Harshlotiya

ABOUT THE PROJECT

What’s Allways?

Allways by Plaza Premium Group offers innovative premium airport services. Allways VIP provides over 24 amenities like fast track immigration, lounges, meet & assist etc at 60+ Airports. Previously offering just 4 services in Hong Kong, Plaza PremiumGroup expanded to 24+ global services in 2021.

Time Line – 18 months. 3 Phases. 

This included developing an integrated ecosystem with 7 crucial interfaces like - admin portal, service app, configuration tools, booking platform and more to enable a seamless premium customer experience.

The scope of the project was to make end to end digital solution containing B2B, B2C and B2B2C platforms. It included defining and make solutions for bookings, staff management, agent delivery management, services management etc.

RE-DESIGN

The Re-Design - Final Screens

The Customer facing
Booking Website

Enhanced login in Canvas Student app by adding Google login, QR code access, and predictive search based on research. Integrated college login into the app to address user pain points and elevate the overall user experience.

Below are some screens from the booking portal.

A sneek peak of the
Internal Portals

Admin Portal Displaying the bookings.

Admin Portal - Booking Details/Cancel Booking

Roster Module - Pending Approval/Approved

Service Delivery app for the on-ground agents.

The Process

With our large-scale project involving multiple teams, we needed a streamlined approach. To ensure smooth collaboration, we integrated our design process with agile methodology, aligning both seamlessly.

Research

I started off by collaborating with my team on desk research, including reviewing the documents we received from the client, auditing existing user flows and portals, and conducting competitor analysis. To gain deeper insights into the business, we also conducted over 100 interviews with key stakeholders involved.

Customers     PPG Management Supervisors     Service Agents     Airport Staff

Some important insights were -

  • The current flow of the booking website was complicated and required a lot clicks to book a service.
  • PPG did not want all the 24 services to be live on all the airports. The B2C website had to flexible to accommodate 1 to 24 services, and there had to be a way to configure these without needing any special tools/knowledge.
  • Customers said that the booking experience at the airport was not good because of waiting lines, no self booking option. (Online booking was only allowed 24 hours prior to the service time)
  • Service agents usually miss out on things while performing a service. For example – giving out complimentary flowers in meet & assist service.
  • The customers had some issues with the website but were overall happy with service provided.

User Journeys

After gaining understanding with the help of the project we decided to make user journeys for each service and validated it with the stakeholders from PPG. These flows included detailed journey of the customer from booking to service completion and feedback.

These user journeys provided critical insights into the business, which we then leveraged to develop the Information Architecture. After validating the architecture, we moved forward with screen designs. The project was split into two parts for efficient execution, with my role focused on developing the Service Delivery & Operations. This allowed me to ensure the app's user experience aligned seamlessly with the overall project goals.

Digital Commerce

  • Service Setup
  • Rate plan and Taxes
  • Terms & Conditions
  • Ancillary
  • Pricing
  • Inventory
  • Package
  • Log in & User Role Management
  • Booking Module

Service Delivery & Operations

  • Rostering
  • Job Assignment
  • Agent Service Delivery App
  • Supervisor Service Delivery App

Planning

The project followed an agile methodology, with all planning done in sprints. My lead designer was responsible for planning, providing estimates, and ensuring deadlines and quality. As part of the team, I contributed to these processes and assisted in planning. Throughout the project, the UX team stayed a sprint ahead of the UI team, while the development team followed a sprint behind the UX team to maintain a smooth workflow.

Here’s how we used to plan the project: For example, when estimating a portal with 10 screens, I would break down the tasks and timelines for each screen. This approach allowed us to manage time efficiently and ensure that each part of the design process stayed aligned with the overall project schedule.

So, Considering 2 people working on this, it will take 10 days for wireframes and 13 days for visual design prototype.

Impact

Challenges & Learnings

What I learned

Through the Canvas student app redesign, I learned key lessons in user-centered design:

  • Navigating Research Hurdles During COVID-19 Lockdowns
    That was challenging, but we found ways to adapt and keep things moving.
  • Bridging the Knowledge Gap with the Client
    We had to explain and get them up to speed on how things work.
  • Designing and Testing the Agent Service Delivery Application
    Rigorous testing was key since the end users had low digital literacy.
  • Managing Divergent Perspectives from Multiple Decision-Makers
    Collaborated with 2 clients with conflicting opinions – PPG & the Airport Staff.
  • Designing for Multiple Languages
    This was crucial as the solutions were being rolled out at over 60 int’l airports.
  • Thriving Under Tight Timelines
    Delivered high-quality results within tight timelines through efficient management.

And that’s all from my side.

Thanks for checking this out.

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