EE
2020
The Problem
Split plans, in which a customer would pay for plan and device separately, had been a fairly normal (and required) practice for a while, and EE was falling behind. With looming regulatory deadlines and a history of stop-start on this proposition, it was time to finally get it out of the door.
However, it's not as simple as it seems to get the point across to consumers, and needed figuring out.
The Challenge
Get this proposition across as a good news story to consumers, make sure they understand what's happening, and make sure it's delivered - no more stop-start.
The Solution
Through rigorous user-testing, many many iterations, and a lot of head-scratching, we realised that our task was mainly about user psychology - and while our UI needed to be slick and clear, our content and writing had to be even clearer.
We developed a simple plan selection process, guiding users through each stage and reminding them of their monthly total payment, and what it comprised, every time a change was made. This made for simple and clear comparison between options, and helped users create a balance between what they needed from their phone plan, and what they wanted to pay for their device.
The results
Split plans were launched in 2023, after I left the business, so I unfortunately don't have much in the way of data. However, the project had been started and restarted for around 7 years at this point, and getting it across the line was significant business goal, enabling the business to adapt into the 'New EE' phase and begin it's reinvention.
Split plans with EE
Closer Look
Understanding the psychology of the user
New regulations and industry shifts meant that EE needed to pivot their mobile phone subsidy proposition to a new 'split' proposition, wherein devices would be bought on finance, and data/mobile plans would be a separate payment. This has become the norm across the industry and EE had been working on this new approach for many years, continually shelving it and restarting, at great expense.
My squad were tasked with delivering this project once and for all, as regulatory deadlines and competitor launches were looming.
Visually, we had a robust design system and visual language already, so the project became an exercise in user psychology - how did we make this proposition attractive to customers, and communicate the benefits?
We decided on some core approaches we needed to ensure the success of this project:
Run a fake door test to gauge customer interest in the first instance, while we developed further solutions
Extensive user-testing, moderated and unmoderated to gather as much data as we could
Similarly extensive check-in sessions with proposition managers and senior leadership to report progress and check we were still aligning with business goals
After defining our opportunities and constraints, we forged ahead with the original fake door test - a simple UI inviting users to register their interest, and leading them to a number to call for more information.
System and journey mapping
While the concept seemed simple, were attempting to positively alter users' perception of what upgrading or signing up for a new contract would mean, so we needed to know the steps that currently existed from end to end - which were necessary, and what the larger themes of each section were. This helped us to segregate the work in the early parts of the project and efficiently tackle the full journey.
The road to testing
We did a lot of testing before beginning development - as mentioned, we needed to try various different approaches to make sure that our users understood the proposition and felt that it would be beneficial (it would - more transparency and freedom with plans, no getting locked into a data plan for as long as it took to pay off a device, etc).
Developing the designs
After each round of testing, we took our new data and applied it to the designs - while we were working iteratively, we also wanted to make sure we weren't just building on top of potentially unsuccessful approaches.
Often, new designs were extensive reworks, with entirely new systems to communicate ideas - but equally often, changes to single words could have a massive impact on user's understanding.This project really hammered home the importance of good content, and good content designers.
Teamwork makes the dream work
As well as continuous and extensive user testing, we also sought validation from within the design team - both product designers and content designers offering their input into how our new components could be utilised. These crits tended to take place as live discussions using Figjam, but with boards left open for people to offer their critique at their leisure.
These conversations were invaluable to help us not get stuck into the same approaches - this was a long project, and allowing our own understanding to be challenged was key to keeping us on-track.
Final Designs
As our time on the project came to an end, we felt that we had simplified the journey into something digestible and understandable for users. The content was straightforward, the complexity of choosing a plan had been reduced, and user testing showed that people understood what was happening (even if they thought our real-world prices were expensive!).
Takeaways
This proposition was put on hold (again) due to larger scale business change in EE. However, after my departure from the business, it has recently been completed - albeit with some UI refreshes in-line with the new branding that was launched mid-2023.
Some of the main takeaways were:
Content is King. Our content designer was incredibly crucial in this, leading on the UX copy and general approaches to the psychological aspect of the project. Having content-focused designers really transforms a project like this and allows everyone to play to their strengths.
Feedback from peers is incredibly important. As well as helping us to distil our thinking, understand how our work would impact other projects, and break us out of any cycles we may have got stuck in, sharing and deliberating over in-flight work helped the whole team to get behind a cohesive vision. Regular crit sessions became the norm during this product phase.
Sometimes, these things take time. I like to work at a fast-pace, I like to see results - who doesn't? But this slower, more methodical approach felt like the only way to finally deliver this project after many years of starting and stopping for other teams. As long as we could communicate value throughout the journey, we could get to the destination in one piece.