Vipshop APP- cashier only spell to open five series

Please explain what a flower is before the text begins. If there is no concept, the following article can't be understood.

After obtaining the payment license last year, Vipshop has launched a full-scale impact on Internet finance, launched wealth management, insurance, consumer loans and other products, and even has its own payment brand-only payment. Next, everyone will see it on more and more platforms.

Nouns are explained as follows:

Micro-finance is a payment method in micro-payment, including micro-flowers and micro-treasures.

Danger is similar to ant Bai Hua.

Weipinbao is similar to Yu 'ebao.

When choosing the financial payment of products at the checkout counter of Vipshop, you can use the product flower buds to pay in installments; If the amount of goods consumed is insufficient, you can also use the combination of goods and treasures to pay.

The concepts are a bit complicated, and I feel particularly confused at first, but only by understanding these concepts can I understand the text, so let's start! (I use xx instead of all the data involving trade secrets in this article. )

Vipshop will only launch financial products on 20 16. Up to now, there are more than10 million users, and about 90% of them are opened at the cashier. And the success rate of financial products payment is xx%, while the overall success rate of cashier payment is about xx%, which is nearly 10 higher. This is a good result.

I have been responsible for following up the cashier project and guiding users to open financial products, so I make a complete summary and hope to sort out my own path.

Step one: a simple and smooth start

In the first stage of opening the checkout counter, users were strictly screened, so now you only need to add the introduction of a unique flower to the SMS verification page, which is simple and smooth, and the opening rate is 100%.

Part II: The expanded user pool brings more complicated process.

The second stage of opening the cashier's office expanded the user pool. The security level of these users is low, and opening the cashier room requires complicated operations, which brings complicated interaction processes. After batch operation, the data is poor, the conversion rate is only 45.62%, and the payment success rate is only XX%. The overall data is very poor

Part III: Optimize after analyzing data and customer complaints.

According to the conversion rate data of the page, we optimized the page with weak customer complaint perception. After optimization, the conversion rate of confirmation letter page increased by 6%, and customer complaints decreased in June 15.6%.

Step 4: Risk control and safe communication.

In order to solve the problem that the reserved mobile phone number of the bank, which accounts for more than 50% of the failure of opening, is inconsistent with the mobile phone number of the account, the new card opening process in the existing scheme is compromised after repeated communication, and the optimization result is: the data is stable.

Step 5: reissue the red envelope after the business fails.

In order to save the users who have successfully tied the card, they can make a second payment after the card opening fails, and we reissue the equivalent fast red envelope to these users. Data feedback shows that returning the quick red envelope after the application fails will help to increase the proportion of users who continue to pay and increase the proportion of users who choose quick payment by 20%.

What follows is a detailed introduction of each stage, including the demand background, the reasons and results of the communication between the parties involved, the final plan and the future data feedback, some of which are like running accounts. You can see the communication, sawing and optimization process of a big project.

? Step one: a simple and smooth start

This is the first stage of opening the only cash register. At that time, we had very strict requirements for users' qualifications, such as requiring users' real names and binding their own bank cards, and passing security and risk control screening. Of course, due to the harsh conditions, when it comes to the front-end interactive presentation layer, it is only necessary to introduce the only flower to the user.

The process is as shown in the following figure: cashier only selects wealth management products-selection stage-SMS verification page adds flowers only introduction. The whole process is very smooth, and the success rate is almost 100%.

However, this part of the user pool is limited, so at the end of 20 16, the demand for the second phase of cashier opening in the operation department came.

Part II: The expanded user pool brings more complicated process.

The basic idea of this requirement is to expand the user pool and include those users who have no real name verification and no card. However, in order to ensure the safety of risk control, these users must be confirmed by a strict bank card with four elements (identity information, security code, expiration date and mobile phone number reserved by the bank). In fact, this means that these users can see financial products at the checkout counter. If users choose to pay with wealth management products, they will be guided to fill in the card information to open wealth management products.

When this requirement reaches the interactive presentation layer, the process becomes very long, as shown below.

We are worried that this process will bring the following two problems:

The cashier's first task is to pay, so the long opening process will reduce the success rate of payment.

