Sample Slides from business case presentation
1 Senior Product Designer
1 Product Director
1 Engineering Director
2 Group Product Managers
4 Product Managers
1 Tech Lead
1 Product Marketing Manager
UX, Prototyping, Presentations
Nov 2024 to May 2025, project work spanning well into 2027+
Decathlon have a surplus of ‘unspent’ cash from sources like gift cards (B2C + B2B), unredeemed loyalty points, and unretained refund money, which all contribute to a huge amount of lost revenue and lost opportunity to attract and retain customers.
How might we, pilot a POC Wallet concept to identify high value touch-points and test quickly in the customer journey both online and in-store to demonstrate an improved omnichannel customer experience and concrete ROI for the business.
Worked closely with GPM’s, PM’s, Tech Directors and Tech leads to create a visionary deck complete with high fidelity prototypes to sell in the key drivers (backed by data) to the C-suite. Worked with GPM to understand market and contractual limitations in order to strategically choose where best to launch a pilot and what that might look like.
Concept, protoypyes and markets identified during the process all got the green light from C-suite. After Deloitte were brought onboard to advise on financial regulation, they also approved concepts with recommendations of further approvals from the respective financial governing bodies of each proposed country for the pilot. Funding subsequently allocated to launch pilot in relevant countries in order to test a full experience based on the designs and experience myself and the team created.
I worked closely with the 2 main Product Managers who had vast indepth knowledge of the business - how it works and more importantly, how it doesn't. We formed a great allegiance, looping in the Group Product Manager frequently as well as a continuous conversation with the Tech Leads to keep things moving. The relationship I built with these teams in France was the key to keeping things realistic and unblocked and ensuring that I could equip the team with the best chance of (internal) funding sign-off at the end of it - which [spoiler alert] happened! I was involved from the initial planning discussions right through to the presentations of the work and prototypes at the end.
Although there was a clear business case for this work, we started discovery to understand how a 'Decathlon Wallet' might actually benefit users:
-> Understand the existing user experience/pain points
-> Identify key customer journeys online and in-store - where are we falling down
-> Identify tech capability gaps to mitigate blockers later
-> Work with Product Marketing Managers to plug gaps in markets proposed for testing
When user needs/pain points were clearly defined, we had to understand some key business functions:
-> How to add funds to a wallet - huge back office design consideration which needed redesign
-> How to spend the funds - instore and online, what this looks like in the current cash tills designs, for example
-> How Customer Relations Centre (CRC) might access and view all the details for customers needing to solve any problems - a key consideration for a seamless customer experience. If we know the probelms ahead, how might we design to mitigate users getting here.
Defining with product, what would be the best outcome from the discovery and research to best relay the opportunity to prospective funders. We landed on:
-> A deck to showcase business case and proposed outcomes
-> An interactive deck to show what each step might look like with various prototypes, to inspire teams and to start the right discussions internally
Protoypes included:
-> How you convert points to rewards in checkout
-> How to spend your points in checkout
-> How you convert points to rewards in wallet
-> How to notify customers they have a reward
-> How to set a PIN on your cash during an in-store interaction
-> How to spend your cash using a PIN in-store
-> How to reset your PIN in your account on .com
-> How to edit wallet details in the back office 'sportycoins' tool
Design can be used not only to deliver on outcomes, to 'make the thing' but also to build credibility in business. It can shape decisions for people to confidently put vast amounts of capital behind it. The realisation of this was a real growth opportunity for me personally as a designer and the responsibility that was handed to me really made me rise up and deliver on it, understanding what was at stake.
It can be stressful working in environments where there are a lot of unknowns, where the goal posts are always moving and things are needed last minute but building strong relationships with team mates somehow makes it enjoyable. I had the deepest respect for my Product Managers and we managed to pull off a really high quality outcome in often really tough circumstances with frequent set backs and hurdles. I'm really proud of the output but just hope the work remains high quality through to delivery in the future years to come.
A lot of people internally caught wind of the project size and wanted to have input and share opinions. It helped a huge amount to over share progress yet also stay completely focussed on the task with the knowledge we, as a team, obtained.