British Airways
Building incentives to book
Simplifying BA user settings and booking flow to make the management of e-Vouchers more useful, intuitive and delightful
British Airways
Building incentives to boook
Simplifying BA user settings and booking flow to make the management of e-Vouchers more useful, intuitive and delightful
Shortcuts
British Airways
Building incentives to book
Simplifying BA user settings and booking flow to make the management of e-Vouchers more useful, intuitive and delightful
Shortcuts
■ Overview
Duration
24 hours
Tools
Figma, Photoshop
My role
Team lead, UX designer
Team
2 Data Scientists
4 Software Engineers
2 UX Designers
Duration
24 hours
Tools
Figma, Photoshop
My role
Team lead,
UX Designer
Team
2 Data Scientists
4 Software Engineers
2 UX Designers
Design Challenge
Collaborating with British Airways (BA), our team of 8 was tasked to come up with a solution to a problem that they are currently experiencing with e-Vouchers. I led a team of software engineers, data scientists and UX designers during an intensive 24 hour hackathon, cross-collaborating to get to the root of the problem and come up with a fully functional, well-crafted solution.
Presenting our final solution to BA
The problem
BA customers whose flights or holidays were delayed or cancelled in 2020-21 could exchange their payment for a voucher to use at a later time.
Since 2020, many travel vouchers issued have gone unused. BA is looking to find ways to encourage users to make use of their vouchers because they will all expire in September 2024.
NB: They can purchase new flights to travel anywhere around the world, however travel must be under their name. This applies to all flights, globally. Customers are also not able to redeem vouchers for BA holidays.
The solutions
Redesigning the BA header to bring attention to —and remind users of — the presence of eVouchers.
Originating a one-stop shop to view and manage e-Vouchers within the user account settings. This way, customers can track, manage and learn about their vouchers in real time.
Repositioning and automating the process of applying a voucher at the checkout stage, to avoid the possibility for system and user errors.
Duration
24 hours
Tools
Figma, Photoshop
My role
Team Lead, UX Designer
Team
2 Data Scientists
4 Software Engineers
2 UX Designers
Design Challenge
Collaborating with British Airways (BA), our team of 8 was tasked to come up with a solution to a problem that they are currently experiencing with e-Vouchers. I led a team of software engineers, data scientists and UX designers during an intensive 24 hour hackathon, cross-collaborating to get to the root of the problem and come up with a fully functional, well-crafted solution.
Presenting our final solution to BA
Design Challenge
Collaborating with British Airways (BA), our team of 8 was tasked to come up with a solution to a problem that they are currently experiencing with e-Vouchers. I led a team of software engineers, data scientists and UX designers during an intensive 24 hour hackathon, cross-collaborating to get to the root of the problem and come up with a fully functional, well-crafted solution.
Presenting our final solution to BA
The problem
BA customers whose flights or holidays were delayed or cancelled in 2020-21 could exchange their payment for a voucher to use at a later time.
Since 2020, many travel vouchers issued have gone unused. BA is looking to find ways to encourage users to make use of their vouchers because they will all expire in September 2024.
NB: They can purchase new flights to travel anywhere around the world, however travel must be under their name. This applies to all flights, globally. Customers are also not able to redeem vouchers for BA holidays.
The solutions
Redesigning the BA header to give attention to —and remind users of — the presence of eVouchers.
Originating a one-stop shop to view and manage e-Vouchers within the user account settings. This way, customers can track, manage and learn about their vouchers in real time.
Repositioning and automating the process of applying a voucher at the checkout stage, to avoid the possibility for system and user errors.
The problem
BA customers whose flights or holidays were delayed or cancelled in 2020-21 could exchange their payment for a voucher to use at a later time.
Since 2020, many travel vouchers issued have gone unused. BA is looking to find ways to encourage users to make use of their vouchers because they will all expire in September 2024.
NB: They can purchase new flights to travel anywhere around the world, however travel must be under their name. This applies to all flights, globally. Customers are also not able to redeem vouchers for BA holidays.
The solutions
Redesigning the BA header to give attention to —and remind users of — the presence of eVouchers.
Originating a one-stop shop to view and manage e-Vouchers within the user account settings. This way, customers can track, manage and learn about their vouchers in real time.