In the process of payment, users are allowed to use bank card information to open financial products, especially by bundling new cards, for fear that users will think that they are using bank cards for installment payment, which will bring a lot of customer complaints.

Because of these two reasons, my product colleagues and I both think that this demand is unreasonable and the user experience is poor, which is related to operation.

The head of the department communicated, but colleagues in the operation department also complained to us:

? In 20 17, the KPI of the operation department was the opening volume of XWW, which was four times that of last year.

? The demand for users to actively open the unique product page has long been deeply explored, and there is not much potential.

The cashier is the only way for users to buy goods. Opening here can reach a wider range of users.

The number of users who bind their own cards is limited, and 20 16 has been fully tapped. So now it is necessary to expand the user pool and complete this year's KPI.

After fully understanding, I understand the reason why the operation must be done. This demand is really unreasonable from the perspective of user experience, but it becomes understandable from the perspective of company interests. The existence of UED team is to find a balance between user experience and business interests. Since we can't simplify the process, we can only try to reduce the burden on users in the interaction layer.

After clarifying the basic logic, we made the first version of the interactive draft. Due to the tight time, the scheme has been revised repeatedly, and there is obviously room for optimization of the scheme that finally enters the development process. However, running in small steps is the best choice, because everyone decided to go online first, then gray some users, track data feedback and customer complaints, and then optimize the whole. (The picture below shows the scheme at that time)

? Step 3: After the customer complains, analyze the data and make emergency optimization.

It was launched on February 26th and was recognized by 5 million users. More than 200,000 people successfully ran into the cashier. The data of these 200,000 people is far from ideal. As of March 4th, the data are as follows:

Success rate (number of successful credit/SMS verification): 45.62%.

Success rate of Vipshop payment (number of orders successfully paid by Vipshop/total number of orders paid by Vipshop): XX%

In the process of opening, the expected payment success rate is low, but the data of opening success rate and overall payment success rate

What a shame. The batch of this demand was suspended, and we analyzed the data of each page contact point and customer complaints.

Conduct an analysis

data analysis

1, the user contact point data without card binding performed well.

The data is trapezoidal (as shown below). When the user arrives at the contact point where the card number is filled in, the conversion rate of the two contact points is about 95%. So there is not much room for optimization of this process.

2. The data of contact points in the card binding process is poor.

This process is relatively short, which is different from tying a new card. The card binding process is to show the card information to the user for confirmation, and the only thing the user needs to fill in is the SMS verification code. However, the data shows that when the user reaches the contact point of the confirmation card information, the conversion rate is only 29%, and there is still room for improvement in this data (as shown below).

This is obviously a problem with the information page of the confirmation card. When this requirement was made at that time, the content of the card information confirmation page was one

Then the rules were changed. The original plan was to display the name, identity information and mobile phone number of the ciphertext, so that users could supplement the complete information.

Please allow me to confirm the card information.

But later, considering the convenience of user experience, I hope users don't have to fill in the content, just need to confirm the secret letter.

After that, the product manager and risk control safety repeatedly confirmed that they could do this after submitting the interactive draft. because

At that time, the card information confirmation page was in the form of a table, which gave users a feeling more like filling in the card information page in a new card.

Face, users have a heavy ideological burden. (as shown in the figure below)

Although this page has a lot of content, there is still a lot of room for optimization. The content is divided into three parts: introduction of spelling, bank card information and confirmation of real name information (as shown below).

We can optimize the introduction of mosaic and the confirmation of card information.

Because time is tight, Wei Pinhua's introduction directly applies the introduction of the first stage of copywriting. But at that time, the process was simple and the burden on users was light. This kind of pure copywriting content can introduce more content in less space, which is acceptable in the scene at that time. But in the second stage of the process, this page has too much content, which is not suitable for so many words, but more suitable for graphic introduction.

Because the card information (cardholder, ID card, mobile phone number) does not need to be filled in by users, it is not necessary to make a form, and the form of pure display is more suitable.

Next, we analyzed the customer complaints, hoping to optimize them together.

Customer complaint analysis

1, users don't know what a flower is?

Our cashier payment method only includes finance, only flowers, only treasures. However, at this stage, only 0. 1% of the users have a balance in Weibao, which means that 99.9% of the users only use the only flower payment after choosing the only flower financial payment method at the cashier. However, when paying by installment, users need to pay at the personal center-Weipinhua entrance. This leads to users' weak perception of the only flower, and they don't know where to repay when they repay.

