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How many grocery store customers do we have? (and how many on each of the domains). This will inform prioritization of our roadmapIdentify the core domain to start to prioritize complex features (like product catalog, subcategories, etc)Increase their motivation to complete the activation process.Identify and track goal achievement to measure the overall success of the onboarding experience.Keeping in mind this is for scaling purposes Involve Account Management / Customer Success team / Support
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Mealogic Case #2
*Scaling Onboarding
One of the main products Mealogic provides is a configurable e-commerce platform that can be white labeled for the companies that use it. The companies using our platform include connected fitness, fitness and health, food and grocery, content creators, and food as medicine companies. Currently we collect the information for platform set up and configuration into a spreadsheet when onboarding a new company. Think information like website URL, filters in shopping experience, theme colors, and other configurable options throughout the platform experience. Then we use this information to configure their website using a command line interface. You are the commerce product manager, how would you approach scaling this process?
Vision
Mealogic provides a configurable e-commerce platform that can be white labeled for the companies that use it. This includes domains such as connected fitness, fitness and health, food and grocery, content creators, and food as medicine companies.
Goal
The ability for customers in different domains to be able to onboarding themselves seamlessly and on their own.
Outcome Hypothesis
Allow customers to onboard themselves will lead to higher customer adoption and it will increase customer satisfaction.
Assumption & Validation
That customers of the Mealogic platform are interested and have the technical skills to onboarding themselves. (This will require some customer interviews to validate).
We don’t want the customer to get lost with the configuration options which causes her to abandon the onboarding process. This could be a combination of complexity and skill level.
The manual process of customer intake creates lots of errors and omissions that are detrimental to successful onboarding. (need more data).
That in 2023 the number of new customers / month are going to grow steadily and become a significant drain on current resources.
In this exercise we are focussed on understanding and streaming the onboarding journey.
One important assumption is that we have the resources to develop digital solutions (If we don’t have enough resources, another approach would be to look for an onboarding software that it’s already made and could impact fast and not expensive)
Alternatives
Currently, they have one or more people in the organization who do a customer onboarding or they have some sort template and gather this information in a Google Sheet template (that is shareable).
Success Metrics
Ratio of Total number of items successfully uploaded / Week
We are not doing
We are not going to develop any storefront which requires more than 1000 products
We are also not building complex features and customization for each domain
Personas
These hypotheses need to be validated with research
Persona Meal Logic
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Customer Journey Map
*This is a high level CJM; metrics and detailed touch points vs scorecards (or emotions) are missing.
Based on a hypothesis of different persona interaction
Customer Journey Map - Mealogic Onboarding
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Roadmap
Inputs to the roadmap
Roadmap - Mealogic Onboarding
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Success Metrics
Success Metrics - Meal Logic
There are no rows in this table
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