Herbalife is a global nutrition company that offers a range of products, including nutritional supplements, weight management solutions, sports nutrition, and personal-care items. They promote a lifestyle centered around health and wellness.
At the Herbalife client, I was a hands-on Product Design Lead. In my day-to-day, I needed to:
- Lead the strategy and direction of products and concepts, with hands-on end-to-end design work.
- Review designer's work, give them feedback and approve branch merges.
- Ensure that all the hand-off process was seamless.
- To connect and boost all the Herbalife experience towards engagement.
- To help the client understand and define what they needed.
- To build both short-term and long term visions for the program.
Herbalife was struggling with ways to connect with their customers. They wanted something, a reason to make customers come back more often everyday. They wanted to create a Loyalty Program, but didn't knew where to start, what they should do, or had any requirements. So, we asked:
How could we increase engagement with their customers generating more recurrent sales, while enhancing the current experience and driving through a scenario of uncertainty?
To understand the problem, I like to first understand: what kind of internal data we currently have?
We discovered we had:
- Past archived client materials and draft mechanics for Loyalty - This helped us understand how they think.
- Some of the things they already tried, what worked and what didn't - It saved us time and mitigated risk for MVP.
- Docs about their existing programs that could overlap with this new one - They have a big ecosystem with different teams taking care of each part that not always are in touch/communicating.
We started with benchmarking to understand the competitive landscape and industry standards of Loyalty and Reward program, but keeping and integrated approach, where insights from benchmarking informed and updated the user journey mapping and vice versa. We wanted to identify opportunities and best practices.
Next, we created a user journey mapping to gain deeper insights into how users would interact with the program. We wanted to identify key touchpoints, pain points, and opportunities for improvement, also based on the internal documentation we had (past problems, existing program, and context provided by the benchmarking).
Finally, used the insights from the previous steps to define the main flows, which were
- New user
- Migrating from existing program
- Tier progression and upgrading
- Redeeming points for rewards
- Ongoing engagement & retention
- Celebrating milestones and achievements
- Exiting the program
We identified two main users and distilled key insights for each:
Wants to have control over what could be offered in Loyalty
Seeks to buy with discounts and keep their wellness routine
During the project, we wanted to keep everyone in the same page. To do this, the design work sessions and design critiques helped everyone (specially the leadership) to keep on track of what were being designed and the direction we were going.
The final presentation was divided in two parts. We presented the first part to get feedback from the client, and they were amazed of how much content and by the quality of the delivery! They didn't expect to see the amount of things we've done.
In the second part, we applied their feedback and made suggestions on the redeem flow (regarding global launch and some EMEA regulations that differs from US) and also on the cancellation flow (FTC had new rules about how you need to create the interaction of cancellation flows).
As we were working with few to no requirements, we needed to have clear and fast communication with the client. This helped us to define with them the directions we were going, and if that made sense to their business or not.