Repositioning and automating the process of applying a voucher at the checkout stage, to avoid the possibility for system and user errors.
Constraints
Financial
Financial
Financial
No budget to invest in marketing campaigns
No budget to invest in marketing campaigns
No budget to invest in marketing campaigns
Time
Time
Time
Limitations on in-depth user research, user testing, and development of high quality UI
Limitations on in-depth user research, user testing, and development of high quality UI
Limitations on in-depth user research, user testing, and development of high quality UI
Technological
Technological
Technological
Lack of accurate BA datasets
Lack of accurate BA datasets
Lack of accurate BA datasets
BRAINSTORMING
Route planning
Setting ourselves up for the upcoming 24 hours, most of the team was unfamiliar with the UX Design process as it was their first time cross-collaborating. I made sure to underline the importance of having a firm grasp on the problem space before beginning to draft any type of solution. I also emphasised that the best idea can come from any person with any background (technical and non-technical/from any discipline), and encouraged team members to be vocal and think critically.
We started with a 30 minute timed brainstorming session as a group, following the "Popcorn" discussion style. We highlighted key wording in the brief and potential angles that could be explored in our research. Due to time constraints, we divided research between eight of us to cover as much ground as possible.
■ Design process
GOAL SETTING
What is Steve missing?
We started with a 30 minute timed brainstorming session as a group, following the "Popcorn" discussion style. We highlighted key wording in the brief and potential angles that could be explored in our research. Due to time constraints, we divided research between eight of us to cover as much ground as possible.
EXPERIENCE MAPPING
Route planning
Setting ourselves up for the upcoming 24 hours, most of the team was unfamiliar with the UX Design process as it was their first time cross-collaborating. I made sure to underline the importance of having a firm grasp on the problem space before beginning to draft any type of solution. I also emphasised that the best idea can come from any person with any background (technical and non-technical/from any discipline), and encouraged team members to be vocal and think critically.
We started with a 30 minute timed brainstorming session as a group, following the "Popcorn" discussion style. We highlighted key wording in the brief and potential angles that could be explored in our research. Due to time constraints, we divided research between eight of us to cover as much ground as possible.
EXPERIENCE MAPPING
What is Steve missing?
Recognizing the project's confined scope, we prioritised finding ways to integrate solutions within the existing structure of the product. We set goals for the remainder of the sprint. We aimed to make the process:
BBCBRAINSTORMING
Route planning
Setting ourselves up for the upcoming 24 hours, most of the team was unfamiliar with the UX Design process as it was their first time cross-collaborating. I made sure to underline the importance of having a firm grasp on the problem space before beginning to draft any type of solution. I also emphasised that the best idea can come from any person with any background (technical and non-technical/from any discipline), and encouraged team members to be vocal and think critically.
We started with a 30 minute timed brainstorming session as a group, following the "Popcorn" discussion style. We highlighted key wording in the brief and potential angles that could be explored in our research. Due to time constraints, we divided research between eight of us to cover as much ground as possible.
SECONDARY RESEARCH
Looking at the numbers
Looking
at the numbers
21%
of airline customers who tried to use their voucher were unable to
of airline customers who tried to use their voucher were
unable to
PRIMARY RESEARCH
Interviewing BA customers
Interviewing BA customers
Y.F.
Sometimes the code doesn’t work and you have to get customer service to ages to talk to them. Getting to talk to them is actually a nightmare.
Y.F.
You are in charge of how to manage your vouchers. I had so many vouchers, I forgot all of my emails that I had.
Y.F.
It’s annoying, because you have to keep the emails. I don’t want to have to go through my emails to book a flight. Its nice to receive the confirmation but please save it on the freaking website.
Y.F.
Sometimes the code doesn’t work and you have to get customer service to ages to talk to them. Getting to talk to them is actually a nightmare.
Y.F.
You are in charge of how to manage your vouchers. I had so many vouchers, I forgot all of my emails that I had.
Y.F.
It’s annoying, because you have to keep the emails. I don’t want to have to go through my emails to book a flight. Its nice to receive the confirmation but please save it on the freaking website.
Y.F.
Sometimes the code doesn’t work and you have to get customer service to ages to talk to them. Getting to talk to them is actually a nightmare.
Y.F.
You are in charge of how to manage your vouchers. I had so many vouchers, I forgot all of my emails that I had.
