The easiest way is to look at the product in this way, that is, through the eyes of the client. But the product always has a downside: the tasks of the business, employees, partners.
In September 2020, we assembled a cross-functional team of developers, analysts, designers, accountants and the back office and focused on the invisible side of SberMarket: a personal account for couriers and order pickers. We made it from scratch in 3 months.
I'll tell you what product approaches we used in development, how a personal account helped us, and how a good application can make 15,000 operational workers happier (even without raising rewards).
IT solution instead of a granary book
SberMarket delivers products from store shelves. Pickers collect the order, and couriers take it home at a convenient two-hour interval. The entire team of "fields" are self-employed partners of the service.
In each store that is connected to the SberMarket, several such partners are on duty at once, headed by a “senior store” - a supervisor. Prior to the personal account, it was the supervisor who served as an inbound window for all requests and problems that the collectors or couriers encountered in the course of work.
What do partners want to know?
- How much they earned yesterday and how much they will receive in the near future.
- What the client thinks about their work.
- The number of their orders.
- Its build speed.
- Personal rating, which is formed from user ratings. Based on the rating, the premium and bonuses are calculated.
Previously, before the payment of remuneration, the supervisor checked the data in the system with the opinion of collectors and couriers. Does it all fit together? You have so many orders in the system - have you forgotten any? Partners looked in their notebooks or phone notes, confirmed statistics and received payments.
This is the Middle Ages. A modern online service doesn't have to work with granary books. In addition, it is difficult for a store senior to answer the same questions, simultaneously onboard newcomers and draw up shift schedules.
To help the supervisor our own "911 line" worked - an internal mail to support partners. They wrote there with questions that the supervisor suddenly could not solve. But the effectiveness of this channel was extremely low: every day thousands of letters fell there, which managers did not have enough time to rake.
When we began to study the problem, it turned out that the partners were already trying to solve it in different ways, albeit in a very crutch. The partners themselves organized groups in messengers, where supervisors regularly shared the results of the shifts.
We realized that we can't go on like this. It is necessary to give people a convenient personal account for work.
What does he look like
This is a section in an existing application, where orders from customers fell to partners. There are three main screens: the main page, the list of orders and the list of items in the order.
What's on the main: information about the shift, personal statistics (average score, number of orders or items, percentage of cancellations or replacements of goods in the order, and so on), the last evaluated order with a comment from the client, the amount of money earned for the selected period, the button- appeal "report a bug" with instructions and a link to the tip service, if enabled.
What's on the order list screen: a list of orders for a selected period, an order card with a number, a rating and comment from a client, the amount of money earned, the ability to fall into an order and push notifications about useful comments from a client.
What is on the screen of items in the order: cards of products and goods in assembly or delivery, plus an order information button, customer information, order weight, time slot, and so on.
The personal account helped us to reduce the workload on supervisors by 15%. Now all the answers are in the LC. With remuneration payments, it also became easier: from a streaming reconciliation system, we came to a claim system.
In fact, we have automated all payments. Now the supervisor is approached only in controversial situations - just when the partners have any complaints.
How a personal account helps business
We sawed the LC, focusing not only on the needs of partners, but also on the tasks of the operational department. At this time, SberMarket was preparing to switch to a weekly payment system. Without an IT solution, the workload on the supervisor would have grown exponentially. In addition, we had to competently notify all partners that now their reward will come to the card more often.
Now the personal account solves several tasks at once:
- "Legalization" of existing crutches. All the necessary functionality is now in one place.
- Increased trust in SberMarket among partners. When the service provides transparent analytics on orders, people see and know that no part of their work will be lost. They are calmer - they work better and more willingly.
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- One window for any questions. We are constantly increasing the number of partners. It is difficult to communicate with thousands of people, therefore LC is intended to become a convenient single channel of communication. There you can find out, ask and understand any question without burdening the supervisor.
How we found all the "pains"
In our work, we used several product approaches: UX tests, small surveys on a loyal group of partners, and a large survey for 6 thousand couriers and collectors at the end. They also collected requirements and feedback from accounting, lawyers and the information security department, studied competitors and conducted a huge study of internal processes. The personal account turned out to be a cross-domain task, so it was necessary to take into account the opinion of all participants.
Product managers advice:invest more time in UX tests, surveys, and research. With quality work, they take as much time as a full-fledged feature. But they give a cool result. Unknown variables often come up during conversations with respondents, and initially the highest priority tasks may be less demanded by end users.
We did two UX tests - before starting work and after rolling out the first version. We got some insights:
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We quickly saw that 80% of partners visit the LC several times per shift. This exceeded our expectations. The cabinet works for the gamification of labor: people are interested in seeing their progress, it motivates them.
In the process of work, we formed a backlog and understood how to develop the cabinet further. Soon it will become a single tool for interacting with a partner - from recruiting to training and coming to a shift.
Next, we plan to scale the LC to other roles. For example, for universal partners: these are assemblers who deliver the order themselves.
Supervisors also need their own platform to keep track of the operational status of the store and spot problems in time. Convenient IT solutions will help to minimize the routine and leave people only those tasks where they cannot do without a person.
When you use any service (from a taxi, cleaning, delivery and anything else) - think about what it consists of inside?