages.

I also engaged a usability testing agency to benchmark 

Here's what they reported 90 days after launch - success!

  • 63% increase in total asset downloads, with a 31% increase in case studies, which is a direct result of filling a content gap in the buyer's journey
  • 4 percentage point decrease in bounce rate
  • Double-digit increases in visits to key product pages 
  • 2X increase in key usability metrics like task completion and satisfaction

Google taught us that it's a safe bet we'll find what we need when we do. Apple taught us that any web site better look and feel amazing on a 4 inch screen. This means that a person's introduction to a corporate web site may not be the home page on a large beautiful monitor, but whatever page Google determines on a handheld device. As a result, that entrance to the corporate site (and the brand) better be inviting. This design ethos of "any page is a landing page" was the foundation for the recent redesign of the Infomatica web site.

I led the UX activities in collaboration with business stakeholders. I wanted make sure a person's entrance, landing, and path on infomatica.com was welcoming by asking two questions:

  1. Who are the users?
  2. What does success look like for them?

To answer this question, I looked at industry analysis on the buyer's journey, interviewed customer representatives and stakeholders to identify key user problems and current solutions, reviewed behavioral data from the website, and conducted workshops with key stakeholders to focus on user success. 

As a results of this work, I was able to understand the full user journey -  how most of the audience came to the site, not through the home page, but any page was their landing page and then chart out their path from first step to task completion. 

From this data and strategy, I created an information architecture and page designs that did a few things: each page told the user where they were, what they could do while they were on the page, and showed them clear next steps to achieve that success. The result was a fresh corporate website that greeted people with varying goals, welcomed them in, and made them comfortable enough to engage, no matter their entry point. 

Big Data Does Not Mean More Data

 Dell's Social Media Team, a leader in harnessing that data, sought to invent a new way to measure one important nugget of social media conversation for a marketing purpose: assign a number to social advocacy on a specific topic and then let product managers and marketers drill down to why that number was the way it was, essentially lifting the veil on all social conversation on a topic. 

I was the new UX lead on the project and the design challenge seemed insurmountable. Not only was this a new metric and algorithm, but there were over 1000 topics and billions of posts that needed to be accessible for any time in the past. Plus, each of those topics were talked about over many media channels by many people with huge ranges of sentiment.

To get started 0n the UX, I focused on the questions the product marketers and managers would want to know the answers to: 

  • What are people saying about my product?
  • Where are they saying them?

From there, I created an "App Map" of all the screens, a navigational model that let the user select a topic and then dig deeper, and a simple Big Data Dashboard UI that allowed product managers to "drill down" to the layers below the SNA measure and get the answers to their questions. The first generation of this product won a Forrester award and was featured at Dell World. 

 

Situation

Consumer sites have had Click to Chat functionality for years, but this feature is just coming onto the scene for large enterprise/B2B sites. Buyer’s Journey Research showed that key buyer personas – the IT Decision Maker – preferred electronic communication when reaching out to a company. Emails were already operationally in place so executive leadership gave Digital Marketing the green light for a Click-to-Chat pilot across 12 products. I took the reins to lead the design and launch of this needed touch point in the buyer’s journey.

Actions

IT had the platform and technology in place, but we needed a very friendly user experience that showed the face behind the chat, illuminated the pre-sales team’s expertise, and ultimately led to sales accepted opportunities. To achieve these goals, I took the following steps:

  • Reviewed competitor and consumer Click to Chat and analyzed the experience to find what worked and what didn’t to inform strategy
  • Reviewed and analyzed customer journey research for click to chat and buyer’s journey best practices
  • Created a strategy document that illustrated the ideal user experience
  • Defined the key metrics that would show CA how Click-to-Chat qualified leads and led to sales-accepted opportunities
  • Managed the analytics agency, data intelligence, and IT to complete all necessary attribution steps across measurement systems
  • Led the UX design, business analyst, and visual designer in defining the user experience for Click to Chat
  • Kick-started the operational process for a team of six customer service reps to use existing scripts to address questions received through chat
  • Engaged with IT and the production team to launch the product across 12 products on Salesforce/Live Agent platform with correct attribution fields in place

Results

Six months later, the results were in for Click to Chat:

  • The Click to Chat program has yielded a total of 1,900 leads and over 75 sales accepted opportunities in 6 months
  • A 7-fold increase in conversion rates for net new leads to sales accepted opportunities from non-chat ones
  • A decrease of 62 days in sales cycle time

 

Situation

When I joined an adventure travel company’s marketing team as a contractor, I needed to create an integrated marketing strategy and plan for the family travel product line. In analyzing the current marketing, I learned that their family travel business was solid at 20% of the bookings, but not keeping up with the 30% annual market growth. My goal was to create the first integrated marketing plan for this product line, and also help the company take advantage of the opportunity to grow the family travel business.  

Actions

I analyzed the current marketing program and found that the audience definition was lacking, marketing efforts had been ad-hoc, there were no coordinated sales enablement efforts, and the product portfolio was limited to five destinations. These were gaps that could be filled with clear audience definition and targeting, a strong integrated marketing strategy, extending the product portfolio, and educating sales on consistent messaging.

I started with the audience definition by looking at market and industry research, competitor information, interviewing the sales team, and mining CRM data. I found two segments that could drive family travel growth: Generation X Parents and Boomer Grandparents. They both desired benefits that the travel company could deliver – excellent service, shared activities, and desirable destinations.  However, the Generation X Parents segment would require additional and costly awareness efforts since they were net:new audience, while the company could use existing marketing efforts to reach their current audience of Boomers.

In doing this analysis, I realized that there was a gap in the family travel product portfolio. There were only five products where there could be more simply by adding family-focused itineraries to destinations that the company already offered. I raised this opportunity to my managing director and she worked with the VP of sales and his team to expand the portfolio from 5 to 11 family trips.

I created a messaging strategy and creative direction to resonate the Boomer Grandparents. During my research, I found that Boomer Grandparents wanted to take their families on trips to celebrate milestones and show their grandchildren places they’d visited in their formative years. I created the campaign theme of“Show Them The World” to capture that benefit. I also asked the marketing manager to find consistent imagery we could use across media that showed families engaging in activities. I engaged the editor to ensure that all messaging points would encapsulate this theme and include the proof points desirable to this audience.

From this strategy, I laid out an integrated marketing plan that worked in three ways. First, it was an omni-channel plan across digital advertising, search, content marketing, web site, e-mail and social. Second, it would be truly integrated by showcasing the messaging strategy and creative direction consistently at each touch point. Finally, there were two calls to action to accommodate the typical traveler path to purchase:

1)   Drive awareness of family travel trips by asking the audience to download the brochure

2)   Consider specific destinations and trips by asking them to download a specific trip itinerary

Finally, I enabled the sales team, which operated by region.  I put together training materials and hosted several lunch and learns to give them an overview of the new strategy and enable them to consistently sell more family trips.

Results

This campaign was a large success and accomplished the integrated marketing campaign goals as well as growing the family travel business. Here are some of the results

  • 38% increase in YoY bookings
  • $2000 net increase in average booking value
  • 50% increase in family travel revenue

The year following this campaign, I added a content marketing plan and nurture campaign to keep the success going.