Centrepoint Redesign
Centrepoint Redesign
Centrepoint represents the Landmark Group’s strategy to synergize its core 4 retail brands, Babyshop, Splash, SHOEMART, and Lifestyle, under one identity to create a one-stop shopping destination for the entire family.
Centrepoint is spread across 8 countries in the Middle East and Africa with 142 stores.
Centrepoint represents the Landmark Group’s strategy to synergize its core 4 retail brands, Babyshop, Splash, SHOEMART, and Lifestyle, under one identity to create a one-stop shopping destination for the entire family.
Centrepoint is spread across 8 countries in the Middle East and Africa with 142 stores.
Omnichannel Customer Experience
Omnichannel Customer Experience
A seamless customer experience whether the customer is shopping online from a mobile device, a laptop, or in a brick-and-mortar store. Centrepoint’s new online experience for all platforms reflects the exact same structure as the physical stores which makes shopping easy for existing online and new customers who have been shopping from Centrepoint offline. One of the main goals of the project was to create the departmental structure same as offline so we can invite offline customers to online shopping.
A seamless customer experience whether the customer is shopping online from a mobile device, a laptop, or in a brick-and-mortar store. Centrepoint’s new online experience for all platforms reflects the exact same structure as the physical stores which makes shopping easy for existing online and new customers who have been shopping from Centrepoint offline. One of the main goals of the project was to create the departmental structure same as offline so we can invite offline customers to online shopping.
Business goals
Business Goals
Design the Centrepoint Navigation that reflects the structure of the Centrepoint shopping experience.
Design the Centrepoint Navigation that reflects the structure of the Centrepoint shopping experience.
Design the scalable components that can be used within Centrepoint and other Landmark Group Brands.
Enhance the discovery of the brands in the Centrepoint online platforms.
Enhance the discovery of the brands in the Centrepoint online platforms.
Expand the exploration of the categories and allow more space for enough merchandising.
Increase customer retention by giving the users a personalized experience and making the most use of the Shukran loyalty program.
Design the scalable components that can be used within Centrepoint and other Landmark Group Brands.
Expand the exploration of the categories and allow more space for enough merchandising.
Increase customer retention by giving the users a personalized experience and making the most use of the Shukran loyalty program.
High level problem statements
High Level Problem Statements
Current navigation does not reflect how customers shop offline and it does not expose all the available departments instantly.
Current navigation does not reflect how customers shop offline and it does not expose all the available departments instantly.
We don’t know our online customers thought process while they do omni-chanel transaction.
We don’t know our online customers thought process while they do omni-chanel transaction.
Centrepoint’s core retail brands (Babyshop, Splash,Shoemaart and Lifestyle) are not part of the customer journey compared to the offline stores.
Centrepoint’s core retail brands (Babyshop, Splash,Shoemaart and Lifestyle) are not part of the customer journey compared to the offline stores.
Why the improvements?
8 years with the same structure of navigation wasn’t working badly. It was getting the product delivered to our customer’s doorsteps. We were completing our targets and our customers were managing to find products they require. But it wasn’t enough.
The seed of the project/initiative:
The seed of the project/initiative:
Landmark Group has spent years building the 4 brands (Babyshop, Splash, Lifestyle, Shoemart) that Centrepoint represents as one identity, but these brands do not get enough light on the Centrepoint online platform whereas offline stores are well structured around these 4 brands.
Existing/Returning Users
They know what centrepoint sells but they didn’t know how to browse a specific brand.
New Users
In online user journeys, the new visitors were not even realising that these brands exist.
CX audit summary
First, we did a quantitative survey to understand where we stand compared to local and international competitors. Alongside Centrepoint's brand's presence, another core focus of the project was to improve the “Inspiration, Discovery and Promotions” journey to lift the "Add to Cart” rate.
Understanding users (Usability testing sessions).
Understanding users (Usability testing sessions).
