Super Mobile App

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We talked with Customer Support to find the biggest pain points.

The business shifted focus to retaining customers.

Our initial focus was getting the experiment out and launching a cash advance product. Once we had a user base, we could shift our focus to improving the product.

The product worked but it wasn't very inspiring or clear.

The previous fintech experience on Super.com

The business shifted focus to retaining customers.

Back to the case study

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Super.com

Building an all-in-one super app.

Hi@DesignsByJoel.com

Linkedin.com/in/joelski/

Project overview

Problem space

With a core product in place, the business pivoted to focus on retention. By talking to customers, we found the problems that stood in our way was our customer's lack of understanding around how the product works and how different Super.com products relate to each other.

Team

Super.com is broken out into a number of pods or Mission Aligned Teams (MATs). My team was focused on Money Movement - getting a cash advance, spending money on the Super Card and building credit. We had 1 Product Manager, 1 Design Lead (me) and 1 Engineering lead.

Metrics

• Month-over-month retention
• Customer satisfaction
• Repayment rates

My role

As a Senior Product Designer I translated our travel-focused brand guidelines and design system to new Fintech experiences. I was responsible for leading stakeholders through design reviews and verifying our assumptions with usability testing, surveys or customer interviews.

Timeline

Ongoing for 18+ months but this case study focuses on about 2 months of work.

Deliverables

• Wireframes and final screen UI from Figma
• Usability Test assets
• Customer Journey Maps and Flow Diagrams

We had a core product but our retention numbers were sliding.

The business shifted focus to retaining customers.

The previous version of the Super.com App

We heard from customers that they didn't understand our message.

Customers didn't understand the difference between our products, how they fit together or how they work.

We had a dedicated User Research team (which I joined later). Consistent feedback we heard was "I don't understand how these products fit together or how the cash advance works".

The onboarding experience for a feature called Spend Power

Examples of an onboarding and education experience

We talked with Customer Support to find the biggest pain points.

A collection of the different Super.com brands and products

These are just a few of the sub-brands or products that Super.com customers encounter

Phone calls and chats showed us this was a pattern, not selection bias.

Our customer service teams categorized calls, chat messages and FAQ views. This gave us a way to quantify the feedback we were hearing in our interviews and usability tests.

More about the process

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Mapping the customer journey helped us understand context.

Telling a story without an overarching narrative wasn't working.

I started mapping the data, flows and customer journey so we could understand how the customer experiences the entire product.

Up to this point, each team was focused on small experiments for their individual products. Work started overlapping and it was difficult for anyone to understand what was actually live at any point in time.

About journey mapping

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A diagram showing how we introduce new concepts on the Super.com fintech experience

This shows how and where we introduce new concepts when a customer signs up for a cash advance

A diagram showing how we introduce new concepts on the Super.com earning experience

And how we introduce new concepts when a customer signs up to earn

Usability tests gave us confidence.

First we tested the idea, then we polished the implementation.

With the journeys in mind, I built a new concept for educating customers. This included pre-signup and post-signup.

I partnered with our UX Research team to evaluate the concepts, iterate and test again to validate our changes.

See what we tested and why

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Education before the customer takes an advance

And after a customer takes an advance

The new post-cash advance experience on Super.com

We prioritized core components.

The MVP of our new cash advance hub on Super.com

Our initial experiment wasn't flashy

Super.com has a very fast moving, experiment driven culture. That meant experimenting into a bigger idea.

I would have loved to build the entire concept but that was larger than our usual scope. Instead we used these educational concepts and usability tests as a North Star for smaller, iterative and informed updates.

About the core components

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Launching an experiment validated our ideas.

Our customers responded quickly to the new experience.

We quickly saw our call volumes reduce week-over-week. It took a few months to see retention and repayment rates to improve but those ticked up as well.

See the experiment

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The final version of our Super.com Cash Advance Hub experience

Once we had confidence, we applied a brand layer

The end state was a success.

We accomplished our goal of increasing monthly retention and repayment rates through education.

Eventually, we experimented into the entire concept and continued to see improvements while we offered a more polished version of our product.

The new experience

The final cash advance experience at Super.com

Highlight the changes

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The previous experience

The old version of the cash advance experience at super.com

Next, we tested concepts to take the education even further.

We ran a Wizard of Oz usability and built intent driven homepages based on our customer data.

With a few weeks left in the year and no major research initiatives, I pitched a new kind of test. The research team and I ran a Wizard of Oz test based on the learnings from our usability tests and emerging conversations about the use of AI in our products.

See the next steps

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