Why the redesign you ask?
First is a practical reason, currently the flow wasn't meant to support multiple products, it was originally designed 18 months ago solely to open checking accounts.

Second, we have the opportunity to do so much more for our customers by creating an experience that speaks to their needs in a more human way.

Download full deck highlighting project.
1: Competitive Analysis  2: Associate Analysis  3: Experience Journey Mapping
Competitive Analysis
Open a real checking account, experience the account opening process and learn how our competitors
build the trust of their customers. We each chose a competitor, recorded the experience, 
transcribed the conversation and compared insights.

Insights gained
1. Our competitors understood how to up-sell products without breaking the account
opening experience.

2. The branch experience differs completely from an online experience. The human hand-holding
experience is completely lost when online; a common theme we kept hearing
throughout our research.
Associate Analysis - 360 Cafe
Capital One 360 Cafe's are places where a customer can relax with their laptops, enjoy a cup of coffee while 360 associates tend to their needs in hopes of making them a Capital One customer.

We interviewed 360 Cafe associates along with customers to understand what an account opening experience feels like in a cafe. Not being in a branch or the comfort of your own home dramatically changes the decisioning of a customer when opening an account in a cafe. 

Insights gained
1. Customers loved the human colloquial setting of a cafe which at times played a huge role in deciding to activate an account with Capital One.
2. At times, customers found it difficult to divulge personal information in a setting of a 360 cafe. Security and the safety of their information played a part in there decision to open an account.
360 Associate Jessica
360 Associate Shane
Capital One customer Sheila
Experience Journey Mapping 
Having gained valuable insights from our competitors and associates, it was now time to deeply understand our customers. We teamed up with Adaptive Path (aquired by Capital One) and conducted an
Experience Journey Map Workshop to help us understand their decisions and life events that played a part in their account opening experience. 

Insights gained
1. There are various reasons why people open an account.
Most reasons are based off key human life moments (good or bad).
2. People don't trust banks.
3. People want banks to be honest.
4. Banks should know what people want.
5. People generally have set expectations of what a bank is capable of doing.
User Lab Research - Physical Branch Experience
User Lab Research
Now it was time to test our insights and challenge our hypothesis. We conducted a two-day user lab research session with 12 participants. We recreated and modeled a physical branch setting to elevate and materialize the experience. We all dressed as tellers and memorized scripts to ensure realism. On that day, we were not Product Managers, Content Strategists, Designers, Developers or Researchers; We were bank tellers.

During this experience, we also tested a card sort exercise that allowed the participants to categorize features in buckets of Now, Later and Never. To make sense of the card sort exercise, we gathered the data into Comparison & Composition Charts.

Insights gained
1. Users expect us to know what's best for them.
2. Users are more willing to give personal information to a human than a computer.
3. Customers expect complete transparency. Nothing should surprise them after the account 
experience (e.g. hidden fees).
4. Discovered what is generally important to our customers.

Interface Design with Words
Leading with content strategy first. Testing the conversation.
(We are currently in this phase of the design process)
Content Strategy
Designing UX flows with words to discover what human language empathizes most with our customers.*
*Below are the results from one round of Content Strategy testing. To be continued...

Insights gained (first round)
1. There was a clear divide in how generational sectors interpreted the language we tested.
Customers ranging from 18-35 loved the informal colloquial language. "Banks should speak like this." - Nancy B.
Customers between 35 - 55 often felt insulted by the informality of the language.
"What does this have to do with banking." - Matt R
2. Finding colloquial language that speaks to all of our customers will be the focus of our next test.
Here is the latest prototype of the new OAO product.
We plan to launch this project early Q4.
(page 3 is the new OAO)
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