Jetstar — Manage My Booking Conceptual Discovery

Jetstar are looking to redesign and rebuild the critical comms and commerce channel - MMB (Manage My Booking). There is an appetite within the business to not only bring this platform up to speed with dotcom and NGBE (Next Generation Booking Engine) in terms of look, feel and experience but also to increase the value of this platform to the user and to the business. 

Jetstar has engaged Isobar to go through a discovery phase to posit a future state for the platform which will inform a business case for their 100% self service initiative which will ultimately fund the evolution of MMB. 

Objectives and measures:
Constraints and mandatories:
• There are a number of other projects and initiatives that could inform or influence the MMB platform - eg: My account, personalisation, disrupt portal.

Expected outcomes:
• An understanding of the customer and their problems.
• An understanding of how competitors have solved problems in this space.
• An understanding of the business problem, and in which context the product will sit.
• An understanding of how the users interact with the system currently and how they could interact with it in the future.
• An understanding of possible opportunities to increase ancillary revenue.

Discovery phase
Activities: Discovery workshop  Analytics review  Contextual enquiry  Current customer journey map  Landscape review

Discovery workshop
We ran a discovery workshop to identify and define challenges, opportunities and goals for this project. It also aligned the team around the challenge, determined the focus, and influenced the approach.

The purpose of the workshop was to gain an understanding of where we are and what we know. We did a review of the current user experience, business goals and system capabilities. We identified the self-service capabilities of the portal, ancillary product offerings, purchase and payment requirement and associated business rules. We also defined competitors and/or best practices to be considered in the landscape analysis, as well as confirm assumptions. 

The workshop also review customer insights and other documentation meant to feed the project to identify the gaps in knowledge and to agree on prioritised scenarios during the discovery phase.
Design canvas
In a group of 3, we asked everyone to make a design the ideal customer journey that illustrates the steps the customers go through when engaging with MMB.
On post-it notes, everyone was invited to contribute to the business and user goals for this project.
We got everyone to list down the competitors or areas we should be investigating. This further inform our work during landscape review.
Questions for customers
We listed out a bunch of questions we would want to validate and invalidate during our user testing sessions.
Analytics review
Jetstar will provide an Omniture report, customer care data (NPS and logs), session recordings and heat maps to give us insight on current use, patterns, and an understanding of where are things under utilised. Typical areas we will review include the Your Trip page, Passengers page and the purchase flow. This information will help to guide the new information architecture and to identify opportunities for timely communication of ancillary product offers.

Contextual enquiry
Contextual enquiries allow us to uncover both explicit (conscious) and the implicit (subconscious) behaviours and needs, and can be done collaboratively with business stakeholders if required. 

For this project, contextual enquiry will be conducted at agreed airports to ensure that participants are in the required state of mind. 

People: 20 (15 domestic, 5 international)
How: Customer intercepts
Topics: Usage of MMB for Domestic and International
Arrow indicates colleague doing testing.
• Move from flight provider to value travel provider.
• Move from products to experiences.
• View MMB as one touchpoint in their wider travel journey.

Current customer journey map
Customer journey map is created to help visually describe and better understand the path a user follows through various touchpoints when completing a task. 

By documenting typical paths users take from their entry point, through a set of steps and towards a successful outcome we are able to create an experience vision which shared amongst the product team enables efficiencies in design and development which ensures both the user and business needs are met. 

This deliverable also servers to identify requirements of the systems allowing the users and business to meet these goals. 

Current customer journey user flow:
Getting inspiration Planning Preparing Travelling After trip
In detail:
Landscape review
We will carry out a heuristic evaluation of how an agreed number of competitors and players from other industries have approached responsive manage booking/my account design and ancillary revenue generation. A mood board, capturing good and bad solutions to UI, UX and business challenges, will be created. This will be a benchmark document, to be used during Definition and Design activities in later phases. 

Airlines (9):
• Ryan Air (EU)
• Southwest (US)
• Jetstar (ANZ)
• Qantas (ANZ)
• Tiger Air (SG)
• Vanilla Air (JP)
• Air Asia (MY)
• Frontier (US)
• Air NZ (ANZ)

Non-airlines (4):
• AirBnb
• Lonely Planet
• Google Trips

Define phase
Conceptual sprint 
The purpose of this 2-week Conceptual Sprint is to produce various potential design solutions, select the ideal candidate for wire framing, and generate a prototype that can be tested with potential end-users. This is an iterative process over the course of the two weeks. 

Activities: Sketching session  (Prototyping  User testing) 2 rounds  Learn

Sketching session
During the conceptual sprint, we got people to sketch and draw out their ideas and presented them. We later grouped them according to themes.
4 quadrants
Ideas are prioritized based on innovative/conventional vs meets this challenge/meets another challenge.
Design principles
Sell experiences, not products
To increase trust (and sales), we must talk with customers on their terms. Customers respond well to us addressing their trip comprehensively and authentically, rather than “just asking them for money”. Engage with customers using experiences that people want to have.

Personalization is our baseline
Curate what to offer, when, to whom and in which travel mode. Start by giving people recommendations based on who they’re travelling with, and how long for, and where they’re going.  Learn more over time, in order to optimise and increase relevancy.

Expose meaningful detail early
Clearly articulate what customers need to know in order for them to trust the information they see. Be specific, not vague; expose terms rather than hide them. Whether it’s value-adding content, self-service, or ancillary, use clarity to create trust up-front.

