Enhancing the Foot Locker Shopping Experience: BOPIS Implementation

Industry

Tech, Eccommerce

Client

Foot Locker

Year

2020

Role

UX / Product Design lead

Manger / Product design lead

Year

2020

The challenge

01

During the COVID-19 pandemic, consumer demand for safe and convenient shopping surged, with curbside pickup and in-store pickup options becoming increasingly popular. However, Foot Locker's existing "Pick Up In-Store" experience across its website and mobile apps (iOS and Android) was failing to meet user needs and drive adoption. This resulted in low utilization of the feature, hindering customer satisfaction and potentially impacting sales.

During the COVID-19 pandemic, consumer demand for safe and convenient shopping surged, with curbside pickup and in-store pickup options becoming increasingly popular. However, Foot Locker's existing "Pick Up In-Store" experience across its website and mobile apps (iOS and Android) was failing to meet user needs and drive adoption. This resulted in low utilization of the feature, hindering customer satisfaction and potentially impacting sales.

During the COVID-19 pandemic, consumer demand for safe and convenient shopping surged, with curbside pickup and in-store pickup options becoming increasingly popular. However, Foot Locker's existing "Pick Up In-Store" experience across its website and mobile apps (iOS and Android) was failing to meet user needs and drive adoption. This resulted in low utilization of the feature, hindering customer satisfaction and potentially impacting sales.

View BOPIS live

View BOPIS live

View BOPIS live

Approach

02

The COVID-19 pandemic dramatically shifted consumer behavior, with a surge in e-commerce and a heightened demand for safe and convenient shopping options. As UX Manager, I led the initiative, focusing on creating a seamless and user-centric experience across all platforms. (1) Addressing User Needs: Based on increasing user feedback and survey data highlighting the growing demand for BOPIS, I tasked my team with developing a cross-platform BOPIS solution compatible with iOS, Android, and our web experience. (2) Streamlining the In-Store Experience: A critical challenge lay in optimizing the in-store experience for Foot Locker employees. We collaborated closely with store operations to streamline order fulfillment processes, minimizing wait times and enhancing employee efficiency. (3) User-Centered Design: To ensure clarity and usability, we conducted rigorous user testing, evaluating the placement and language of BOPIS options across all platforms. (4) Cross-Functional Collaboration: I fostered close collaboration with our Research, Product, and Engineering teams to ensure all requirements and technical specifications were aligned, guaranteeing a smooth and integrated user experience. (5) Strategic Alignment: I presented the BOPIS concept and its strategic implications to directors of Product and Marketing, ensuring organizational buy-in and alignment with overall business goals.

The COVID-19 pandemic dramatically shifted consumer behavior, with a surge in e-commerce and a heightened demand for safe and convenient shopping options. As UX Manager, I led the initiative, focusing on creating a seamless and user-centric experience across all platforms. (1) Addressing User Needs: Based on increasing user feedback and survey data highlighting the growing demand for BOPIS, I tasked my team with developing a cross-platform BOPIS solution compatible with iOS, Android, and our web experience. (2) Streamlining the In-Store Experience: A critical challenge lay in optimizing the in-store experience for Foot Locker employees. We collaborated closely with store operations to streamline order fulfillment processes, minimizing wait times and enhancing employee efficiency. (3) User-Centered Design: To ensure clarity and usability, we conducted rigorous user testing, evaluating the placement and language of BOPIS options across all platforms. (4) Cross-Functional Collaboration: I fostered close collaboration with our Research, Product, and Engineering teams to ensure all requirements and technical specifications were aligned, guaranteeing a smooth and integrated user experience. (5) Strategic Alignment: I presented the BOPIS concept and its strategic implications to directors of Product and Marketing, ensuring organizational buy-in and alignment with overall business goals.

The COVID-19 pandemic dramatically shifted consumer behavior, with a surge in e-commerce and a heightened demand for safe and convenient shopping options. As UX Manager, I led the initiative, focusing on creating a seamless and user-centric experience across all platforms. (1) Addressing User Needs: Based on increasing user feedback and survey data highlighting the growing demand for BOPIS, I tasked my team with developing a cross-platform BOPIS solution compatible with iOS, Android, and our web experience. (2) Streamlining the In-Store Experience: A critical challenge lay in optimizing the in-store experience for Foot Locker employees. We collaborated closely with store operations to streamline order fulfillment processes, minimizing wait times and enhancing employee efficiency. (3) User-Centered Design: To ensure clarity and usability, we conducted rigorous user testing, evaluating the placement and language of BOPIS options across all platforms. (4) Cross-Functional Collaboration: I fostered close collaboration with our Research, Product, and Engineering teams to ensure all requirements and technical specifications were aligned, guaranteeing a smooth and integrated user experience. (5) Strategic Alignment: I presented the BOPIS concept and its strategic implications to directors of Product and Marketing, ensuring organizational buy-in and alignment with overall business goals.

