When Just Eat partnered with Beyond, their aim was simple: they faced pressure from new entrants to the market and wanted to maintain their position as number one in the industry.
Beyond collaborated with Just Eat teams to set in motion a complete transformation of the product—and their organisation. A focus on being product-centric has enabled Just Eat to innovate and iterate at speed, putting the customer experience at the heart of everything they do.
We created eight strategic customer experience pillars that helped guide Just Eat’s end to end product development, focusing sharply on delighting customers in key moments in the journey, identifying opportunities to drive value, whilst setting up the technology teams to seamlessly deliver a best-in-category service. We focussed on a set of key results - increasing the average annual order rate per customer and number of orders served, as well as boosting the restaurant NPS score.
When Just Eat originally started out, they identified a great problem to solve: customers didn’t have knowledge of all the takeaways in their local area. Just Eat gave them this information, and simplified the food ordering process. In doing so, they provided restaurant partners with a new channel to reach more customers. This product/market enabled Just Eat to scale into a FTSE 100 business, and establish themselves as the market leader in 10 of the 13 markets they operate in. But customers lives have changed–smartphones are more powerful than the computers available when Just Eat started and what made them successful in the past won’t maintain their market position or unlock growth.
We set out to understand these macro-trends, and the impact this is having on both customer expectations—and the opportunities it presents. We conducted a heuristic evaluation of the product to understand the experience relative to the competition. We used these insights to create a bold new vision that would beat the competition, while being careful not to lose existing customers with big changes.
At the same time that we worked together to make improvements in the present user experience, we also looked at concepts to differentiate Just Eat and exploit new market opportunities, extending their value-proposition with new services. Over six months, we focused on the following key areas:
We agreed a shared vision for the near-future was required to align Just Eat teams around specific areas of focus. Underpinned by insights, 8 CX foundations sit at the heart of our vision, and describe what is important to customers: Brilliant beginnings; Catering to all food occasions; Knowing me, knowing you; Getting closer to food; Courting the consumer; Hiccup-free delivery; All right on the night; Make a habit of it.
Next, we brought these foundations to life. Together we explored multiple design directions to underpin the future look and feel for Just Eats products and the service provided. We prototyped the first major change to the customer experience – demonstrating how these foundations can work together, and how this would differentiate the consumer product.
We also looked at the restaurants experience, and undertook rapid design sprints around the needs of restaurant partners. We attended the 2018 restaurant expo in London to test and refine our ideas, and created and piloted a new onboarding experience for the restaurant partners. To drive better alignment of Just Eat departments, restaurant partner facing communications, and ensure adoption of product updates with target audiences, we created a go to market playbook which was tested with restaurant partners.
We consulted on the definition of OKRs to align product teams and departments with a single set of topline metrics to provide focus and direction. We also consulted with the CXO and country Managing Directors on the wider investment priorities for 2019/20 and aligned this to the customer experience vision we developed.
We used this knowledge to create executive presentations for the 2018 global meet – an annual events attended by all markets and employees. And finally, to communicate our vision to the business, a creative workstream a new illustrative style to create internal marketing materials including illustrated stories, posters, badges and digital assets.