Case Study: Bayer Voice of Customer (VoC) LATAM Tableau Dashboard
Project Overview
Challenge
Bayer Crop Sciences utilizes its agritech team, Global Commercial Insights Ecosystem (GCIE) to visualize data metrics via farmer surveys. These metrics help marketing executive leadership to decipher customer’s needs and opinions.
The original Tableau dashboard design lacked a coherent userflow which made it difficult for users to find KPIs (key performance indicators) that would guide them in determining farmer feedback about experiences and expectations for Bayer’s products and services.
Objectives
Bayer runs a corporate program to reach out to farmers for feedback. Surveys are sent out with out 100 questions to determine the following key metrics:
- Net Promoter Score (NPS) – the indicator of farmer’s attitude to the company.
- Customer Satisfaction Score (CSAT)
The key objective is to build an enriched commercial analytics dashboard via Tableau.
The dashboard purposes:
- Provide means to proactively detect bottlenecks and negativity in customer’s experience/relations
- Provide additional dimensions for marketing research
- Provide insights to back up decisions serving corporate targets and strategies
Analytics (dashboard) users:
- Marketing leadership
Project Scope
Data Visualization
Tools
Figma, Miro, Adobe Photoshop
Team
Rustem Zakiev – Project Manager
Product Design Process
Discover User Needs
The pre-existing dashboard in Tableau lacked a coherent user experience that was difficult to navigate. Marketing leadership (who were the primary users of the dashboard) had much difficulty finding data conducive to their decision making. Defining user needs involves:- Breaking down the problem statement
- User stories from marketing leadership
Define the Scope
Using the KPIs all stakeholders have agreed upon, each page of the dashboard is categorized accordingly. This establishes the content that comprises the architecture of the dashboard. This process included the following steps:- Mapping the geolocations for user research surveys
- What types of data to aggregate for VoC
- Determining the KPIs that are the most conducive to the dashboard
Design the User Experience & Product
After approval on prioritization for content, then the product design process takes place. Keeping a clutter-free interface in mind, I came up with this process:- Developing information architecture (IA) for the VoC dashboard
- Creating wireframes to determine how the charts and graphs fit into the layout
- Integrating the Tableau style guide and Bayer Element design system to design the dashboard
1. Discover User Needs
Problem Statement Breakdown
Key Metrics
This report is based on distribution of NPS/CSAT among Bayer’s customers. The distribution dynamics might be displayed by years overall LATAM, by years for particular country, by countries for selected year.
NPS is displayed (as share in percentage %) being adducted to one of the following classes:
- Detractors (NPS 0-6)
- Passives (NPS 7-8)
- Promoters (NPS 9-10)
In some countries, NPS survey is conducted 1 contact per account. In some countries per account are multiple, and in this case, NPS scored from -100% to +100%, calculated as as percentage (%) of promoters -% of detractors
CSAT displayed as shares (as share in %) of selections from the following possible reflections:
- Very Dissatisfied – weight = 1
- Dissatisfied – weight = 2
- Neither Dissatisfied nor Satisfied – weight = 3
- Satisfied – weight = 4
- Neither Dissatisfied nor Satisfied – weight = 3
- Satisfied – weight = 4
Problem Statement
Users of the Bayer VoC LATAM dashboard are most concerned with evaluating the NPS and CSAT score and how those metrics compare by country and variable KPIs. Unfortunately, the old designs are not up to date and are antiquated in terms lacking digestable data visualization. This makes it difficult for marketing executive leadership to make informed decisions from using the dashboard.
User Stories from Marketing Leadership
The VoC LATAM dashboard is created so that the user (marketing leader executive) can get insights. The narrative is formed with user goals at the forefront.
As a marketing leadership executive, I want to:
- Have insights which factors do affect customer’s perception of our brand
- Understand spendings correlation with NPS Score to (eg define promotion, goals, media and plan budgets)
- See if there is any correlation between product’s family and NPS Score to understand if action within a product family department is required
- See if there is any correlation between brand and NPS score to understand if action in the area of brand relationship is required
- See correlations between NPS score and customer’s activity
- See how representative the dashboard is – uniting VoC data with sales data on user identifying attributes, I want to see the share of members embraced by surveys activities
- Assess the potential of Loyalty Program impact on overall NPS of customers and vice versa – impact of NPS on Loyalty Program – does the loyalty program make customers happier? Is a happy customer more likely to enter LP?
