Redesign and improvement of user experience in Snapp Club leading to a high business impact.
Snapp is a super-application that offers more than 15 services, such as ride-hailing, food delivery, grocery shopping, healthcare, insurance, and many more. It caters to over 70 million users across 287 cities.
Snapp Club is Snapp's loyalty program that enables users to redeem vouchers and benefit from offers. It follows an earn-and-burn point system that provides a range of benefits, including discounts, lotteries, participation in charity events, and more. The loyalty program is available to all users of the super-application.
The Snapp Club redesign project aimed to enhance the user experience, introduce new features, and improve the app's performance. This was achieved through four phases of UX research, which involved multiple design iterations. As the user researcher for the Snapp Club team, I worked closely with the engineering, product, and design teams.
• The low redemption rate on Club offers (based on product objectives)
• User experience issues → These include learnability issues in user flow, confusing copies and microcopies, inconsistency with the new design system, and other issues collected through expert analysis and user feedback.
• Enabling new features → Such as search, promotion banners, and redemption history
• The transition from a PWA to a native Android app → To optimize performance, reduce memory usage, and deliver a more efficient experience for Android users.
Based on the user feedback gathered from call center reports, we have identified several challenges and misconceptions related to Snapp Club. Initially, we had planned to conduct usability testing to specify these issues, but due to time constraints, we pursued a quantitative behavior analysis as our Plan B.
Working in a team of two, my colleague and I analyzed 242 user sessions over seven days from a pool of 10,000 recorded sessions on Microsoft Clarity.
By observing and analyzing these sessions, we discovered the general behavior of users in each section, leading to designing and testing new wireframes.
NB: We were restricted from using HotJar in Iran, which we believed would offer more precise data, particularly regarding heatmaps.
The behavior analysis revealed several key areas of user frustration, including high rates of rage quitting, low reward redemption, and unclear navigation through features like the Club Cards and Lucky Wheel. Key insights emphasize the need for improved communication, more explicit calls to action, and streamlined user paths to reduce frustration and increase engagement across the platform. The product and design teams decided to continue with designing HiFi wireframes. Accordingly, we suggested running a series of usability tests for the project's next step to validate our assumptions and make more precise observations.
Based on previous research, a wireframe was designed to set the foundation for comparative usability testing.
I designed two scenarios, one for testing the existing design and another for an ideal prototype.
Our target group was high-frequent users. So, we picked users who had used Snapp Club to get discounts on food, market, and cab services. For each test scenario, we ran tests with 6 users remotely due to COVID-19.
NB: The user segmentation was done in a team of two product managers, a product designer, a data analyst, and me.
• Some users get confused by lottery or third-party codes and do not know what to do with them. New modal copies are helping, but some users still do not read the copies thoroughly.
• Users mentioned that the process of redeeming points from other flows than Snapp Club is complex, which may prevent them from using Club offers.
• The expiration explanation in the FAQs seems confusing
During the Usability Tests, we identified issues with Snapp Club cards's images, copies, and the overall content hierarchy. To address them, we conducted unmoderated closed card sorting to reorganize the cards. Based on the results, we discovered that users seek the most significant information: the monetary amount or needed points, the offer type, and the expiration date.
NB: Due to limited resources and time management, we ran the tests with a non-professional tool and a small sample size, leading to uncertain conclusions.
We conducted another round of usability tests to discover issues in the final phase. In this phase, we tested Snapp Club followed by Superapp Homepage.
With the help of the call center team, we recruited more than 30 people, segmented them based on their level of usage, and ran 15 moderated in-person usability tests:
NB: Due to the limitations imposed by sanctions, we had to manage the entire process of recruitment, execution, and analysis of tests manually, instead of using user testing tools. Although this extended the project timeline by approximately two months, the most significant challenge we faced was the cancellation of tests by users.
We prioritized the final findings using a severity scale with the following definitions:
In addition, I could engage more colleagues and stakeholders, leading to a step up in UX maturity. I remember the developers and QA engineers interestingly commenting and asking about the last usability testing findings, which was odd until then.
The challenges and failures I faced have made me more resilient and eager to learn and collaborate. For example, I could have more persuasively convinced others to use advanced tools such as UXMetrics.
This project was one of the most important and influential during my time at Snapp Club, significantly impacting our team and product. However, we faced several challenges, such as data errors, inefficient recruiting, wrong tool choices, and resource limitations.
These obstacles taught me valuable lessons. I learned the importance of patience, as rushing often leads to mistakes. I realized the need to be decisive in selecting the right tools from the start. Most importantly, I understood the value of deeper communication with stakeholders to anticipate issues, align expectations, and secure better support throughout the project.