2. Users think that not paying by installment is express payment.

Microfinance gives users a feeling more like a platform than a product. And the user chose on this platform.

After not staging, I thought I just chose to pay by bank card.

In view of these data and customer complaint analysis, in the new optimization scheme, we have reorganized the information level of the confirmation card information page, and repeatedly emphasized the quality of flowers in visual display, title copy and button copy. After the interactive draft was revised and confirmed with relevant stakeholders, the requirement was urgently inserted into the iterative version of APP5.34.

So do those optimizations really play a positive role? The data are as follows:

Twenty days after 4.24, the pass rate of the four-element confirmation page of version 5.35 and above increased from 80% to 86%, which was 6% higher than that of the four-element confirmation page of version 5.35 and below, indicating that page optimization can promote the page conversion rate to some extent.

Specific analysis:

For users with pre-charge and cashier card bundle, during the period of 4. 13~5. 10, users with version above 5.35 were distinguished and the page conversion rate was analyzed.

It can be seen that for users with version 5.35 and above, the pass rate of the four-factor confirmation page before April 24 is stable at 80%; After April 24, within 20 days after the optimized page went online, the pass rate of the four-factor confirmation page increased to about 85.5%, indicating that page optimization promoted the page conversion rate.

At the same time, before April 24th, the conversion rate of four-factor confirmation pages of different versions of users was basically the same, but after April 24th, the page pass rate of users with version 5.35 and above was generally higher than that of users with version below 5.35, with an average of 6% higher than that of users with version below 5.35, which also shows that optimizing four-factor confirmation pages is helpful to improve the conversion rate of this page.

Can this effectively reduce customer complaints? I collected and analyzed customers' complaints about poor perception of goods and flowers in April and May, and the results are as follows:

The number of complaints about weak perception of commercial flowers was xx in April and xx in May, down 15.97% year-on-year. Moreover, on April 24, the optimized version of Pinhuahua's weak perception was launched. A week later, at the beginning of May, 70%-80% of IOS users and 60% of Android users have updated to the latest version, but the proportion of customer complaints from these users is only 65,438+00%, which shows that our optimized version of the weak perception of flowers and flowers effectively reduces customer complaints and can maintain the existing staged page design structure.

Specific analysis:

In April, the number of complaints about weak perception of commercial flowers was xx.

Among them, xx item is the customer complaint of the pre-optimized version of weak perception of spelling, accounting for 9 1.6%.

After optimization, the proportion of customer complaints is only 0.08%. However, due to the low proportion of updated users, the optimized 1 customer complaint has no reference value.

Other customer complaints accounted for 7.6%, including repayment, consumer inquiries, web customer complaints and so on. Because we analyzed the customer complaints on the APP cashier installment page, these customer complaints are invalid.

In May, only goods and flowers were weak, and customers complained about xx.

Among them, the proportion of customer complaints before optimization is 80%.

In May, users have greatly updated to the optimized version, and the proportion of customer complaints in the optimized version is only 10%.

Other customer complaints accounted for 65,438+00%, including repayment, consumer inquiry and web customer complaints. Because we analyze the customer complaints on the APP cashier installment page, these customer complaints are invalid.

? Step 4: Risk control and safe communication.

After the process of filling in the card number-filling in the card information-verifying the short message, some users will fail to open the card, and the reason why the reserved mobile phone number of the bank is inconsistent with the account mobile phone number accounts for 50%. The scheme given by the risk control is to verify the mobile phone number of the account again after verifying the mobile phone number reserved by the bank for these users. If the mobile phone number is not bound to the user account, it is necessary to verify the mobile phone number of the user's historical order. If the number of mobile phone numbers of historical orders exceeds 1, users can choose. At that time, an interactive version was made, and the judgment became more and more complicated. (as shown in the figure below)

The user experience of this process is so poor that users can't understand why they have to verify their mobile phone number twice. Even if the user can understand this process, it may be that the mobile phone number of the user's account is inconsistent with the mobile phone number reserved by the bank:

The mobile phone number of the account was bound a long time ago and may have been abandoned, so the user can't get through.

