Manage My Holiday to My Click&Go

Click&Go

Background

Click&Go are an Irish online travel agency that have been successfully selling holidays in the Irish market for the past 8 years.

After their first year of trading in 2010 Click&Go had over 1,500 holidaymakers and 5 staff, since then they have over 200,000 holiday makers and over 50 staff.

Predominantly Click&Go sell European sun holidays and City breaks. Increasingly they also sell a large volume of Cruise holidays and worldwide holidays.

Click&Go have been nominated for the Deloitte Fast 50 award for the past number of years

The Challenge

How do you get more people to purchase your product? Not an uncommon question for anyone that is working on the the business end of an online sales funnel. There are many tried and and trusted methods of getting people to buy more stuff – sales, offers, discounts, vouchers and promotions will all help shifting product. These a good short term strategy but ultimately as a business if you don’t get repeat business the cost of acqusation will remain high and the cycle continues.

A long term strategy is to look at who is engaging with your product and what channels they are using – what can be learned for that and how can that be enhanced.

At Click&Go two channels which had high engagement were examined, they were email subscription and the Manage My Holiday portal. For email subscription several routes were followed to increase subscriptions and engagement. In this case study we will be looking at the transformation of Manage My Holiday as part of the engagement strategy.

Manage My What?

Manage My Holiday was a customer portal for Click&Go customers. In the portal they could view booked and previous holidays, pay for their holiday, view invoices etc. . The functionality was limited and the design was out of keeping with the rest of the site.

It was identified as an area that Click&Go could use to drive customers and non-customers to increase engagement and therefore sales. Manage My Holiday would have to have a new name, under go rebranding. The name decided was My Click&go

Engagement to drive sales

People signed up to the Click&Go newsletter were

More likely to book

More holidays viewed

More searches

The strategy

1. Realise

An assment of Manage My Holiday

2. Future

What a holiday portal would look like?

3. Rebuild

Set out a plan to rebuild and improve

1. Realise

In order to see if redesigning Manage My Holiday was a worthwhile exercise we formulated a research plan to gather data to inform us of what was going on in Manage My Holiday.

The data for Manage My Holiday was limited, from what data we had we could tell the following

People with an account were more likely to book again by a conversion rate of ~4.5% vs ~0.5% of other users. These of course were already customers so some assumptions were made 

2. Future

We took the limited data we had and conducted a stakeholder workshop. The workshop was an exercise in user journey mapping.

Present were the key departments required

  • Sales – They have a lot of insight of what  people are enquiring about when thinking about a holiday and when they have booked one.
  • Operations – What frequent repetitive tasks could be automated so the customers and potential customers could self-serve
  • Marketing – How could the portal be used to drive engagement, promotions offers etc.
  • Development – What areas would be the easiest to build and what could go into the minimum usable product (MUP)
  • UX – Will the customer use it? What does the customer whant to use? How will the information hierarchy work, how will it fit into the overall flow of the site

User Story Mapping Workshop images

The user story map adapted and changed over time.

Manage My Holiday Survey

 The Information and ideas from the workshop were then used to set up a survey on Manage My Holiday. With the objective to find out what features customers said they would find the most useful. The results were as follows:

%

Document retrieval

%

Holiday management

%

Saved searches

%

Holiday favourites

%

User profile

%

FAQ/ Help

%

Save payment details

We adapted HotJars Net Prmoter Score (NPS) score to rank the different options. We used this as a guide to validate the main sections for the road map for My Click&Go.

3. Rebuild

The new portal was going to be rebuilt for all users, so the requirements had to change. We created a problem definition that we could all work towards

Create a user area where customers can manage their holidays and other users will derive benefit from it

First off a new name was decided upon My Clic&Go rather than Manage My Holidays which is clearly very specific to having booked a holiday.

Design and development

The long term vision was to create a portal where holidaymakers can manage their holiday, make changes, purchase upgrades and other services. Also a place where any logged in members can save favorite holidays and avail of offers as an incentive to purchase a holiday

The User Story map was broken out into a project plan with different phased deliverables.

The first deliverable was the minimum usable product (MUP) which had to contain all the existing functionality and an area for users to keep their saved holidays, this was to accommodate members that had not purchased a holiday.

The team

  • UX Design x1
  • Production management x1
  • Development front end x1
  • Development back end x1
  • Content specialist as required

Tools

  • A white wall room, for ideas and workshops
  • Sketch
  • Invision
  • HotJar
  • YouTrack

My Role in the project

As the Head of UX I led the design phase and over saw it’s implementation. This involved working closely with the developers in the initial design phases and scoping out what we were going to build, right through to the final sign off of the designs into development.

One of my other roles was as Product Owner and Production Manager. This involved working with the entire team and managing the workload of the front end developers and coordinating with back end developers.

I was also responsible for keeping the business updated with developments on a weekly basis and often ad hock progress meetings.

As there was considerable back end development that had to be undertaken while the design phase was progressing, both were undertaken in parallel. This avoided any delays.

Because there was an established pattern library it was decided that the wire frame process be bypassed. Considering the data and current trends, a mobile first approach was taken. The previous portal was not responsive so this had to be a priority. High Fidelity mock ups were designed and iterations of them were created. I worked closely with the front end developers so that any questions or issues could be dealt with expediently. This process worked well as we were a small team and could go and sketch out any issues on the white board. This helped us move quickly and adapt to blockers as they arose.

We followed an agile process which helped us get the MUP released within a very short time frame, under the time budget as it happened!

The My Click&Go roadmap was included into the overall production roadmap so that further developments could be implemented . Google analytics and HotJar were utilised so that better data could be captured. This was then used to develop out other features on the road map and improve existing ones.

Conclusion

The data available (at the time of creating the case study) clearly indicated that users with an account were more likely to convert and had much higher engagement

My Click&Go Sign up statistics

Sign up by device

%

Mobile

%

Desktop

%

Tablet

Conversion rate

Page Views

%

Signed up

%

Not signed up

signed up

Not signed up

Holiday views

Searches

Signed up

Not signed up

signed up

Not signed up

From the early data it is clear that meaningful engagement helps to drive sales. The potential for a well constructed portal to increase revenue is clear. With accurate monitoring, timely development and relevant content the portal will increase sales and further engagement.

The user journey mapping was a very good starting point. It helped create a product vision, one that was adaptable to new information and gave everyone a clear view of the product and the over all goal.