Subsequent discussions with the product managers and the tech team yielded a profound revelation. The perplexing presence of three Call to Actions (CTAs) on the landing page was traced back to a deliberate architectural choice. The insurance questionnaire had been meticulously tailored to cater to the distinct requirements of each insurance category, which presented an intricate problem - the inability to provide a unified point of entry from the landing page.
Although the discovery was disappointing, I removed hypothesis 2 from the equation for now since the data pointed to the users not scrolling to discover the proposition fully.
In pursuit of a streamlined user experience, strategic adjustments were made to the landing page layout. Specifically, product selection options were tactically relocated, enhancing informative engagement and cognisance capacity. This relocation was carried out considering the architectural complexities inherent in the questionnaire development, ensuring a seamless integration of user education. This strategic move allowed me to move to single CTA on the landing page.
Additionally, my analysis revealed a noteworthy source of friction and attrition on the insurance eligibility page. This page, following an in-depth evaluation of the top 5 Price Comparison Websites (PCWs) within the competitive landscape, was traditionally positioned at the end of the questionnaire. Armed with this knowledge I worked with the PM's to add these questions at the end section which avoided any additional pages needing to be developed.
Subsequently, I turned my attention to optimising the product selection page, focusing on alleviating cognitive load and streamlining the textual content. Employing a visual design strategy, I crafted an illustrative representation that effectively outlined the various home insurance product categories. This visual aid was instrumental in simplifying the decision-making process, enhancing user comprehension, and reducing cognitive burden.
A rigorous validation process was imperative to ascertain the tangible impact of the implemented changes. To achieve this, we embarked on an A/B or web lab experiment, which allowed us to not only gauge the efficacy of the modifications but also to ensure that they did not inadvertently exacerbate the situation. This experimental phase involved a comprehensive comparison between the newly introduced design and the pre-existing one, conducted over two weeks.
The post-experiment analysis yielded a noteworthy outcome, with a demonstrable 7.8 basis points per minute (7% increase) uptick in conversion rates. This result underscored the alterations' promising nature and potential to enhance user engagement and overall performance significantly.
However, it is essential to acknowledge that our work is far from concluded. There remains a subsequent phase of analysis aimed at validating hypothesis 2. This hypothesis revolves around the absence of a compelling value proposition to incentivise customers to engage with the Insurance Store. Anticipating that this undertaking will be a substantial endeavour, especially in light of the dynamic landscape wherein even industry giants like Amazon may opt for strategic shifts, we, as designers, must take on the mantle of leadership and help senior leadership make these bold decisions to address these challenges head-on.