The mobile phone number of the user's historical order belongs to others, and the possibility of completing the verification in a short time is also very low.

Another possibility is that the user has two mobile phone numbers, which can be verified at the same time. This process can only solve this part of users, and the proportion is very low.

From the perspective of user experience, this demand is obviously unreasonable, but because this demand is suppressed by the leaders of the operation department and risk control security, we can't refuse it, so we take the interaction plan to our UED boss for review and ask for his opinions. Unsurprisingly, our boss didn't agree with this demand, and suggested that this part of unsafe users should be directly screened out, or the risk control security should be solved at the bottom to ensure the security of users' accounts, instead of being displayed at the front end.

After that, the product manager organizes the department boss to discuss with the product and operation. Operations are unwilling to screen out these users for KPI, so we reached an agreement to push the risk control and security departments to solve this problem at the bottom. However, the result is not satisfactory. The risk control boss agrees, but the account security party disagrees. This problem still needs to be solved. Later, after discussing with the product manager, the following scheme was put forward:

On the card number filling page, remind the user that the bank reserved mobile phone number and the bank bound mobile phone number must be the same.

On the card information page, if the user account has a bound mobile phone number, it can be read directly and cannot be modified, and the user is reminded that the two mobile phone numbers must be the same; If the mobile phone number is not bound, just remind it to be consistent.

As shown in the figure below:

Such hints not only keep the original interaction, but also inform the process without making it more complicated. The only worry is that too many prompts may reduce the page conversion rate, but the tangential flow effect analysis data from May1June to May 25th shows that:

The average conversion rate of bank card paging users is 52.68%, and the average conversion rate of overall users is 5 1.4 1%, which is basically stable.

The average conversion rate of users who fill in the card information page is 82.43%, and the average conversion rate of the overall users is 82.74%, which is basically stable.

? Step 5: Re-issue the red envelope if the opening fails.

At the same time, in version 6.0, the operator proposed to reissue quick red envelopes for these users in view of the success rate of the second payment after the user failed to open an account. The draft UI is as follows:

From May 1 1 to May 18, the analysis data of flow cutting effect shows that:

Users return quick red envelopes after failing to apply at the cashier, which is helpful to increase the proportion of users who continue to pay and increase the proportion of users who choose quick payment.

Specific analysis:

Within 1 hour after users failed to apply, the proportion of users who returned red envelopes to complete payment was significantly higher than that of users who did not return red envelopes;

Among the users who return red envelopes, the proportion of users who use fast payment is significantly higher than that of users who do not return red envelopes, and the proportion is nearly 20% higher; Therefore, returning the quick red envelope after the application fails will help the user to continue to complete the payment and attract the user to choose the quick payment method for payment.

End of stage

Since the project was launched, more than10 million users have been opened, of which about 90% users have been opened at the checkout counter; And the success rate of financial products payment is xx%, while the overall success rate of cashier payment is about xx%, which is nearly 10 higher. At this point, the opening of cashier financial demand goods has come to an end.

? abstract

Fortunately, I participated in this big project all the time, and in the process of continuous optimization of the scheme, it also triggered some thoughts on my work:

Each department has its own positioning and objectives, the operation department has a clear KPI, the risk control and safety has its own safety principles, and our UED department is responsible for the user experience. Everyone needs to think from each other's standpoint, communicate with each other, compromise and find a balance.

Pay attention to and analyze data and customer complaints, and optimize the scheme according to relevant feedback. My own data analysis in this project is relatively immature. For example, some analysis is time-consuming, I don't understand what data I want, and I have repeated communication and need continuous improvement.

Not every demand can improve the data, and reducing customer complaints is also successful. Pay more attention to customer complaints and listen to users' voices.

Finally, this is my long project record from May to July. Now the development of this project has been very different. I just use it to record the plan at that time, the process of negotiation and the result of coordination.

Although I have left Vipshop for personal reasons, I am very grateful to my friends at that time. This is a very good team. I am also very grateful to my leadership. He is a friend who can joke with us at ordinary times, but he has guidance and requirements for us at work. When I left my job, he took pains to tell me what to pay attention to when I went to the next company, which moved ing very much ... See you in the Jianghu!