Same Day Reorder Rate

The goal of the Same Day Reorder Rate project was to identify and test ways to increase diner reorder rate after a restaurnat driven cancelation has occurred.

Problem

When a restaurant cancels an order, customers are often left in the dark about the reason why, and may not immediately realize their order has been canceled. As a result, they must start the ordering process over from scratch, which can be frustrating—especially if they’ve already been waiting for an extended period of time. This lack of clarity and inconvenience negatively impacts customer satisfaction and ultimately affects our reorder rate, which in turn harms our customer lifetime value (CLV).

Our existing experience lacks transparent messaging and proactive next steps.

Opportunity

We know that customers are much more likely to reorder for restaurant initiated cancelation reasons, and over 85% of same day reorders happen within 30 minutes of the order being canceled. We can harness this through:

• Clear communication and transparency
• Prioritizing speed and efficiency
• Automated solutions
• Personalized recommendations
• Streamlining reorder options
• Immediate, proactive concessions

Goal

Our goal is to increase same day reorder rate when a merchant cancels an order by being transparent, empathetic and proactive so a customer may easily place a new order.

We aim to appropriately acknowledge the customer's frustration, and provide a clear path forward.

Success Metrics

• Increase same day Reorder Rate
• Increase Retention Rate
• Improve Customer Satisfaction
• Improve Perception score

My Role

As Staff Designer, I took the lead on the discovery work and guided the team through ambiguity using the Outcome Based Design Framework. I facilitated two cross-functional workshops where we formulated hypotheses, ideated on possible solutions, and refined/prioritized the top ideas by discussing feasibility, impact, and constraints. Following the workshops, I created high-level user flows and wireframes for testable concepts. I crafted a test plan and led moderated user tests, synthesized findings, and refined high-fidelity mockups.

Design Solution

Our solution was a concept that leaned into our core principles: transparency, empathy, and clear next steps. With user experience led thinking, we designed this solution to acknowledge the frustrating experience for our customers and respond with a solution to help them order a replacement meal.

With better overall communication and directional next steps, our solution eliminates core user pain points, making for an experience that better supports our customers' needs.

By uncovering what we know and don't know about the problem space, we're able to identify gaps in knowledge that will help inform research objectives.

Leading Concepts

After the Knowns/Unkowns workshop, there were a few common themes that arrose. We turned those into thought starters for the Ideation workshop. During that session, we rapidly generated ideas for each theme and voted on the top ideas. We then dove deeper by coming up with constraints and considerations for each leading concept, and prioritized them on an impact/effort matrix.

User Flows

Based on the outcome of our Ideation workshop, I began to create high-level user flows and low fidelity mock-ups to illustrate the ideas we felt would be most impactful, focusing on transparent messaging, proactive concessions, and clear next steps.

Concept A

In this scenario, the customer receives an SMS text message explaining the reason for the order cancelation, reassurance that their refund has been processed, and a $5 concession. 

Additionally, a link is provided that encourages the customer to check out some recommendations based on their canceled order. 

From there, they can browse by similar restaurants, fastest delivery times, and previous favorites.

Concept B

In this scenario, the customer receives a similar SMS text message, except the link will bring them to pre-built carts based on their previously canceled order.

The customer will be able to add or remove items by editing their cart or tap express reorder to seamlessly place a new order. They will also have the same option to browse more restaurants if they'd like to explore further.

Study Overview

I crafted a test plan based on the two concepts, and conducted moderated interviews to gather qualitative data. I then synthesized the output of the interview sessions to provide design's recommendations which included a proposed MVP and North Star solution, as well as actionable next steps.

Research Objective

Determine which concept best supports users in understanding and navigating restaurant-driven order cancelations, with a focus on clarity of information, user expectations, and ease of reordering.

Desired Outcome

Inform a design direction that reduces churn and increases the liklihood of reorder after a cancelation, helping to retain customers and build trust during a high-friction moment.

Key Findings

After gathering qualitative data through moderated user tests with 6 participants, we synthesized their responses to glean the following high-level takeaways:

1.

All participants found the SMS message to be exactly what they would have expected. They appreciated the transparency of the cancelation reason, the reassurance around a prompt refund, the delight of the $5 concession, and actionable next steps to reorder.

2.

All participants found the different category recommendations to order from in Concept A to be helpful and intuitive, but could benefit from clearer category labels and definitions. 

3.

Most participants valued Concept B because of the personalized nature of the pre-built orders and felt like the solution was tailored to their needs and was time saving.

4.

Most participants preferred Concept B, but expressed interest in combining elements of both concepts: prebuilt orders (Concept B)  with category browsing options (Concept A).

Proposed High Fidelty Solutions

Design Recommendation

We recommend moving forward with Concept A (MVP) as there's a lower LOE given our current technical constraints with surfacing restaurant and menu-level data as displayed in the North Star concept. 

The MVP concept, while not our preferred solution, is still able to address some of the top customer pain points through transparent messaging, proactive concessions, and providing a clear path forward.

Next Steps

• Extend to cancelation email, push notifications, iOS Live Activities, and current order footer (COF) for messaging cohesion and consistent storytelling
• Socialize proposed Hi-fi designs with stakeholders
• Sync with Engineer partners for a high level scoping session