Egencia Onboarding

Companies can improve their bottom line by doing 1 of 2 things -- increasing revenue OR reducing costs. I was on a cost-reduction team during my time at Egencia.

In 2018, the executive team asked our team to reduce our highest operating expense in the company -- $150M/year spent on servicing customer support calls.

Reports indicated that nearly half of all travelers called Egencia travel agents at some point on their journey.

Each call cost the company $17. At Egencia's scale, even a 1% contact reduction would lead to $1.5M in savings.

The Users

• The Executive (1-2 trips/month, booked by Executive Assistant)
• The Road Warrior (weekly travel, often to same locations repeatedly)
• The Annual Offsite Traveler (1-3 trips/year)
• The Executive Assistant (booking on behalf of 1-3 company executives)
• The Bulk Arranger (booking for big company events -- trainings, offsites)

The Strategy

To develop our strategy, we analyzed our goal through 4 lenses:

1. What do our customers expect?
2. What are our competitors doing?
3. What are our team capabilities with current resourcing?
4. What does the company want/expect?

The Bets

After analyzing the problem from these lenses, we narrowed our efforts to 3 team charters, which were comprised of 5 feature bets, as well as committing to test across the product.

1. Educate Users -- Our team's core charter
2. Create an effortless journey -- Think horizontal, across product verticals
3. Influence vertical product teams -- Evangelize friction-reduction

Help Center

To begin my discovery process, I audited products for inspiration, and even user-tested against our competitors.

The help center was needing some product love -- this was a known issue. Content was relevant, having been refreshed by the marketing and customer support teams, yet the help center itself was merely a list of articles shown on its own app.

We wanted to redesign the help center to make the content more dynamic and timely, and I had a strong sense that making it contextual would be the ideal experience.

Hypothesis

By creating a contextual help center that surfaces relevant help articles before showing contact options, we can help users to more easily self-serve without leaving their current flow, thereby decreasing call propensity and contributing to higher net revenue.

Solutions

To begin, I blockframed as many ideas as I could to get all the concepts out of my head. After a week of iteration filled with internal feedback from cross-functional stakeholders and gathering constraints from engineers, I dove into testing 3 concepts via Usertesting.com.

Option 1: Channel Guidance

Option 2: Channel guidance + Rich trip info

Option 3: Simple and Straightforward

Outside of Option 2, the unmoderated user testing results were positive for 1 & 3.

Results

For v1, the PM and I decided to launch with Option 3 to cut down on the engineering cost and get something out to market quickly.

The test ran to statistical significance quickly. It had FAILED miserably -- calls went up by 5.9%. 🧐

Testing

When launching the v1 design, I had suspected that the Contact Us fallback button at the bottom of the page might be too discoverable. So, we decided to run a multivariant test:

• Variant A = Legacy flow
• Variant B = V1 + reduced button prominence
• Variant C = V1 + reduced button prominence + button shown after search

Variant C drove calls down by 2.8%, and came out a clear winner in this multivariant test. We rolled it out globally.

Aggressive testing is key to rapid learning

As a public company, executive leaders were very conservative with our testing strategy. New motto: Ship frequently, measure a lot, and learn quickly.

Keep it ethical AND practical

In the end, I'm glad we ran the multi-variant. We ended up doing no harm to customer sentiment, and found that more customers were finding and reading the suggested help articles. Sometimes, what may feel unethical is actually just what the user AND business needs.