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CRO project to increase on-site sales of the Vodafone IoT range of products, by identifying and removing our shopper's hurdles.


Role: Principal UX/UI Designer
Team: 1x Product Owner, 1x Senior UX Architect, 3x Developers, 1x QA Tester.


In 2017, Vodafone launched 'V by Vodafone,' their inaugural line of IoT (Internet of Things) devices. However, after six months of collecting live data, the results were far from satisfactory. The conversion rate consistently remained below 0.014%. Our primary objective was to investigate the reasons behind this abysmally low conversion rate and devise strategies to enhance it.

To kickstart the project, we analysed quantitative data provided by Vodafone's analytics team and conducted a heuristic evaluation of the website. These findings formed our initial assumptions, which we then validated through testing with Vodafone users.

We analyzed the data provided by the Vodafone team, including Journey Flows, Funnels, and heat maps. This analysis provided us with a preliminary understanding of the underlying issues on the site.


As depicted in the graph illustrating December 2017 conversions, over 90% of the traffic dropped off on the first page. Out of 64,000 users, only 1,900 reached the checkout with only 9 items purchased, resulting in a conversion rate of just 0.014%.

6) The Product List banner had low visibility, with less than 1% of users seeing it. Although it provided an indication of product prices, it lacked clear call-to-actions such as 'learn more' or 'add to cart.'

5) The 'Download the app' banner was relatively clear, although users' understanding was influenced by the impact of the second section.

4) The V-Sim banner further complicated matters and caused confusion. Although the goal was to explain the subscription model for these products, it lacked clarity and added to the confusion.

3) The product range section, where the products were first displayed and explained, generated interest. However, users still felt perplexed by the initial messaging, as one user remarked:
'An exciting range of smart devices' is clearer, but I'm not sure how this is protecting anything...'

To address the significant drop-off on the Home page, we conducted user testing and identified several key insights:

1) The above-the-fold section emerged as critical, as heat maps and user testing revealed that the large majority of users did not scroll past this point.

Most users didn't scroll down, assuming there was no more content, while others mistakenly perceived V by Vodafone as an insurance offering, stating: 'I thought it was for travel insurance' and 'Everything you love is safe... what does that actually mean?' 

2) The Ecosystem banner introduced confusion for users who did scroll down. While some attempted to interact with the icons, others interpreted V by Vodafone as an app of some sort.

8) The "Buy Module" section is displayed too late, resulting in limited visibility. This likely explains the low number of items added to the cart, let alone purchases."

7) The Compatibility Checker appears late in the user journey, leading to frustration for the remaining users who find their car is not compatible.

6) The app banner solidifies users' belief that the page primarily focuses on the app, causing many to scroll back up and overlook the content below.

5) The V-Sim banner raises user inquiries as it serves as the initial introduction to the product for some, with unclear correlation to their mental model.

4) The second USPs section improves product explanation, but the use of app imagery reinforces the "app" mental model. A user remarked, 'Oh, so it is an app.'

3) The first USPs section, featuring "Support" iconography and language, reinforces incorrect user mental models.

2) The Discover section continues to prioritize app imagery with an insurance tone. Users often overlooked the product video, as one user commented, 'I didn't realize it was a video.'

The product page encountered conversion challenges, with the following issues identified from quantitative and qualitative data:

1) The lifestyle banner lacks emphasis on the product, reinforcing ambiguity from the home page.

The checkout page also struggles with conversions, with only 9 items purchased out of 1,900 unique views in December 2017.

1) The banner occupies significant space but lacks content, offering no value to users.

2) The breakdown section presents several underlying issues, including a duplicated 'Total' card that causes confusion and the actual breakdown appearing below the fold, with item prices doubled.


Our primary goal, for this project, was to identify conversion barriers, conduct thorough testing, and develop various design and A/B testing variations. 


In April 2017, despite similar site traffic (69,000 unique visitors), we achieved a remarkable 2043% increase in sales, with 206 items sold (0.3% conversion rate). 

The upward trend continued in May, with an extraordinary 5114% conversion rate increase and 533 items sold for 73,000 unique visitors (0.73% conversion rate).


Following our project, Vodafone launched a marketing campaign featuring Martin Freeman, resulting in an average of 560,000 daily site visits in June. 

With a daily average of 4,704 sales and a 0.84% conversion rate (5900% increase), the project's outcomes surpassed everyone’s expectations.

As a result of this success, EY Seren was contracted to implement the complete range of products on the IoT site and focus on enhancing conversion rates on their .com website as well.

This information helped us identify the underlying issues contributing to the low conversion rate and formed the basis for our assumptions on potential solutions.

Building upon our initial assumptions, our redesigns focused on capturing attention and engaging users, ensuring they would stay long enough to explore these novelty products. 


To achieve this, we utilized the brand's vibrant red as a focal point and integrated captivating animations.

We reorganised the 'Discover' section into tabs to maximise space and track user-relevant information effectively. Additionally, we included a 'Specification' and 'What's in the box' tab to provide essential information specifically tailored for 'Explorers' and 'Spearfishers'.

Upon scrolling past the 'buy module,' we implemented a 'Buy Tray' that remains pinned to the top of the page, ensuring easy access for users at any stage of their journey.

Lastly, we included a link to download the V-Auto app, enabling users to access its full range of functionalities.

We introduced a visual representation of the purchase-to-use process to illustrate the simplicity of activation and usage, while also introducing the subscription model at the appropriate stage.

The 'Discover More' section was designed specifically for 'Explorers' and 'Spearfishers' who seek additional information before making a buying decision.

We incorporated the 'Model Checker' module to allow users to exit the journey as soon as possible if their car is incompatible with the product.

To address the product page, we incorporated a prominent bright red banner with a clear call-to-action for an explanatory video, aiming to establish the correct mental model about the product right from the beginning.

Subsequently, we positioned the 'buy module' to further highlight the product and enable users to make a purchase directly if they felt adequately informed by the video and explanatory text.

We streamlined the checkout process into three easily identifiable steps, providing clarity on the duration of the process.

In Step 1, we optimized the space and eliminated confusing elements by reorganizing the information architecture. Instead of repetitive and non-value-adding information, the accordion now reveals critical additional details.

In Step 2, we implemented a just-in-time approach, grouping all necessary user information. Additionally, we included a login section for existing Vodafone customers to expedite the process.

Step 3 retained the existing payment process, as no issues were identified.

As part of our testing and learning process, we aimed to remove any elements that were not useful or caused confusion, focusing solely on the essential components and placing a strong emphasis on the product.

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