- See a correlation between product categories redeemed and NPS Score to mediate NPS Score through redeem strategy
- See the NPS distribution through customer’s segments
- See the impact of climate service on NPS score
- See the impact of carbon service of NPS score
- See the impact of OBM program on NPS score
- See correlation between sales performance and NPS/CSAT
- See which dealer’s have most promoters among their clients to look for best practices
2. Define the Scope
LATAM Countries in the VoC Dashboard
- Brazil 🇧🇷
- Mexico 🇲🇽
- Argentina 🇦🇷
- Colombia 🇨🇴
- Peru 🇵🇪
- Venezuela 🇻🇪
- Bolivia 🇧🇴
- Paraguay 🇵🇾
- Chile 🇨🇱
Local Data to Aggregate the VoC Against
Direct Invoice
- What’s the percentage (%) of clients researched when we have direct sales?
- What are the key takeaways from the VoC research in this group?
- What is the average NPS/CSAT score vs. other sources?
- What is the average NPS/CSAT score between purchased Bayer Units?
Indirect Invoice
- What’s the percentage (%) of clients researched when we have direct sales?
- What are the key takeaways from the VoC research in this group?
- What is the average NPS/CSAT score vs. other sources?
- What is the average NPS/CSAT score between purchased Bayer Units?
Complaints Level
- What’s the impact of complaints in NPS/CSAT scores?
Churn
- What’s the impact of NPS/CSAT scores in Churn levels?
Loyalty
- What’s the impact of Loyalty in NPS/CSAT scores?
EIB (high potential clients)
- What’s the impact of NPS/CSAT scores on RADL clients?
- What are the NPS/CSAT Scores in this group of clients?
RADL
- What’s the impact of NPS/CSAT scores on RADL clients?
- What are the NPS/CSAT scores on this group of clients?
Dealers
- What’s the impact of the dealer on NPS/CSAT scores?
- What are the dealers with the best NPS/CSAT performance?
- What’s the list of clients per dealer if necessary to make any call to action with the dealers?
The business value of KPI metrics candidates suggested in this document was assessed by the stakeholders using the 1-10 scale, the mark applies as follows:
- 7-10: implementation is a must
- 4-6: implementation is nice to have
- 0-3: implementation is optional
3. Design the Product
Previous Tableau Design
The previous Tableau LATAM VoC dashboard design followed a template outlining where to locate the content. Though this was a solid foundation of how to structure content hierarchy, it lacked a proper style guide and branding direction for Bayer.
Information Architecture (IA) for KPIs
Since the information and content for the re-design is cut and dry for this case study, the first step in the design process is to organize the KPI groups before creating the wireframes. The KPIs are what the users will want to first see and evaluate. It is important to make the data visible and easy to recognize.
The KPIs (key performance indicators) were organized in the following groups: 1. Voice of Customer (VoC) 2. Direct & Indirect Invoices 3. Loyalty 4. Customer Programs
Voice of Customer (VoC)
- NPS/CSAT classes shares dynamics over time (year by year)
- NPS reasons distribution over NPS/CSAT classes
- NPS reasons open-ended: detractors word cloud
Direct & Indirect Invoices
- Percentage (%) customers researched
- Average ticket breakdown by NPS Score
- Top N popular product categories breakdown by NPS Score
- Top N popular brands breakdown by NPS Score
- Active customers share by months (years/quarters) to detractors passives/promoters
- Dealer’s performance vs. NPS/CSAT
- Top N dealers by sales amount to detractors/passives/promoters for the last 12 months
Loyalty
- Share of LP members surveyed
- Share of members to all the customers, members/customers breakdown by NPS Score
- NPS Score by Impulso Stars (LP Tier)
- Members with points accumulated/expired/redeemed for the last 12 months among detractors/passives/promoters
- Average redeem amount for the last 12 months by NPS class detractor/passive/promoter
- Top N product categories redeemed by detractors/passives/promoters for the last 12 months
- Top N products redeemed by detractors/passives/promoters for the last 12 months
Customer Programs
- Participants and non-participants breakdown by NPS classes detractors/passives/promoters
- NPS classes breakdown by RADL class
- RADL classes breakdown by NPS class
- Climate program participants and non-participants breakdown by NPS classes
- Carbon program participants and non-participants breakdown by NPS classes
- OBM participants and non-participants breakdown by NPS classes
Wireframes (Lo-Fidelity)
After ideating the information architecture (IA) and contemplation on where to put the filters for the primary and secondary KPIs, I made hand-drawn out sketches for lo-fidelity wireframes.
