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[Why] problems & underserved needs
[How] approach
[Outcome & Learning]
[What] feature sets & UX
We had 6 regions operating their own VIP mechanism. All premium services were processed manually and the communication was taking place on messaging apps. Thus, it is hard to scale up and the user experience is bumpy. Users are unclear of their VIP status and related benefits, so there is a lack of motivation to level up.
1. Membership page with design by level
∙ Level of the month
∙ Reward
∙ Progress of next month's level
∙ Service link
∙ Exclusive event
2. Notification
∙ Twice reminder per month: new membership status on 1st, level-up messaging on 25th
3. Admin tool & dashboard
∙ Configuration file by region to set up rules and rewards of each level
∙ Internal web tool to manage and track overall VIP status
We had 6 regions operating their own VIP mechanism. All premium services were processed manually and the communication was taking place on messaging apps. Thus, it is hard to scale up and the user experience is bumpy. Users are unclear of their VIP status and related benefits, so there is a lack of motivation to level up.
1. Discussion with VIP team
∙ Organized existing VIP rule of 6 regions, and led the discussion with teams to prioritize common and essential functionalities
∙ Made a survey to learn teams’ workload allocation among VIP services so as to know which process should be automated
2. Design
∙ Worked with designer to add “sense of honor” and created design guidance to teams
3. Concept testing
∙ Conducted a VIP interview to evaluate UX draft with user research team
4. Development
∙ Discussed with backend engineer to make the feature configurable and scalable
∙ Prepared test plan with RD & QA to handle complicated test scenario
1. The feature reduced avg. 80% labor effort for VIP teams (P as ref); VIP team can focus more on high level users' personal service
2. Revenue did not increase significantly; VIP incentives serve more for VIP satisfaction and may motivate them purchase a bit more; however, the key driving factor may still be streamer related. (eg. streaming duration of their favorite streamers)
3. For this kind of project that turned existing services into digital products, it is critical that PM must strike a balance between “global product design” and “localized function” to ensure a smooth and consistent user experience
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