Process

Process

03

The COVID-19 pandemic presented unique challenges to the traditional design process. Remote collaboration, while necessary, introduced complexities in communication and feedback. To overcome these hurdles, I prioritized the following strategies:   (1) Frequent and consistent one-on-one meetings with the Product Manager were crucial for maintaining alignment and ensuring clear communication. (3) These meetings provided a dedicated space to discuss design challenges, review progress, and address any roadblocks promptly. This close collaboration fostered a strong sense of shared ownership and ensured that design decisions were always informed by business goals and user needs. (4) Agile and Iterative Approach: Adopted an agile approach, breaking down the project into smaller, more manageable sprints. (5) Regular design reviews and sprint retrospectives were conducted to assess progress, identify areas for improvement, and refine the design process. (7) Regular team meetings and daily stand-up calls ensured that everyone was aligned and informed about project progress.

The COVID-19 pandemic presented unique challenges to the traditional design process. Remote collaboration, while necessary, introduced complexities in communication and feedback. To overcome these hurdles, I prioritized the following strategies:   (1) Frequent and consistent one-on-one meetings with the Product Manager were crucial for maintaining alignment and ensuring clear communication. (3) These meetings provided a dedicated space to discuss design challenges, review progress, and address any roadblocks promptly. This close collaboration fostered a strong sense of shared ownership and ensured that design decisions were always informed by business goals and user needs. (4) Agile and Iterative Approach: Adopted an agile approach, breaking down the project into smaller, more manageable sprints. (5) Regular design reviews and sprint retrospectives were conducted to assess progress, identify areas for improvement, and refine the design process. (7) Regular team meetings and daily stand-up calls ensured that everyone was aligned and informed about project progress.

The COVID-19 pandemic presented unique challenges to the traditional design process. Remote collaboration, while necessary, introduced complexities in communication and feedback. To overcome these hurdles, I prioritized the following strategies:   (1) Frequent and consistent one-on-one meetings with the Product Manager were crucial for maintaining alignment and ensuring clear communication. (3) These meetings provided a dedicated space to discuss design challenges, review progress, and address any roadblocks promptly. This close collaboration fostered a strong sense of shared ownership and ensured that design decisions were always informed by business goals and user needs. (4) Agile and Iterative Approach: Adopted an agile approach, breaking down the project into smaller, more manageable sprints. (5) Regular design reviews and sprint retrospectives were conducted to assess progress, identify areas for improvement, and refine the design process. (7) Regular team meetings and daily stand-up calls ensured that everyone was aligned and informed about project progress.

Our results

04

This collaborative effort resulted in the successful launch of a user-friendly and efficient BOPIS feature across all Foot Locker platforms, and took nearly 2 years. The implementation of distinct UI components for each platform (iOS, Android, and desktop) enhanced the overall user experience. Key Improvements: (1) Increased order fulfillment efficiency: Streamlined in-store processes reduced wait times and improved employee satisfaction and a whopping 53% profit increase YOY of BOPIS sales. (2) Enhanced customer satisfaction: BOPIS provided customers with a convenient and safe shopping option, leading to increased customer satisfaction and loyalty. (3) Improved operational agility: The successful implementation of BOPIS demonstrated the organization's ability to adapt quickly to changing market demands and consumer preferences.

This collaborative effort resulted in the successful launch of a user-friendly and efficient BOPIS feature across all Foot Locker platforms, and took nearly 2 years. The implementation of distinct UI components for each platform (iOS, Android, and desktop) enhanced the overall user experience. Key Improvements: (1) Increased order fulfillment efficiency: Streamlined in-store processes reduced wait times and improved employee satisfaction and a whopping 53% profit increase YOY of BOPIS sales. (2) Enhanced customer satisfaction: BOPIS provided customers with a convenient and safe shopping option, leading to increased customer satisfaction and loyalty. (3) Improved operational agility: The successful implementation of BOPIS demonstrated the organization's ability to adapt quickly to changing market demands and consumer preferences.

