Bring a premium delivery service to the world’s largest retailer.

Background

Customers ordering high consideration, bulky items had limited delivery choices. In order to offer more options, Walmart introduced a new premium delivery service, called White Glove Delivery, in order to allow customers to schedule delivery of bulky items and have installation to their room of choice.

Business Goals

Make it easy for customers to access add-on services

By introducing this new feature, the business aimed to increase the ‘attach rate’ of add-on services from 4% to 6%. The attach rate refers to the percentage of add-on services added along with their anchor item. Other key metrics we were monitoring was GMV, checkout initiation and checkout completion.

Getting Started

Product requirements included adding white glove delivery as an additional fulfillment option that could be selected along with previously existing add-on services (Protection Plans and expert help/home services).

However, analyzing the existing add-on services experience, and doing a competitive analysis of other WGD offerings, we realized we needed to understand more about our customers’ mental models.

Before the redesign: Walmart existing add-on services

Research

Partnering with a UX researcher, I sought out to understand more about our customers’ mental models around fulfillment, delivery options and add-on services.

Research goals

What does WGD experience look like to customers who have purchased large items in the past?
What are customers’ expectations when purchasing large items with WGD?
What is the customers’ mental model related to fulfillment and services?

UX research methodology

Our UX researcher conducted several rounds of generative research to understand customers mental models. These included:
- an open cart sort to determine how users grouped fulfillment methods and add on services
- usability sessions using competitors’ white glove delivery experiences
- user interviews

Findings & recommendations

Shoppers did not understand the terminology used in some websites. White glove delivery is not well understood
Decision-making starts on item page
Online delivery scheduling feature was desirable depending on our flexibility
Shoppers referred to fulfillment types (Shipping/Pickup/Next day delivery etc) as core services. WGD, assembly of product, warranty etc were seen as add-on services
Recommendation: all add-on services should be grouped together

Design Goals

Match customer mental models

Group add-on services together and ensure the services have a parent-child relationship with their anchor product.

Unify the add-on services design

Ensure add-on services are treated equally and consistent patterns and interactions are chosen.

Facilitate easy scheduling

Allow customers to easily schedule their delivery service online, without needing to call.

**Group add-on services**

A key finding from user research was that customers consider add-on services to belong to the same category. For that reason, I decided to group add-on services together, in a parent-child relationship with the anchor product.

**Ensure consistency**

Previous add-on services had inconsistent interactions and patterns. It was important to align these experiences and introduce one, simple pattern for users.

**Easy online scheduling**

Customers found the ability to schedule online very convenient. We wanted to ensure this was an easy and simple process, which involved some re-architecturing of checkout.

**Decisions start early**

Customers were previously only able to purchase add-on services from Cart. Research showed Item page was there the decision making process started so I introduced a design for Item Page.

The Results

Redesign add-on services and adding White Glove Delivery increased revenue by:

Increasing sales of items offered with premium delivery
Reducing return rates due to lost or damaged items.
Increasing attach rates for care plans, and all other services looped in the add-on module.

Walmart White Glove Delivery

Year

Team