Y.F.
It’s annoying, because you have to keep the emails. I don’t want to have to go through my emails to book a flight. Its nice to receive the confirmation but please save it on the freaking website.
Y.F.
Sometimes the code doesn’t work and you have to get customer service to ages to talk to them. Getting to talk to them is actually a nightmare.
Y.F.
You are in charge of how to manage your vouchers. I had so many vouchers, I forgot all of my emails that I had.
Y.F.
It’s annoying, because you have to keep the emails. I don’t want to have to go through my emails to book a flight. Its nice to receive the confirmation but please save it on the freaking website.
Empathising with voucher-holders
Criteria: Aged 21+; has an active 2019-20 BA e-voucher; immediately available for 15 minutes.
Our mutual contacts combined gave us access to just 1 person who met the above criteria. I devised a quick set of open-ended questions and was responsible for carrying out the interview via voice call.
Criteria: Aged 21+; has an active 2019-20 BA e-voucher; immediately available for 15 minutes.
Our mutual contacts combined gave us access to just 1 person who met the above criteria. I devised a quick set of open-ended questions and was responsible for carrying out the interview via voice call.
PRIMARY RESEARCH
Reading up on public opinion
Reading up on public opinion
@[deleted]
[The voucher not working] is definitely a deliberate bug it’s been there for months. You can never get through to someone either.
@giro83
Are BA taking the piss? I am trying to book flights on-line using an eVoucher, which for some reason their website can't validate. Sometimes the website returns an error, other times no error, but the voucher doesn't apply anyway.
@billycostigan69
I am also getting the endless loop of change your flight online, can't confirm online, call us, we can't complete the call at this time, go online to change your booking.
@giro83
The over-the-phone price was about £100 higher than the on-line price. I asked if he could match it "no". I asked if I could talk to a manager to try claim the difference back, given it's not my fault the eVoucher doesn't work in the multi-city part of the website "no". This is ridiculous.
@[deleted]
[The voucher not working] is definitely a deliberate bug it’s been there for months. You can never get through to someone either.
@giro83
Are BA taking the piss? I am trying to book flights on-line using an eVoucher, which for some reason their website can't validate. Sometimes the website returns an error, other times no error, but the voucher doesn't apply anyway.
@billycostigan69
I am also getting the endless loop of change your flight online, can't confirm online, call us, we can't complete the call at this time, go online to change your booking.
@giro83
The over-the-phone price was about £100 higher than the on-line price. I asked if he could match it "no". I asked if I could talk to a manager to try claim the difference back, given it's not my fault the eVoucher doesn't work in the multi-city part of the website "no". This is ridiculous.
@[deleted]
[The voucher not working] is definitely a deliberate bug it’s been there for months. You can never get through to someone either.
@giro83
Are BA taking the piss? I am trying to book flights on-line using an eVoucher, which for some reason their website can't validate. Sometimes the website returns an error, other times no error, but the voucher doesn't apply anyway.
@billycostigan69
I am also getting the endless loop of change your flight online, can't confirm online, call us, we can't complete the call at this time, go online to change your booking.
@giro83
The over-the-phone price was about £100 higher than the on-line price. I asked if he could match it "no". I asked if I could talk to a manager to try claim the difference back, given it's not my fault the eVoucher doesn't work in the multi-city part of the website "no". This is ridiculous.
@[deleted]
[The voucher not working] is definitely a deliberate bug it’s been there for months. You can never get through to someone either.
@giro83
Are BA taking the piss? I am trying to book flights on-line using an eVoucher, which for some reason their website can't validate. Sometimes the website returns an error, other times no error, but the voucher doesn't apply anyway.
@billycostigan69
I am also getting the endless loop of change your flight online, can't confirm online, call us, we can't complete the call at this time, go online to change your booking.
@giro83
The over-the-phone price was about £100 higher than the on-line price. I asked if he could match it "no". I asked if I could talk to a manager to try claim the difference back, given it's not my fault the eVoucher doesn't work in the multi-city part of the website "no". This is ridiculous.
A quick pulse test
Due to time constraints, to get a pool of opinions on the topic, we did a quick online ethnography of public forums, like Reddit's BA community (/rBritishAirways). This was a useful, quick way to get a sense of user specific feedback on their experience with their e-vouchers.
