**Disclaimer: Some details of this project will not appear in this case study because they are intellectual property. You may gain access to the full case study upon request at the discretion of the author. Please contact lkanaventi1020@gmail.com for password.
Status tracker hub
The credit card business line wanted to create a status tracking hub for a variety of tasks such as a new credit card application, credit line increase application, balance transfer, and fraud/dispute claim. After talking to a variety of stakeholders and leaders in this space I wanted to conduct the research to include different types of credit cards, different segments of customers (small business, consumer, wealth) that might have different needs, and customers that have multiple types of accounts to ensure this status tracking hub will work for non-credit card related tasks in the future. I wanted to find out what is happening today, and how we might be able to improve upon that.
Problem
For new applications, credit line increases, and balance transfers:
80% of customers got instant decisioning, the other 20% that didn’t get instant messaging got a message telling them the bank needed more information
Of the above 80% of customers, 40% of those customers got denied, but due to regulations, the message said that “we will send it out for review”
The 20% that didn’t get instant messaging and the 40% that did, but got an unclear message had:
Low CSAT scores due to confusion about what is happening
High call volume to the call centers and the agents were restricted about what information they could give to the customer therefore didn’t clarify the confusion the customers experienced
They had to wait to receive a letter in the mail to clarify what was going on which was slow
They had to send in documentation which was also tedious
For fraud/dispute claims:
After starting a fraud/dispute claim, customers didn’t know what to expect in terms of timeline or steps in the process
Customers were having different experiences with the bank based on different types of fraud
There are different timelines and regulations based on what type of fraud the customer experienced
They had to send in documentation which was also tedious and hard to find
Methods
Stakeholder interviews: I started by understanding what information we currently had about the problem space. I interviewed people from the business line that were responsible for improving the operations to minimize cost to the bank and improve the customer experience. I collected data they already had in this problem space so that I wouldn’t duplicate research but add value to what we already knew. I also interviewed leaders who had a vested interested in this feature and use this feature as a solution to the problem they were also trying to solve, so that we could align current needs and future needs appropriately.
Discovery moderated user interviews: I then went on to conduct discovery interviews of users to understand further define if this is a problem from their point of view, why is it a problem, and how to best solve the problem. At the end of the interview, I showed them a low fidelity mock up and asked their response to that as a potential solution. They thought the idea of having a status tracking hub all for a variety of tasks that you could upload documents on and receive documents faster was an innovative idea, but since it was something they had never experienced before had no idea where they would find a feature like this.
Tree test: I conducted a follow-up tree test to assess entry points for the status tracker hub and entry points for the individual tasks (ex. credit line increase).
Moderated usability test: I used the findings from the discovery interviews and tree test and the team mocked up a high fidelity prototype. We tested to see if the information given to them in the status tracker was sufficient, assess the findability of the hub and the individual task trackers, if users were able to complete tasks successfully (ex. action required), and if users understood the description of the status tracker hub.
Click test and survey: At the same time as the moderated usability test was given, I launched an unmoderated click test/survey. This was to retest the entry points, the status tracker label, and to test user comprehension of the the status tracker description as well.
Findings and recommendations
Discovery moderated user interviews: Customers across all segments loved the idea of a status tracker hub with all trackers centrally located as well as the information given on the pages that did the tracking. The entry point was clearly an obstacle without a clear option since users didn’t have a mental model of where they would expect this to live. They also wanted additional information on the timeline expectations. For high value customers (small business and wealth) they needed an easy way to view and manage multiple accounts and complete tasks on multiple accounts at the same time. Users also requested special treatment for fraud/dispute claims because they had a more significant impact on them. I recommended we test the entry point and label as a next step to get closer on what would work in this case. I also recommended we build a Pendo tour to give our users the option of learning where this would live and that it exists since it is new feature in the industry.
Tree test: Users were confused on where to find most tasks. Notifications was the most successful area, but they were looking for more specific words in the labels. They also felt like success was too deep in the menu. I recommended a new label that clearly encompassed all the trackers, and recommended and entry point for the status tracker hub under “Plan and track.” Since users were looking for specific words, I recommended that entry points to track specific tasks in the same spot or in the same flow as where they make the request. I also recommended we do follow up testing on the new changes to ensure that it was successful.
Moderated usability test and click test/survey: The new label was much more successful. The team that was responsible for what fell under the “Plan and track” navigation label was against putting this feature under there. So we tested again without that entry point, and once again it was still the best place for an entry point which I continued to advocate for with this additional testing showing the need. With that being said, this testing also showed another promising entry point in the shortcuts. Since the status tracker hub included multiple accounts, it did cause confusion for users when navigating since they typically click into their account before taking an action. With an entry point on the dashboard in the shortcuts that would help solve this problem since it would apply to all the accounts on the dashboard.
This work resulted in 1million statuses sent and 419,843 customer-initiated document uploads!