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We built a desktop web-based prototype which focused on the presentation of luxury brands. The intent was to enable our users to dive deeper into the world of high-fashion. Hence, users were taken on an inspirational journey within the legacy environment of Peek & Cloppenburg Düsseldorf. Design Thinking guided our problem-solving approach, allowing us to identify and address challenges efficiently. The project was kicked off via a Design Studio Workshop in which experts from Shop Management, Procurement, Brand, CRO and UX where gathered under "one roof". This cross-functional team was responsible to define user and business pain points, the new target group and ways to improve the attractiveness of the luxury segment. This collaborative effort spanned six weeks in total.
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We observed a decline in premium brands at P&C*, with many of these brands available elsewhere, leading to customer attrition. In addition to that, further market research revealed an increase in consumer fears and a slow-down in monetary spending as consumers are looking more discreetly at the price-quality ratio of products. During the workshop, we identified key problems from both the business and customer perspectives.
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Our primary objective was to develop a solution that is desirable, feasible, and viable, enabling us to showcase exclusive brands at Peek & Cloppenburg Düsseldorf. To enhance our customer appeal and adapt to shifting consumer trends, we plan to incorporate a premium section known as "Trading-Up." By meeting customer needs, we strive to achieve our ambitious financial targets by 2025.
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We conducted a thorough analysis of our existing P&C* personas, delving into their values, motivations, and pain points. After careful consideration, we identified the sophisticated Shopping Fan and the young Fashion Activist as the primary personas, as they closely align with our target audience. Building upon the insights gathered from the workshop, we crafted a customer journey map to better empathize with our users and guide us in developing tailored solutions that cater to their unique requirements.
After we decided on the general user flow, we began brainstorming by sketching low-fidelity wireframes on paper, prioritizing quantity over quality. Our focus was on personalized content, brand awareness, shopping consultations, and luxury integration in the main navigation, as highlighted in the workshop.
We conducted primary research through usability testing and 1:1 interviews to obtain qualitative data from our test participants. The interviews involved specific scenarios and a 60-minute half-structured flow with a clickable prototype. We partnered with an external agency for participant recruitment, targeting individuals that matched our provided personas. We interviewed five participants virtually, ranging in age from 23 to 66. The gathered information was evaluated using Dovetail, and we presented key takeaways and proposed next steps to upper management.
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Despite operating with our old P&C* online shop, which had outdated technology and limited design exploration, we managed to create an intuitive and contemporary solution for the project. The prototype received positive feedback, offering a refreshing user experience compared to the previous version. Within a tight six-week timeframe, I had to learn a new prototyping tool, determine user flow and sitemap, conduct interviews, analyze the results using a different software, create a compelling presentation, and present key takeaways to management. These insights greatly influenced the roadmap for our new retail project. Conducting qualitative user interviews in a professional setting, observed by stakeholders, was a personal highlight. Although nervous, I embraced the challenge, appreciating the opportunity to enhance my skills and prioritize user-centric design.
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