PRODUCT RESEARCH
Exploring the existing product landscape
Exploring
the existing product landscape
Currently, users need to check whether they have a voucher through a portal that is connected to their e-mail
Within BA user account/settings, there is nowhere for a user to track or manage their eVouchers, or learn more about the details and validity of the voucher
Researching the flow to buy an airline ticket, the option to apply an eVoucher is currently small, easy to miss, and is buried in the "add-on" section of the flow that is often skipped over by users during checkout process
Currently, users need to check whether they have a voucher through a portal that is connected to their e-mail
Within BA user account/settings, there is nowhere for a user to track or manage their eVouchers, or learn more about the details and validity of the voucher
Researching the flow to buy an airline ticket, the option to apply an eVoucher is currently small, easy to miss, and is buried in the "add-on" section of the flow that is often skipped over by users during checkout process
Currently, users need to check whether they have a voucher through a portal that is connected to their e-mail
Within BA user account/settings, there is nowhere for a user to track or manage their eVouchers, or learn more about the details and validity of the voucher
Researching the flow to buy an airline ticket, the option to apply an eVoucher is currently small, easy to miss, and is buried in the "add-on" section of the flow that is often skipped over by users during checkout process
Currently, users need to check whether they have a voucher through a portal that is connected to their e-mail
Within BA user account/settings, there is nowhere for a user to track or manage their eVouchers, or learn more about the details and validity of the voucher
Researching the flow to buy an airline ticket, the option to apply an eVoucher is currently small, easy to miss, and is buried in the "add-on" section of the flow that is often skipped over by users during checkout process
KEY RESEARCH FINDINGS AND OPPORTUNITIES
Landing on the issues
Losing track of vouchers
Currently, the opportunity to check information about existing vouchers occurs through a portal that is tricky to find and that operates solely via email. This means that users need to track their vouchers entirely via email and the responsibility of this falls entirely on the user. This inconveniences users, and they find this frustrating and hard to navigate.
Creating a highly accessible space to view, manage and apply vouchers within the user's profile and in the booking flow.
Difficulty with voucher application
Users have difficulty with the system verification and application of their voucher in the booking process itself, whereby the code does not work as expected. This is to the damaging extent that it is perceived as a dark pattern. This negatively affects company reputation in a critical moment when the airline is already seeking reconciliation and has an apologetic stance.
Finding ways to automate the process of applying a voucher to the booking. As well as improving the user experience, this will also reduce support debt and therefore save the company money.
Lack of awareness
Users are unaware of the existence of their voucher. Due to the absence of a marketing budget — and collaboration from a marketing team — constraints meant that we needed to build ways within the product itself for users to be reminded and encouraged to apply their vouchers before their end date.
Developing ways to visually remind and encourage users to learn more about their existing vouchers and apply them.
How might we encourage customers to book flights using their travel voucher?
KEY RESEARCH FINDINGS AND OPPORTUNITIES
Landing on the issues
KEY FINDINGS AND OPPORTUNITIES
Landing on
the issues
Less stressful
Eliminate the need to contact support by finding ways to guarantee a high success-rate when applying a voucher code.
More intuitive
Improve navigation in a way that favours the discovery and application of the voucher and voucher credit.
Simpler
Reduce the time and steps needed to apply a voucher, including the need to switch repeatedly between different platforms like the BA website, a user's email account and their BA account when dealing with vouchers.
Difficulty with voucher application
Users have difficulty with the system verification and application of their voucher in the booking process itself, whereby the code does not work as expected. This is to the damaging extent that it is perceived as a dark pattern. This negatively affects company reputation in a critical moment when the airline is already seeking reconciliation and has an apologetic stance.
Finding ways to automate the process of applying a voucher to the booking. As well as improving the user experience, this will also reduce support debt and therefore save the company money.
Lack of awareness
Users are unaware of the existence of their voucher. Due to the absence of a marketing budget — and collaboration from a marketing team — constraints meant that we needed to build ways within the product itself for users to be reminded and encouraged to apply their vouchers before their end date.
Developing ways to visually remind and encourage users to learn more about their existing vouchers and apply them.
