Xfinity.com, designed for customers
A new way to manage your account
The goal was to showcase the value of a customer’s plan in order to increase lifetime value, decrease churn, drive existing customer sales through personalized upsell moments, and increase engagement with highly-used, vital features like billing and support.
CLIENT
Comcast / Xfinity
ROLE
Associate Creative Director
PARTNERS
Dev, Product, Business, CX
Before
Customers have the same mental modal when servicing their account as to when they are buying a product or service: organized by the product line. The engagement rate for any link other than email and search on the customer homepage was less than 1%. At the time, this homepage promoted our entertainment content.
After
Changes based on research
- We made the main navigation the same for sales and service based on the finding that customers expected to self-serve by product line the same way they shop.
- Evolved the homepage to reflect new Xfinity products like Xfinity Mobile instead of entertainment and media.
- Led customer research showed when shopping for services both as a new and an existing customer, users maintained the mental model of organization by product line.
- Created a main menu with core product lines.
- Separated out the services you have with the ones you could purchase.
Information architecture and content strategy
Created a new information architecture, content framework, and navigation for the Xfinity.com site. Led design for experiences and flows for the e-commerce funnel, account management space, and targeted product-education in order to reimagine the Xfinity.com website. Led a team of 3 UX strategists and 2 visual designers.
User permissions
The permission system that is tiered, and needed a system for adaption to every permission level. Designed a system that enforced consistency across user-types.
Learnings
Creating systems is all about setting up familiar content organization and flow on the page, which enhances usability. Anyone can be innovative no matter what department they are part of. Pushing for functional change is something that no one group owns, it is a cross-functional partnership that makes the experience great.
Improvements
More research and A/B testing to optimize the messaging for conversion. Partner with the content design and strategy team earlier in the process to prevent potential conflicts. Include the sub-brands as part of the discovery process so that additional traffic patterns and partner-brand sites are accounted for. Advocate for a broad company-wide showcase.
