Albertsons Schedule and Save
Albertsons
“Setting your weekly shop on Auto-Pilot”
A needed product, a local pilot, and a nationwide launch with 100% SKU adoption adds up to a new Albertsons revenue stream.
April 2021-May 2022
Auto-ship and groceries simply go together. Essentials like cat litter, trash bags, baking flour – we order these things on repeat. When I joined Albertsons a simple pilot program was in development. With my team and partners, we launched a pilot, researched and tested, acted on data insights, and ultimately launched a simplified, better-designed service across all Albertsons company banners. This project successfully added a new, recurring revenue stream to Albertsons.
Role
Director of Product Design
Team
Principal Designer
UXR team
Loyalty Team
Site Experience Team
Omni Channel Team
The research was clear: ~60% of a weekly customer’s grocery cart was repeat items, and there was a proven customer desire to automate shopping.
We started with a local pilot, and refined the experience based on data and testing.
995 (3%) SKUS • 50 Categories • Top 15 CPGs • 120 NorCal Safeways
My team kept an eye on the pilot while designing for the nationwide release. The design work needed to be more refined for this: we were moving to mobile, and our new mobile app introduced a modern design system.
The designer dove into the new library and started working on mobile work.
In this stage, I sped up the design process by working towards alignment: alignment horizontally with the Loyalty pillar, alignment internally with the design team, and alignment upward with executives. I led share-outs and carefully attended to feedback cycles. Most importantly, I focused my designer on designs that aligned with business goals, which improved our success with speedy executive buy-in.
When discussions become too abstract, I illustrate.
My conceptual drawings helped my Loyalty pillar partners and our principal designer to discuss, compare and agree on the most effective places to surface S&S within our ecosystem.
When we had agreement, we knew where to spend the effort optimizing flows.
Our most difficult discussion focused on the product card. With only 3% of our products available for S&S, its presence on the card was erratic. This interrupted the interface.
There was a re-org in Dec 2021. I successfully off-boarded my designer, and on-boarded the leaders of the Omnichannel pillar, the new drivers of S&S. This was the team dedicated to taking the pilot national. With them, we set an aggressive schedule to launch nationally AND on mobile within the year.
Part of the national launch strategy was 100% SKU coverage. This opened up an omnipresent, and simplified, UI element.