Losing track of vouchers
Currently, the opportunity to check information about existing vouchers occurs through a portal that is tricky to find and that operates solely via email. This means that users need to track their vouchers entirely via email and the responsibility of this falls entirely on the user. This inconveniences users, and they find this frustrating and hard to navigate.
Creating a highly accessible space to view, manage and apply vouchers within the user's profile and in the booking flow
How might we encourage customers to book flights using their travel voucher?
Losing track of vouchers
Currently, the opportunity to check information about existing vouchers occurs through a portal that is tricky to find and that operates solely via email. This means that users need to track their vouchers entirely via email and the responsibility of this falls entirely on the user. This inconveniences users, and they find this frustrating and hard to navigate.
Creating a highly accessible space to view, manage and apply vouchers within the user's profile and in the booking flow.
Difficulty with voucher application
Users have difficulty with the system verification and application of their voucher in the booking process itself, whereby the code does not work as expected. This is to the damaging extent that it is perceived as a dark pattern. This negatively affects company reputation in a critical moment when the airline is already seeking reconciliation and has an apologetic stance.
Finding ways to automate the process of applying a voucher to the booking. As well as improving the user experience, this will also reduce support debt and therefore save the company money.
Lack of awareness
Users are unaware of the existence of their voucher. Due to the absence of a marketing budget — and collaboration from a marketing team — constraints meant that we needed to build ways within the product itself for users to be reminded and encouraged to apply their vouchers before their end date.
Developing ways to visually remind and encourage users to learn more about their existing vouchers and apply them.
How might we encourage customers to book flights using their travel voucher?
USER PERSONA
Say hello to Steve
NAME
Steve Davidson
PRONOUNS
He/Him
AGE
37
PROFESSION
Project Manager
CITY
London, UK
NAME
Steve Davidson
PRONOUNS
He/Him
AGE
37
PROFESSION
Project Manager
CITY
London, UK
FRUSTRATIONS
Has a busy schedule now that life has picked up again after Covid; Steve struggles to keep track of life admin and is forgetful about existing vouchers
Is frustrated because he has tried to apply Covid vouchers to bookings but has encountered error messages
Finds the process of locating the vouchers, buried in his emails, to be annoying
Does not know where to find the most updated information about his personal vouchers
Has a busy schedule now that life has picked up again after Covid; Steve struggles to keep track of life admin and is forgetful about existing vouchers
Is frustrated because he has tried to apply Covid vouchers to bookings but has encountered error messages
Finds the process of locating the vouchers, buried in his emails, to be annoying
Does not know where to find the most updated information about his personal vouchers
MOTIVATIONS
Fly in the most convenient way
On the look out for discounted/cheaper flights
Wants to remember to use up flight vouchers before expiry
Fly in the most convenient way
On the look out for discounted/cheaper flights
Wants to remember to use up flight vouchers before expiry
BEHAVIOURS
Has tried applying the voucher during the booking processes a few times but has encountered error message and code has not worked
Contacted support in frustration, giving up as has not had enough time to dedicate to resolving the issue
Has tried applying the voucher during the booking processes a few times but has encountered error message and code has not worked
Contacted support in frustration, giving up as has not had enough time to dedicate to resolving the issue
EXPERIENCE MAPPING
What does Steve's day look like?
I explained to the group the significance of experience mapping as a way to best identify possibilities to intervene with a digital solution. We brainstormed as a group, and starred potential places where intervention would be most impactful in converting a user to apply a voucher.
EXPLORATORY SKETCHES
Putting the plan into action
At this stage, the location where the hackathon was being hosted closed and we moved to a hotel lounge to continue with next steps.
Despite the informal setting, we stayed focused. I explained and led different design exercises, like the Crazy 8 process, to encourage everyone to be involved in drafting a potential solution. We did a "Round-the-table" discussion, sharing potential features and design changes.
We chose to explore a solution in desktop view as research by Stravito found that it is currently still the preferred device for air travel bookings.
FINAL VERSIONS
Handing over to the developers
Recognizing the project's confined scope, we prioritised finding ways to integrate solutions within the existing structure of the product. We set goals for the remainder of the sprint. We aimed to make the process:
EXPLORATORY SKETCHES
Putting the plan into action
At this stage, the location where the hackathon was being hosted closed and we moved to a hotel lounge to continue with next steps.