3 months before travel concept
Users tend to book flights on a desktop. From research, we know that users tend to book accommodation after flights. Hence we promote accommodation further up top. We also know that in tandem with airlines sites, users use other 3rd party booking sites to look for accommodation and compare prices. Sense of trust is an important element to making sure users get the best value hence endorsement from reputable travel sites or merchandising badges give affirmation.

The IA is structured with "prepare to fly" first following with "destination guides" as that is how people would plan their trips. Content is curated and personalized in a task oriented checklist and is skewed towards being more inspirational.

• Plan my trip tab is a curated and personalized page based on your trip.
• "What kind of trip is this?" section to capture information about the user.
• Ability to dismiss and favourite articles.
• Surface ancil products and content that are relevant eg: if travel with kids, if travel alone.

Day of travel concept
It is mocked on a mobile device as based on research this is how users normally interact with MMB. Based on earlier discovery work, we know that users want functional, contextual and useful information that will help them navigate around the trouble of getting to the airport at ease. Secondary information like "prepare to fly" and "destination guides" are collapsed. On the day of travel, users are also more impulsive when it comes to purchasing ancil products.

• Timeline design.
• Set up reminder for flight.
• Surfaces travel distance and time duration to the airport.
• Arrange a transportation to the airport.
• Indoor airport map.
• Ability to add ancil products like extra baggage or snacks.
Trip hub concept
Residing within the MMB account page. This is essentially a page where we collate all your upcoming trips, past trips and saved trips. Based on your previous travels, the system will also provide tailored trip recommendations.

• Expanded UI for the most upcoming trip with more information eg: accommodation, travel packages and guides.
• Recommended trips based on past travels.
Conceptual design:
Left: 3 months of travel.
Center: Trip hub page.
Right: Day of travel.
User testing
We ran 2 rounds of UT with 6 participants per round.

Testing objectives:
• Test concepts for MMB that are based on context or trip stages (inspire, plan, prepare, travel).
• Understand what tasks, products and contents people expect to perform/see in each trip stage.
• Explore what data points (preferences) we could collect at a trip level to inform personalisation.
• Test perception of value for ancil products (specially travel) by demonstrating reasons to believe.
• Does our mental model of where MMB sits within the broader IA match the customer’s?
• Do customer like the new layout we’ve established for the “Plan my trip: 3 months before booking” checklists? Does it give better information up front?
• Does the customer feel ok about ancil being sold in context of the timeline on “Plan my trip: 48 hours out”?

Questions for validation
Notes from UT
Affinity mapping
Round 1 testing
Round 2 testing

Overall, customers reacted very positively to the concept.

Value + Ancil = 😍
Customers will be more accepting of ancillary product sales if they are in context of content that is truly valuable to their trip.

Page states = 👌
Customers will be ok with us serving up different content at different times.

Personalised content = 💖
Customers expect us to optimise content to their trips and behaviours.

Useful content = 🔁
Customers would be more likely to return to MMB if offered valuable trip content.

Data collection = 😄
Customers will be ok with us collecting their trip data if there is a useful payoff.

• They loved the personalization — they liked that the content was relevant to their trip, and they noticed where content wasn’t relevant to them. 

• Customers responded positively to the mix of value-adding content (guides, “Top activities” lists, in-flight health, etc) being mixed in with ancillary products — having the value-adding content appeared to give them greater confidence in all products and services. 

• We were quite surprised to find that customers reacted very positively to the data collection (“trip purpose”) portion of the concept — we’d expected a more guarded approach, but all participants saw that there was clearly a payoff for inputting their information, and they loved the idea that it would adjust what content they received as a result. 

• Customers indicated that currently, they are unlikely to go to MMB in between booking their flights and immediately prior to travel (consistent with quant insights); however, after being exposed to this concept, they said they would be more likely to return to MMB. This would be especially true if the content presented genuine value, and if we also reached out to them (email, social) to prompt them to get the most out of the content we’re curating for them on New MMB. 

• Another pleasant surprise is that a lot of customers weren’t aware of the breadth of ancillary products and services we offer — some responded very positively to us bringing this to the fore through the checklists, and suggested this may allow them to take care of essentials like airport transfers and insurance. 

• Insights from these sessions support existing quantitative insights that customers are less inclined to buy anything other than ancillary basics (baggage) on domestic routes; however, there appears to be a much stronger opportunity to improve ancillary sales on international routes

• Customers don’t fully trust Jetstar to have the best price, and said they would reference Trip Advisor and other 3rd party aggregators to compare, which risks us losing traffic. As such, we’ll want to look at how we can leverage the brand trust of sites like Trip Advisor to strengthen brand trust within MMB. 

• We need to make some overall UI improvements — e.g., customers all missed the Price Beat Guarantee — so we’ll need to make some changes there. 

• Customers are still a little unclear on the IA and we have an opportunity to really bolster their mental model of New MMB. 

• For increasing self-service, we’ll need to impact some behaviour change as customers don’t currently perceive that tasks like name change can be performed in a self-service capacity. As such, if we want to impact contact centre calls, we’ll need to re-educate customers, both when they end up in the contact centre, and by figuring out how they can self-serve for things like name change. 

• “Help” was seen as a very important touchpoint for solving less common issues (e.g., wheelchair requests)—so the Universal Help content will need to support natural language queries, such as “I need a wheelchair”.