SBS On Demand Smart TV App Redesign:
~66% less steps to complete Account Creation
The challenge
- The SBS On Demand Smart TV app needed a technology, design and experience update to represent the future of the SBS OnDemand product suite.
- The CEO also fast-tracked a redesign because he had a terrible experience.
- Smart TV viewing accounted for up to 35% of Australian broadcaster’s online video supply (IAB Australia, 2017) so the update would improve the CSAT and usability for ~35% of entire customer base.
- The "Create Account" flow needed to be reimagined based on CSAT and app channel feedback.
- My role: Senior UX Designer
Design approach
Understand the Smart TV platform
I worked with a Design Lead, Junior Designer, two Smart TV developers, a Product Owner and the SBS On Demand General Manager as the Project Sponsor.
It was our first time designing for smart TVs so we did our homework and absorbed everything from interaction models, information flows, tech constraints and design principles for Smart TVs.
It was our first time designing for smart TVs so we did our homework and absorbed everything from interaction models, information flows, tech constraints and design principles for Smart TVs.
Determine the Minimum Viable Product
Our team collaboratively created and prioritised a story map (aka a visualisation of full project scope) with Tech, Product and Design triad.
Priorities changed as we researched and discovered what the most common customer tasks were.
Priorities changed as we researched and discovered what the most common customer tasks were.
Review information architecture & analytics
The information architecture as outdated because the video content market had shifted from "catch up" (watching something that was on last night) to streaming full series.
A researcher conducted a one-off tree testing study to prove/disprove our assumptions about what should be altered.
We made updates informed by the research recommendations and presented them to SBS's CEO to gain buy-in. This approach would shortcut unnecessary political discussions with our stakeholders.
A researcher conducted a one-off tree testing study to prove/disprove our assumptions about what should be altered.
We made updates informed by the research recommendations and presented them to SBS's CEO to gain buy-in. This approach would shortcut unnecessary political discussions with our stakeholders.
Iterate with continuous usability testing
We tested with customers every two weeks and brought the process in-house to reduce research costs and so that the logistics were easier to manage for the team.
We tested the new "Create Account" flow multiple times and created an experience that deviated from the existing market pattern. Pain points and unnecessary steps were cut out.
We tested the new "Create Account" flow multiple times and created an experience that deviated from the existing market pattern. Pain points and unnecessary steps were cut out.
Design Thinking: Collaborate with sketching sessions & "How Might We" statements
The collaboration style at SBS On Demand was highly democratic. We would conduct Design Thinking sketching sessions (a brainstorming technique) using the pain points and insights from the previous fortnight's testing.
Our team came to consensus on which ideas were brought into higher fidelity through voting and debate.
Our team came to consensus on which ideas were brought into higher fidelity through voting and debate.
Define success with Google HEART metrics
Each team member shared their view about what success looked like for a customer and how this success could be measured. We collated our views, found overlaps and perspectives that no one else had. We voted on two focus areas.
We specifically recruited users with different levels of tech proficiency to see if the redesign improved task times.
We specifically recruited users with different levels of tech proficiency to see if the redesign improved task times.
Stakeholder check-ins
We presented our progress at fortnightly Sprint showcases. Stakeholders from all over the org could drop in.
Everyone from the Head of Innovation and Strategy to a Channel Manager.
Everyone from the Head of Innovation and Strategy to a Channel Manager.
Design QA
Paired with our developers in-person to move at pace and transfer knowledge between each other (feasibility, baseline units etc).
Outcomes
• Lower time-on-task scores for all key customer tasks
- e.g. Average time to complete Account Creation was reduced by 2 minutes.
• ~66% less steps to complete the high-usage Account Creation.
Addressed key CSAT pain points.
• Our team velocity ensured we hit milestones agreed with the CEO.
• Implemented analytics tracking for high-traffic flows so that we could make informed product decisions in the future.
- e.g. Average time to complete Account Creation was reduced by 2 minutes.
• ~66% less steps to complete the high-usage Account Creation.
Addressed key CSAT pain points.
• Our team velocity ensured we hit milestones agreed with the CEO.
• Implemented analytics tracking for high-traffic flows so that we could make informed product decisions in the future.