Despite the informal setting, we stayed focused. I explained and led different design exercises, like the Crazy 8 process, to encourage everyone to be involved in drafting a potential solution. We did a "Round-the-table" discussion, sharing potential features and design changes.
We chose to explore a solution in desktop view as research by Stravito found that it is currently still the preferred device for air travel bookings.
GOAL SETTING
What is Steve missing?
Recognizing the project's confined scope, we prioritised finding ways to integrate solutions within the existing structure of the product. We set goals for the remainder of the sprint. We aimed to make the process:
Countdown timer
Adding a countdown timer in the settings of an active voucher connected to the account, as a way to incentivise users to book.
It was an interesting concept that the software engineers had begun to research and code for, however this was scrapped last minute. We concluded that countdown timers are more of a front-facing marketing feature rather than something to be found in a user's settings.
Safety first
An acknowledgement that vouchers are a currency.
As vouchers are connected to monetary value, we designed a hover feature. In this way, the voucher code can only be viewed safely and intentionally by the user, as a preventative measure.
Honouring brand history
An homage to a premium airline that prides itself on being a 100 year company.
We chose to honour BA's history by drawing inspiration from old BA airline tickets. The vouchers take on the skeuomorphic design and shape of a traditional BA ticket. The hover effect brings to mind a flight attendant tearing a ticket.
Safety first
An acknowledgement that vouchers are a currency.
As vouchers are connected to monetary value, we designed a hover feature. In this way, the voucher code can only be viewed safely and intentionally by the user, as a preventative measure.
Honouring brand history
An homage to a premium airline that prides itself on being a 100 year company.
We chose to honour BA's history by drawing inspiration from old BA airline tickets. The vouchers take on the skeuomorphic design and shape of a traditional BA ticket. The hover effect brings to mind a flight attendant tearing a ticket.
Countdown timer
Adding a countdown timer in the settings of an active voucher connected to the account, as a way to incentivise users to book.
It was an interesting concept that the software engineers had begun to research and code for, however this was scrapped last minute. We concluded that countdown timers are more of a front-facing marketing feature rather than something to be found in a user's settings.
USER PERSONA
Say hello to Steve
Simpler
Reduce the time and steps needed to apply a voucher, including the need to switch repeatedly between different platforms like the BA website, a user's email account and their BA account when dealing with vouchers.
Less stressful
Eliminate the need to contact support by finding ways to guarantee a high success-rate when applying a voucher code.
More intuitive
Improve navigation in a way that favours the discovery and application of the voucher and voucher credit.
Simpler
Reduce the time and steps needed to apply a voucher, including the need to switch repeatedly between different platforms like the BA website, a user's email account and their BA account when dealing with vouchers.
Less stressful
Eliminate the need to contact support by finding ways to guarantee a high success-rate when applying a voucher code.
More intuitive
Improve navigation in a way that favours the discovery and application of the voucher and voucher credit.
BRANDING COLOURS AND TYPOGRAPHY
The colours of the sky
We made sure to use branded colours and typography to build a look and feel that aligned smoothly with BA's recent rebrand.
IDEAS WE CONSIDERED, SCRAPPED OR KEPT
Breaking down our design thinking
EXPLORATORY SKETCHES
Putting the plan into action
IDEAS WE CONSIDERED THEN SCRAPPED OR KEPT
Breaking down our design thinking
At this stage, the location where the hackathon was being hosted closed and we moved to a hotel lounge to continue with next steps.
Despite the informal setting, we stayed focused. I explained and led different design exercises, like the Crazy 8 process, to encourage everyone to be involved in drafting a potential solution. We did a "Round-the-table" discussion, sharing potential features and design changes.
We chose to explore a solution in desktop view as research by Stravito found that it is currently still the preferred device for air travel bookings.
NEXT STEPS
Preparing for take-off
Take time to improve the quality of our research, to best align our designs with user needs, by interviewing other users with unused BA vouchers.
Mental model deep-dive. Looking at other user settings across different platforms (including other airline competitors) to cross-reference our UI work. Taking a closer look at the BA branding guidelines to understand how to best align our suggestions even further with the look and feel of the brand.
Several rounds of user testing and usability tests, prioritising feedback to iterate in the most time efficient way possible. Developing the UI further, making our designs responsive and working more closely with grids. Scaling to include these updates in the BA app.