For dashboard design, there are many moving parts and complex detail that go into it. This is why wireframing is one of the most essential steps in the product design process.
Hi-Fidelity Mockups
After sketching out the wireframes and putting together the graphs/charts using a card sort, then the hi-fidelity mockups were created.
Using the Tableau UI Kit and the Bayer corporate design system, I designed the LATAM VoC dashboard for the final draft for data visualization.
Once the hi-fidelity mockups were designed, they were handed off to developers for Tableau staging and implementation.
Tableau Dashboard Presentation
After organizing the content into the dashboard hierarchy and giving using the Tableau/Bayer design system, we now have a more polished, clean presentation.
Case Study: Bayer Voice of Customer (VoC) LATAM Tableau Dashboard
Project Overview
Challenge
Bayer Crop Sciences utilizes its agritech team, Global Commercial Insights Ecosystem (GCIE) to visualize data metrics via farmer surveys. These metrics help marketing executive leadership to decipher customer’s needs and opinions.
The original Tableau dashboard design lacked a coherent userflow which made it difficult for users to find KPIs (key performance indicators) that would guide them in determining farmer feedback about experiences and expectations for Bayer’s products and services.
Objectives
Bayer runs a corporate program to reach out to farmers for feedback. Surveys are sent out with out 100 questions to determine the following key metrics:
- Net Promoter Score (NPS) – the indicator of farmer’s attitude to the company.
- Customer Satisfaction Score (CSAT)
The key objective is to build an enriched commercial analytics dashboard via Tableau.
The dashboard purposes:
- Provide means to proactively detect bottlenecks and negativity in customer’s experience/relations
- Provide additional dimensions for marketing research
- Provide insights to back up decisions serving corporate targets and strategies
Analytics (dashboard) users:
- Marketing leadership
Project Scope
UI Design, User Research, Data Visualization
Tools
Figma, Miro,
Adobe Photoshop
Team
Yerlan Nurushev – Tableau Developer
Rustem Zakiev – Project Manager
Product Design Process
Discover User Needs
The pre-existing dashboard in Tableau lacked a coherent user experience that was difficult to navigate. Marketing leadership (who were the primary users of the dashboard) had much difficulty finding data conducive to their decision making. Defining user needs involves:- Breaking down the problem statement
- User stories from marketing leadership
Define the Scope
Using the KPIs all stakeholders have agreed upon, each page of the dashboard is categorized accordingly. This establishes the content that comprises the architecture of the dashboard. This process included the following steps:- Mapping the geolocations for user research surveys
- What types of data to aggregate for VoC
- Determining the KPIs that are the most conducive to the dashboard
Design the User Experience & Product
After approval on prioritization for content, then the product design process takes place. Keeping a clutter-free interface in mind, I came up with this process:- Developing information architecture (IA) for the VoC dashboard
- Creating wireframes to determine how the charts and graphs fit into the layout
- Integrating the Tableau style guide and Bayer Element design system to design the dashboard
1. Discover User Needs
Problem Statement Breakdown
Key Metrics
This report is based on distribution of NPS/CSAT among Bayer’s customers. The distribution dynamics might be displayed by years overall LATAM, by years for particular country, by countries for selected year.
NPS is displayed (as share in percentage %) being adducted to one of the following classes:
- Detractors (NPS 0-6)
- Passives (NPS 7-8)
- Promoters (NPS 9-10)
In some countries, NPS survey is conducted 1 contact per account. In some countries per account are multiple, and in this case, NPS scored from -100% to +100%, calculated as as percentage (%) of promoters -% of detractors
CSAT displayed as shares (as share in %) of selections from the following possible reflections:
- Very Dissatisfied – weight = 1
- Dissatisfied – weight = 2
- Neither Dissatisfied nor Satisfied – weight = 3
- Satisfied – weight = 4
- Neither Dissatisfied nor Satisfied – weight = 3
- Satisfied – weight = 4
Problem Statement
Users of the Bayer VoC LATAM dashboard are most concerned with evaluating the NPS and CSAT score and how those metrics compare by country and variable KPIs. Unfortunately, the old designs are not up to date and are antiquated in terms lacking digestable data visualization. This makes it difficult for marketing executive leadership to make informed decisions from using the dashboard.