Together with Diego Faria, I did 6 sessions for Centrepoint.com Redesign (Each session includes 5 in-store customer interviews and usability tests, in-total 30 Interviews). I wrote an article on all the learnings and tips from the sessions.
Testings and interviews sum up
Testings and interviews sum up
I created a report on the conducted usability tests to present the results of tests and the learnings from the customer interviews to all the stakeholders. The report also helped to communicate faster across all the regions (lots of presentation meetings were skipped).
The document briefly explained the personas for each participant, Also when, where and how the usability tests were conducted.
The document also explained the discoveries/learnings on 1:1 interviews with the customers and their verbatims.
I created a report on the conducted usability tests to present the results of tests and the learnings from the customer interviews to all the stakeholders. The report also helped to communicate faster across all the regions (lots of presentation meetings were skipped).
The document briefly explained the personas for each participant, Also when, where and how the usability tests were conducted.
The document also explained the discoveries/learnings on 1:1 interviews with the customers and their verbatims.
Final Improvements
Navigation Updates
In the old navigation structure, all the departments and the categories were nested under "Departments",e, exposing the departments and categories resulted in an instant approach to categories for the users while usability testing further resulted in a +20.32% increase on product listing pages with real users.
Creating the dedicated inspirational department landing pages reduced the exit rate by 13%.
The search was another success on the home page, sessions with search increased by 9%
In the old navigation structure, all the departments and the categories were nested under "Departments", exposing the departments and categories resulted in an instant approach to categories for the users while usability testing which further resulted in +20.32% increase on product listing pages with real users.
Creating the dedicated inspirational department landing pages reduced the exit rate by 13%.
The search was another success on the home page, sessions with search increased by 9%
Hero Banners
Reduced the size of the banner and showed the peek of other banners to improve the visibility.
Consistent Brands Visibility
Exposed the CP retail brands on the home page under the hero banner to make a consistent experience as the offline store. Each brand leads you to its dedicated landing page where users can shop within that brand collection.
Creating the dedicated inspirational department landing pages for each brand reduced the exit rate by 13%.
Tab bar updates
CTR for favourites was very low and the centred position of the favourites tab could be used in a better way.
As the search was exposed on the home page we changed the Search with the “Categories” in addition to changing its icon.
From search to category thumbnails
The old search screen was more focused on search than Shop by categories. With the increasing number of recent searches, each addition was pushing the “Shop by Category” section lower.
The Department/Category navigation was completely text-based.
Strategy for excecution
A transparent collaboration of creative team and engineering team was core part of the project because the new structure was not being designed for Centrepoint only but for Splash, HomeCentre, Homebox, Babyshop and Lifestyle too.
In-between the completion and handover of designs I created a guideline to keep engineering team, creative team and the stakeholders on the same page.
Guidelines for each platform (iOS,Android, mweb) helped everyone to understand the every detail of the project, it was designed to answer most of the questions that each team could think of.
Tested and smartly adapted to other Centrepoint brands
We tested and waited for the results of Centrepoint updates. After the success, we implemented the same for other Centrepoint brands.
Before the implementation, I (with my co-designer) conducted separate customer interviews and usabilitiy test sessions with each brand’s loyal customers.
The research helped us to tweak the experience for each brand’s user needs.
Learnings
- Early collaboration with the involved teams helps smooth and fast execution. My project manager handled it very well, we were conducting the bi-weekly updates for each department and stakeholders.
- When repeating the experience from one to another brand, don’t mirror it just because it worked for one. Try to conduct research and understand the user's needs.
- While hunting the candidates for customer interviews in a physical store, It’s efficient to take staff’s help rather than you going to customers (it interrupts their shopping entertainment)
- Asking the billing receptionist to give the discount coupons for the customers when they arrive at the counter for the bill helped us to hook candidates quicker.
- Creating the guidelines and then pushing every question asked by the different teams to guidelines is required to train people to stay on the same page. It may feel like answering a question is quicker for someone but in the long run, you are not helping yourself and another team fellow.
Team Mates
Other Projects
Other Projects