Once launched, collaborate closely with the data team, using methods like A/B testing to best understand the success rate of our designs and where we can improve.
EXCERPTS OF THE DATA TEAM'S INPUT
Leveraging data
The Data Scientists highlighted a few ways data can play an important role here. Of their references, I wish to emphasise A/B testing as a way to verify the success of changes to product features, and lead future iterations. They devised a hypothesis test example:
FINAL VERSIONS
Handing over to the developers
Working from Hart Hotel in Shoreditch
At this stage, the location where the hackathon was being hosted closed and we moved to a hotel lounge to continue with next steps.
Despite the informal setting, we stayed focused. I explained and led different design exercises, like the Crazy 8 process, to encourage everyone to be involved in drafting a potential solution. We did a "Round-the-table" discussion, sharing potential features and design changes.
We chose to explore a solution in desktop view as research by Stravito found that it is currently still the preferred device for air travel bookings.
Understand
ML solution to cluster costumers
Train predictive model with data of people who used vouchers
Connect
Empower marketing to tailor marketing
Personalised experience
Measure
A/B Testing - measure impact of design changes
Measure engagement
IDEAS WE CONSIDERED THEN SCRAPPED OR KEPT
Breaking down our design thinking
Countdown timer
Adding a countdown timer in the settings of an active voucher connected to the account, as a way to incentivise users to book.
It was an interesting concept that the software engineers had begun to research and code for, however this was scrapped last minute. We concluded that countdown timers are more of a front-facing marketing feature rather than something to be found in a user's settings.
Safety first
An acknowledgement that vouchers are a currency.
As vouchers are connected to monetary value, we designed a hover feature. In this way, the voucher code can only be viewed safely and intentionally by the user, as a preventative measure.
Honouring brand history
An homage to a premium airline that prides itself on being a 100 year company.
We chose to honour BA's history by drawing inspiration from old BA airline tickets. The vouchers take on the skeuomorphic design and shape of a traditional BA ticket. The hover effect brings to mind a flight attendant tearing a ticket.
Default
Hover
Applied
EXCERPTS OF THE DATA TEAM'S INPUT
Leveraging data
The Data Scientists highlighted a few ways data can play an important role here. Of their references, I wish to emphasise A/B testing as a way to verify the success of changes to product features, and lead future iterations. They devised a hypothesis test example:
BRANDING COLOURS AND TYPOGRAPHY
The colours of the sky
The colours
of the sky
We made sure to use branded colours and typography to build a look and feel that aligned smoothly with BA's recent rebrand.
We made sure to use branded colours and typography to build a look and feel that aligned smoothly with BA's recent rebrand.
DESIGN AND DEVELOPMENT
Birds of a feather, flock together
As each part of the flow was finished, designs and assets were passed to developers. This allowed us to incrementally build and deliver the coded version of the product in time for the final presentation.
As each part of the flow was finished, designs and assets were passed to developers. This allowed us to incrementally build and deliver the coded version of the product in time for the final presentation.
As each part of the flow was finished, designs and assets were passed to developers. This allowed us to incrementally build and deliver the coded version of the product in time for the final presentation.
FINAL VERSIONS
Handing over to the developers
NEXT STEPS
Preparing for
take-off
Take time to improve the quality of our research, to best align our designs with user needs, by interviewing other users with unused BA vouchers.
Mental model deep-dive. Looking at other user settings across different platforms (including other airline competitors) to cross-reference our UI work. Taking a closer look at the BA branding guidelines to understand how to best align our suggestions even further with the look and feel of the brand.
Several rounds of user testing and usability tests, prioritising feedback to iterate in the most time efficient way possible. Developing the UI further, making our designs responsive and working more closely with grids. Scaling to include these updates in the BA app.
Once launched, collaborate closely with the data team, using methods like A/B testing to best understand the success rate of our designs and where we can improve.
