Project
Service Customer
In Campbell’s STAR, Independent Distributors can service stores along their route that sell Campbell’s Snacks.
Problem
Distributors lack a consolidated digital experience when servicing Campbell’s Snacks stores along their independently owned routes. They also lack real-time insight into their sales metrics and inventory throughout the ticketing process.
Discovery
Problem definition and goals
Data and user interviews with active distributors revealed a few important pain points:
Distribution routes are independently owned, so they don’t HAVE TO use any tools from Campbell’s Snacks.
Campbell’s Snacks is missing key metrics and insights into their distributors, and there is no way to surface those insights back to the distributors.
Distributors have little to no incentive (besides profit) to coordinate business efforts with Campbell’s Snacks.
Primary goals:
Create a streamlined and consolidated route-servicing experience that connects two separate databases.
Surface sales metrics from the separate Campbell’s STAR work stream, offering insights and promotional information.
Decrease paper usage and address recurring technical support topics experienced by Campbell’s Snacks.
User personas
In collaboration with Campbell’s Snacks' business development and database teams during discovery and scoping, we identified two core user cases we needed to cover:
Single-route distributors
Multi-route distributors, either a business owner with multiple subordinates or a single distributor owning multiple routes.
Background artifacts
With the problem, goals, and user personas identified, user research includes:
Gathering of existing feature validation, user personas, and user feedback artifacts from the strategy and research phase.
References to any proof-of-concept materials or artifacts, if available.
References to PI planning deliverables — timeline, roadmap, scope.
User interviews and gathering of customer feedback.
Promotions POC
POC Prototype (Figma)
Team alignment
In collaboration with Campbell’s Snacks stakeholders, product owners and managers, business analysts, design, development, and API teams, we all align on the following:
Problem needing to be solved
Goals and business values
User personas, permissions, user mindset, and setting
Design and technical assumptions
Feature and technical requirements (AC)
Site structure and navigation
MVP outline
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Collaborative documentation tools, along with AI expedites research and synthesis.
Figjam
JMiro
Claude.ai
ChatGPT
Problem, goals, acceptance criteria, and general assumptions (Miro)
Technical dependencies, flows, and questions (Miro)
Design
Audit, distill, validate
Using discovery phase deliverables and artifacts, the UX/UI work begins with referencing existing experiences within the app. Based on the goals of the new feature:
Identify required technical iteration
Identify required UX iteration
Mind on the macro while in the micro
Iteration
Following the discovery sessions for Item-level Promotions, design meets with development to get early feedback, thoughts, red flags, and validation. A previously built feature needed iteration due to complexities between data-driven pricing edits and user-driven pricing edits.
Challenge: Compounding pricing edits from two separate databases
Challenge: User-driven pricing edits and templates
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Challenge:
Dynamic data and technical challenges started to become real difficulties. In hindsight, we should have designed and built a couple of feature functionalities in reverse order — promotion templates, then apply promotions and discounts. That being said, stakeholders needed to discuss and discover them in a different order, not conducive to design and development.Solution:
Isolate those two areas of data input and manipulation to different work areas to avoid data needing to be so dynamic.
User flows and functionality
After documenting technical and design dependencies, surfacing and resolving questions in collaboration with Campbell’s Snacks stakeholders and developers, exploration begins — MVP and beyond MVP.
Pages vs flyouts
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Requirement:
Item-level Promotional details have multiple touch points — sometimes it’s a page (a part of the navigational structure), and sometimes it’s a flyout (appears on top of any page and not a part of the navigational structure).Solution:
The Item-level Promotion list needs to also be in a flyout.Reduce clicks
Avoid navigation
Future-proof
Better flow — less screen transitions
UX refinement
After one or two rounds of stakeholder, technical, and design feedback on initial user flow and functionality concepts, prototyping, testing, and UI design begins:
Interactive prototyping to communicate functionality, flow, and generate stakeholder and technical feedback and buy-in.
Use existing design system components and patterns, validating or identifying areas of iteration.
A/B test interactivity, hierarchy, and flow during stakeholder and user interviews.
Validate with API and development teams (scope).
Validate use of design system patterns.
Identify MVP, adhere to the design system, and scope.
Explore beyond MVP to identify future iterations and improvements.
MVP (Figma)
Post-MVP (Figma)
Iteration
Navigation took a bit of iteration as we negotiated existing technical limitations against requirements added to the scope from Campbell’s Snacks stakeholders.
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Challenge:
To view store and promotional details when servicing a customer, the user must save their work, exit, and then navigate back to resume their work. Stakeholder direction was to avoid saving and exiting, and required a seamless transition between in-progress service tickets and ALL store details, without work being lost.Solution:
Hide the main navigation bar on any store details page IF the user navigates there from a service ticket that is in progress, and replace it with a component with a single call-to-action allowing them to bypass the navigation back stack that comes with the main navigation bar — working as an isolated “back button” specific to this workflow that allows the user to resume without an lost work.
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Description text goes here
Final UI
Final mockups were approved for handoff to development — agile iteration continued over the following months.
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Primary components
Functional interactivity
Interactive states
Dynamic data
Animation
Primary page views
User personas and permissions
Modals and system alerts
Menus
Search/Filter
Scroll behaviors
Error states
Edge cases
Interactive prototype(s)
Micro-interactions
Screen transitions
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Challenge:
Product names can be very long, coming from a database where our team has no influence. The amount of required data input, tools, and additional access to more information for each product while servicing a store. Additionally, users are often on the move — working in their truck or walking around the store.Solution:
Separate the types of service between two tabs, rather than choosing to deliver as well as receive a return of the same productAllows for maximum screen space (user setting)
Reduce complexity (non-technical users)
Clear separation and labeling between two very different types of transactions (reduce tech support)
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Challenge:
Servicing a store takes time — walking around the store, communicating with multiple store employees, manual labor, trips out to the trucks, etc. Distributors also lacked real-time insight into their inventory and sales metrics.Solution:
A drawer that can open and close over the top of any page gives the user access to the entire application and allows them to move their work out of the way, if needed, and pick up at any moment. Additionally, data in the summary drawer is dynamic, so the user can be confident that their bottom-line profits are accurate at that moment, regardless of selling more, returning more, adjusting their virtual inventory quantities, and applying promotions.Real-time insight into sales metrics, inventory, and store performance (profitability)
Open-ended workflow and research (user setting)
Minimized navigation (non-technical users)
Real-time data summary (user adoption)
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Challenge:
The interface started becoming more and more busy, as features were added, making the experience on smaller devices such as phones (10% of the user base).Solution:
Design spent a full sprint on “mobile optimization” — drastically improving the experience on smaller devices, as well as adding some improvements across all device experiences.Hide main navigation on scroll, show on immediate reverse scroll (user feedback)
Responsive table body cells (user feedback)
Refactored summary drawer (user feedback)
Button Group component (user feedback)
User flow documentation
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Challenge:
There is a separate part of the application (outside of Retail Management) that displays promotions on the user’s weekly distribution calendar, where color is used in very specific ways, revolving around schedule and time.Solution:
When the user is servicing a store using the STAR Route Management feature set, those same colors are used to connect those work streams — Route Execution and Route Management.
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Challenge:
Dynamic data and technical challenges became a problem when initially attempting to allow for manual price editing alongside promotion management.Solution:
Iteration was required — isolating those two areas of data input and manipulation to different work areas to avoid data needing to be so dynamic.
Impact
$12M+
Largest Contract
in Agency 20+ History
+$8.4M
2023-Present Account Extension
~53% of product
Personal Contribution
Governance
Design System Contribution