Offer tracking

The problem

The current design of multi-week offers in the Woolworths Everyday Rewards App makes it hard for customers to track their progress, causing uncertainty about meeting spend targets and leading to low redemption rates. Customers find these offers too time-consuming and complicated, requiring significant effort to calculate weekly progress.

Goals

Business goals:

Improve engagement with multi-week offers by increasing redemption rates beyond the current 11%, which will drive higher incremental sales and share of wallet (SOW). By addressing tracking issues, we aim to reduce customer support calls (4,568 in FY23) by 10%, saving approximately 101 hours and reducing operational costs. These efforts will help minimize churn to competitors and enhance customer loyalty.

User goals:

Simplify offer tracking to eliminate manual calculations, provide clear progress visibility, and make it easier for customers to meet spend targets confidently.

Role & Responsibilities

I worked as the product designer on this project, collaborating with a visual designer. I led the end-to-end design process, building on research and concepts previously explored by another team.

Project Kickoff

Firstly, we needed to determine which offer constructs to prioritise, as multiple types required tracking functionality. Three key offers were chosen for this first phase:

Single-Week Spend Stretch Offer
- Customers earn points by meeting a spend goal over a week duration.
Multi-Week Spend Stretch Offers
- Customers earn points weekly by meeting a spend goal. They can miss weeks and still collect points for successful weeks.
Continuity Offer
- Customers earn a large point reward by meeting spend goals every week without missing. Points are awarded only at the end of the offer period.

Offer card

The first major challenge was integrating a tracking element into the existing offer card design. Past concepts attempted to repurpose the entire card after activation, but this approach led to a loss of important context for customers (see image below)

To ensure design consistency and address technical constraints, we had to work within the fixed dimensions and structure of the existing offer cards. The framework, tied to a component library, limited significant layout changes as any change would impact all other offer cards. The only feasible option was to utilise a small area at the bottom left of the card.

Offer details

The second area of focus was the offer details page. This page is dedicated to displaying offer information and lended itself well to include tracking functionality due to the space available.

The goal was to:

Offer a clear, summarised view of progress across multiple weeks including points awarded
Emphasise the current week to help customers focus on their immediate goals.
Inform customers of how much they had missed their spend goal by; we hypothesised that providing this information would reduce calls to the customer hub.

We iterated on various concepts, building on insights from past testing, to optimise the available space while maintaining clarity and consistency. Three main designs emerged:

Current Week at the Top: The current week always remains at the top of the page, with completed weeks stacked below.
Stacked Weekly Progress: Showed all weeks in a stacked layout, allowing customers to visualise both completed and upcoming weeks for better planning.
Focused progress view: Highlights the current week with icons to illustrate past performance and a drill-down option for detailed progress.

Testing and Insights

We conducted 45-minute usability testing sessions with five Everyday Rewards customers from across Australia. Guided by a discussion guide, participants explored interactive prototypes to provide feedback across both designs

Key Findings:

Customers preferred a design where all weeks were displayed in a stacked format, allowing them to track past, current, and future weeks easily.
Customers wanted notifications and reminders to help them avoid missing spend targets, including at checkout (e.g., "Spend $5 more to earn your reward").
For continuity offers, customers found it discouraging to lose all rewards after missing a single week. Some suggested a "Second Chance" option, similar to a concept offered by a competitor, to allow for one missed week without losing progress.
The card tracker was clear and enabled customers to quickly track their progress at a glance.
The complexity of the offer made clear, concise copy essential for customers to quickly understand it at a glance. However, the existing copy created ambiguities, forcing customers to open the offer details and review the T&Cs for clarification.

Mapping out the testing scenarios as an interactive prototype, objectives, hypothesis and draft questions.

"OK, so it looks like there’s a way to monitor how much I’m spending. I assume it will update as I get closer to my $90 target. I actually like this… I’ve called up before to check if I qualified for an offer like this. Having this tracker is much more convenient than going through receipts. It’s so much easier."

Iterative Process

The designs were refined based on customer feedback and reviewed through design, tech, and marketing critiques before receiving final approval. I collaborated with a copywriter to refine the offer copy, which was tested on existing offers to eliminate any ambiguities—this proved challenging due to character limits and the need for clarity.

Notification prompts and second chances were deferred to Phase 2. We identified a further problem: for online shopping. The tracker may take up to 48 hours to update due to the fulfillment process. This delay could cause confusion about spending and potentially increase calls to the customer hub. To address this, we implemented a lean solution with the aim of testing the issue and monitoring its impact through hub call volumes.

A/B Testing

During release planning, we needed to assess whether the new designs would meet our metrics. To do this, we planned an A/B test, comparing the new designs with the old ones in a 50/50 split. During the test, we will track redemption rates and call center volumes.

We’ve been working with the analytics team to make sure tracking mechanisms are set in place to assess the effectiveness of the new designs.

Additionally, I’ve shared the new designs and decisions taken with leadership and other stakeholders in tribe showcases to keep everyone across the work.

Next, we will move into Phase 2, where we’ll analyze the data and feedback to prioritize the next steps. Some of the fast-follow actions we discussed may not be necessary, so it’s crucial that our decision-making is driven by the data to ensure success.