It would allow us to assume that our changes made a positive impact. See other examples they discussed below:
EXCERPTS OF THE DATA TEAM'S INPUT
Leveraging data
The Data Scientists highlighted a few ways data can play an important role here. Of their references, I wish to emphasise A/B testing as a way to verify the success of changes to product features, and lead future iterations. They devised a hypothesis test example:
Null hypothesis: The change had no effect in user behaviour
p-value is low (0.02) --> low probability of seeing this data --> REJECT NULL (conclusive test)
Null hypothesis: The change had no effect in user behaviour
p-value is low (0.02) --> low probability of seeing this data --> REJECT NULL (conclusive test)
Null hypothesis: The change had no effect in user behaviour
p-value is low (0.02) --> low probability of seeing this data --> REJECT NULL (conclusive test)
It would allow us to assume that our changes made a positive impact. See other examples they discussed below:
Understand
ML solution to cluster costumers
Train predictive model with data of people who used vouchers
Connect
Empower marketing to tailor marketing
Personalised experience
Measure
A/B Testing - measure impact of design changes
Measure engagement
Understand
ML solution to cluster costumers
Train predictive model with data of people who used vouchers
Connect
Empower marketing to tailor marketing
Personalised experience
Measure
A/B Testing - measure impact of design changes
Measure engagement
■ Conclusion
PRESENTING THE PROJECT
Introducing our solution
I had the pleasure of presenting our solution to 5 BA panelists. Alongside the Software Engineering Lead and the Data Science Lead, we made a convincing case around the nature of the problem space identified and our proposed soltuions.
I had the pleasure of presenting our solution to 5 BA panelists. Alongside the Software Engineering Lead and the Data Science Lead, we made a convincing case around the nature of the problem space identified and our proposed solutions.
Representing the team and explaining our design thinking
MENTAL NOTES
For my next hackathon…
NEXT STEPS
Preparing for take-off
MENTAL NOTES
For my next hackathon…
Take time to improve the quality of our research, to best align our designs with user needs, by interviewing other users with unused BA vouchers.
Mental model deep-dive. Looking at other user settings across different platforms (including other airline competitors) to cross-reference our UI work. Taking a closer look at the BA branding guidelines to understand how to best align our suggestions even further with the look and feel of the brand.
Several rounds of user testing and usability tests, prioritising feedback to iterate in the most time efficient way possible. Developing the UI further, making our designs responsive and working more closely with grids. Scaling to include these updates in the BA app.
Once launched, collaborate closely with the data team, using methods like A/B testing to best understand the success rate of our designs and where we can improve.
Take time to improve the quality of our research, to best align our designs with user needs, by interviewing other users with unused BA vouchers.
Mental model deep-dive. Looking at other user settings across different platforms (including other airline competitors) to cross-reference our UI work. Taking a closer look at the BA branding guidelines to understand how to best align our suggestions even further with the look and feel of the brand.
Several rounds of user testing and usability tests, prioritising feedback to iterate in the most time efficient way possible. Developing the UI further, making our designs responsive and working more closely with grids. Scaling to include these updates in the BA app.
Once launched, collaborate closely with the data team, using methods like A/B testing to best understand the success rate of our designs and where we can improve.
MENTAL NOTES
For my next hackathon…
Check out competitors
During our research phase, this may have helped guide a clearer understanding of mental models related to user settings and voucher management.
Avoiding "sunk cost" mentality
Not falling into the trap of running with an idea because of "sunk cost" when planning designs with a tight schedule is something I'm proud of and that I think we did particularly well as a team. See "countdown timer" section mentioned earlier on.
I did this well!
It's not meant to be pixel perfect
Being accustomed to long-term projects and pixel perfect thinking, I've learned that a hackathon is not testing those strengths. Hackathons test ideation and communication of a clear concept and message to stakeholders, rather than your ability to craft beautiful designs in minutes.
I'll take care of this!
We allocated and delegated tasks very well, sticking to structure throughout. Within the UX team, my colleague Yuriy stayed up until 4 am to work on the greyscale, and I woke up at 5:30 am to finish up where he left off and work on the UI. Playing "tag" worked out smoothly.
I did this well!
Delivery is key
Putting aside time to rehearse and refine the pitch deck time is vital. Taking care to create refined and polished slides are important to creating credibility around a cause. Next time, I will develop a template for a presentation on Figma in advance of the start of my next hackathon so that I already have a formatted skeleton for slides.
Let's talk about it
Due to time pressure, staying in touch was crucial. We worked on communication and regularly checked in on each other either async messaging on slack or synchronised in slack calls. This allowed for a smooth transfer of knowledge.
I did this well!