This collaborative effort resulted in the successful launch of a user-friendly and efficient BOPIS feature across all Foot Locker platforms, and took nearly 2 years. The implementation of distinct UI components for each platform (iOS, Android, and desktop) enhanced the overall user experience. Key Improvements: (1) Increased order fulfillment efficiency: Streamlined in-store processes reduced wait times and improved employee satisfaction and a whopping 53% profit increase YOY of BOPIS sales. (2) Enhanced customer satisfaction: BOPIS provided customers with a convenient and safe shopping option, leading to increased customer satisfaction and loyalty. (3) Improved operational agility: The successful implementation of BOPIS demonstrated the organization's ability to adapt quickly to changing market demands and consumer preferences.

Approach

02

The COVID-19 pandemic dramatically shifted consumer behavior, with a surge in e-commerce and a heightened demand for safe and convenient shopping options. As UX Manager, I led the initiative, focusing on creating a seamless and user-centric experience across all platforms. (1) Addressing User Needs: Based on increasing user feedback and survey data highlighting the growing demand for BOPIS, I tasked my team with developing a cross-platform BOPIS solution compatible with iOS, Android, and our web experience. (2) Streamlining the In-Store Experience: A critical challenge lay in optimizing the in-store experience for Foot Locker employees. We collaborated closely with store operations to streamline order fulfillment processes, minimizing wait times and enhancing employee efficiency. (3) User-Centered Design: To ensure clarity and usability, we conducted rigorous user testing, evaluating the placement and language of BOPIS options across all platforms. (4) Cross-Functional Collaboration: I fostered close collaboration with our Research, Product, and Engineering teams to ensure all requirements and technical specifications were aligned, guaranteeing a smooth and integrated user experience. (5) Strategic Alignment: I presented the BOPIS concept and its strategic implications to directors of Product and Marketing, ensuring organizational buy-in and alignment with overall business goals.

The COVID-19 pandemic dramatically shifted consumer behavior, with a surge in e-commerce and a heightened demand for safe and convenient shopping options. As UX Manager, I led the initiative, focusing on creating a seamless and user-centric experience across all platforms. (1) Addressing User Needs: Based on increasing user feedback and survey data highlighting the growing demand for BOPIS, I tasked my team with developing a cross-platform BOPIS solution compatible with iOS, Android, and our web experience. (2) Streamlining the In-Store Experience: A critical challenge lay in optimizing the in-store experience for Foot Locker employees. We collaborated closely with store operations to streamline order fulfillment processes, minimizing wait times and enhancing employee efficiency. (3) User-Centered Design: To ensure clarity and usability, we conducted rigorous user testing, evaluating the placement and language of BOPIS options across all platforms. (4) Cross-Functional Collaboration: I fostered close collaboration with our Research, Product, and Engineering teams to ensure all requirements and technical specifications were aligned, guaranteeing a smooth and integrated user experience. (5) Strategic Alignment: I presented the BOPIS concept and its strategic implications to directors of Product and Marketing, ensuring organizational buy-in and alignment with overall business goals.

Process

Process

03

The COVID-19 pandemic presented unique challenges to the traditional design process. Remote collaboration, while necessary, introduced complexities in communication and feedback. To overcome these hurdles, I prioritized the following strategies:   (1) Frequent and consistent one-on-one meetings with the Product Manager were crucial for maintaining alignment and ensuring clear communication. (3) These meetings provided a dedicated space to discuss design challenges, review progress, and address any roadblocks promptly. This close collaboration fostered a strong sense of shared ownership and ensured that design decisions were always informed by business goals and user needs. (4) Agile and Iterative Approach: Adopted an agile approach, breaking down the project into smaller, more manageable sprints. (5) Regular design reviews and sprint retrospectives were conducted to assess progress, identify areas for improvement, and refine the design process. (7) Regular team meetings and daily stand-up calls ensured that everyone was aligned and informed about project progress.

The COVID-19 pandemic presented unique challenges to the traditional design process. Remote collaboration, while necessary, introduced complexities in communication and feedback. To overcome these hurdles, I prioritized the following strategies:   (1) Frequent and consistent one-on-one meetings with the Product Manager were crucial for maintaining alignment and ensuring clear communication. (3) These meetings provided a dedicated space to discuss design challenges, review progress, and address any roadblocks promptly. This close collaboration fostered a strong sense of shared ownership and ensured that design decisions were always informed by business goals and user needs. (4) Agile and Iterative Approach: Adopted an agile approach, breaking down the project into smaller, more manageable sprints. (5) Regular design reviews and sprint retrospectives were conducted to assess progress, identify areas for improvement, and refine the design process. (7) Regular team meetings and daily stand-up calls ensured that everyone was aligned and informed about project progress.