IMPROVING CUSTOMIZATION

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IMPROVING CUSTOMIZATION ✸

Improving Customization

The ability to customize and the ease with which one is able to do so are consistent drivers for customer satisfaction. It is also a core ordering functionality across our Global Mobile App and Kiosks.

Users who customize are shown to have X.Xx higher order frequency and a XX% conversion rate. Yet customization engagement of known MOP users has decreased from XX% to XX% in the last three years.

Problem Statement

How might be help our customers better personalize their meals while driving value for Markets and minimizing impact to Operations?

UX Research

Competitive Analysis
Internal research and analysis of competitor apps to identity common customization patterns.

“Meta Analysis”
McDonald’s has an arsenal of studies, done both internally and externally, that focuses on user experience and customer journeys. So rather than conducting more research, we analyzed all the existing studies and data to identify key takeaways.

We took a look at 11 reports and studies along with customization data across all five major markets within the last year.

Users who customize are shown to have X.Xx higher order frequency and a XX% conversion rate. Yet customization engagement of known MOP users has decreased from XX% to XX% in the last three years.

Our analysis surfaced insights to the following:

  • Customization habits by channel and fulfillment method

  • Most frequently customized products and type of customization

  • Relationship between conversion and time spend ordering

Product Strategy

Three-legged Stool Model

The three-legged stool model is core to McDonald’s business model and it represents the collaboration between franchise partners, suppliers and employees. We adopted this approach for customizations, which operates at the intersection of Markets, Ops, and our Customer, and we wanted to speak to each leg of the stool to ensure a holistic perspective.

  • Markets have a desire to facilitate “Feel Good Moments”

  • Restaurant Ops seek to maintain kitchen efficiency and product integrity

  • Customers craves robust control over their dining experience

Market Opportunity
Drive consistency across channels.

  • XX% of consumers expect better personalization when tech advances

  • XX% of customers will switch brands if they don’t get consistent experiences across channel

Ops Opportunity
Encourage customization within guidelines.

  • The current customization framework is customer led and Ops is able to continuously adapt

  • Digital order customizations will always be within guidelines

Customer Opportunity
Align on menu definition and avoid excessive complexity.

  • XX% of customers are dissatisfied with ease of placing order

  • XX% of customers are dissatisfied with order accuracy

Inline Customization
Currently customizations take user to a separate page and no customizations options are shown on the PDP (except for premium roast coffee).

Hypothesis
Adding frequently used customizations to the PDP will result in a decreased customization time, an increase in customized orders, and an increase to users adding customizations with an upcharge.

Potential A/B Tests:
A: Display the most popular set of “upcharge” customizations on the PDP
B: Display the most popular set of any customization, upcharge or not, on the PDP

Defined Customization Shortcut
The only customization shortcut present today is “Make it Plain” and on GMA the option does not include any description of what plain entails, nor does it reflect in the customization selection.

Hypothesis
Clearly defining “Make it plain” or any future customziation presents, will lead to a decreased customization time and increase preceived order accuracy. It will also drive consistency as Kiosk already does this today.

Potential A/B Tests:
A: Show “Make it plain” above the fold on the PDP for products that customers frequently make plain
B: Only show “Make it plain” on the full customizations page, but bring it to the top

Quantity Selection
Today on GMA, quantity selection is done through accordion quantity selection. This requires more taps and may encourage users to add more than the necessary amount.

Hypothesis
Using quantity steppers for some customizations will lead to a decreased customization time and potentially improve operations through customers requesting lower quantities of free ingredients (i.e., cream or sugar). This also drives consistency as Kiosk and web ordering uses quantity steppers today.

Metrics & Iterations

We hope to measure outcomes through the following metrics:

  • Time spent customizing (-)

  • Perceived order accuracy (+)

  • Operational cost (-)

  • Order Visits w/ Customization Engagement on GMA (+)

  • Engagement with “upcharge” Customizations (+)

These changes not only help improve customization experience for our customers but create a better foundation for future enhancements.

Dynamic Customization
Based on ordering habits, we could surface users’ most frequently customized ingredients (or preset customizations) leading to an even faster customization and add to bag times.

Your Usuals
Combining Customizations and Reorders data, we could surface “Usual” orders, increasing time to order and perceived speed/accuracy.