User Stories from Marketing Leadership
The VoC LATAM dashboard is created so that the user (marketing leader executive) can get insights. The narrative is formed with user goals at the forefront.
As a marketing leadership executive, I want to:
- Have insights which factors do affect customer’s perception of our brand
- Understand spendings correlation with NPS Score to (eg define promotion, goals, media and plan budgets)
- See if there is any correlation between product’s family and NPS Score to understand if action within a product family department is required
- See if there is any correlation between brand and NPS score to understand if action in the area of brand relationship is required
- See correlations between NPS score and customer’s activity
- See how representative the dashboard is – uniting VoC data with sales data on user identifying attributes, I want to see the share of members embraced by surveys activities
- Assess the potential of Loyalty Program impact on overall NPS of customers and vice versa – impact of NPS on Loyalty Program – does the loyalty program make customers happier? Is a happy customer more likely to enter LP?
- See a correlation between product categories redeemed and NPS Score to mediate NPS Score through redeem strategy
- See the NPS distribution through customer’s segments
- See the impact of climate service on NPS score
- See the impact of carbon service of NPS score
- See the impact of OBM program on NPS score
- See correlation between sales performance and NPS/CSAT
- See which dealer’s have most promoters among their clients to look for best practices
2. Define the Scope
Problem Statement Breakdown
- Brazil 🇧🇷
- Mexico 🇲🇽
- Argentina 🇦🇷
- Colombia 🇨🇴
- Peru 🇵🇪
- Venezuela 🇻🇪
- Bolivia 🇧🇴
- Paraguay 🇵🇾
- Chile 🇨🇱
Local Data to Aggregate the VoC Against
Direct Invoice
- What’s the percentage (%) of clients researched when we have direct sales?
- What are the key takeaways from the VoC research in this group?
- What is the average NPS/CSAT score vs. other sources?
- What is the average NPS/CSAT score between purchased Bayer Units?
Indirect Invoice
- What’s the percentage (%) of clients researched when we have direct sales?
- What are the key takeaways from the VoC research in this group?
- What is the average NPS/CSAT score vs. other sources?
- What is the average NPS/CSAT score between purchased Bayer Units?
Complaints Level
- What’s the impact of complaints in NPS/CSAT scores?
Churn
- What’s the impact of NPS/CSAT scores in Churn levels?
Loyalty
- What’s the impact of Loyalty in NPS/CSAT scores?
EIB (high potential clients)
- What’s the impact of NPS/CSAT scores on RADL clients?
- What are the NPS/CSAT Scores in this group of clients?
RADL
- What’s the impact of NPS/CSAT scores on RADL clients?
- What are the NPS/CSAT scores on this group of clients?
Dealers
- What’s the impact of the dealer on NPS/CSAT scores?
- What are the dealers with the best NPS/CSAT performance?
- What’s the list of clients per dealer if necessary to make any call to action with the dealers?
The business value of KPI metrics candidates suggested in this document was assessed by the stakeholders using the 1-10 scale, the mark applies as follows:
- 7-10: implementation is a must
- 4-6: implementation is nice to have
- 0-3: implementation is optional
3. Design the Product
Previous Tableau Design
The previous Tableau LATAM VoC dashboard design followed a template outlining where to locate the content. Though this was a solid foundation of how to structure content hierarchy, it lacked a proper style guide and branding direction for Bayer.
Information Architecture (IA) for KPIs
Since the information and content for the re-design is cut and dry for this case study, the first step in the design process is to organize the KPI groups before creating the wireframes. The KPIs are what the users will want to first see and evaluate. It is important to make the data visible and easy to recognize.
The KPIs (key performance indicators) were organized in the following groups: 1. Voice of Customer (VoC) 2. Direct & Indirect Invoices 3. Loyalty 4. Customer Programs
Voice of Customer (VoC)
- NPS/CSAT classes shares dynamics over time (year by year)
- NPS reasons distribution over NPS/CSAT classes
- NPS reasons open-ended: detractors word cloud
Direct & Indirect Invoices
- Percentage (%) customers researched
- Average ticket breakdown by NPS Score
- Top N popular product categories breakdown by NPS Score
- Top N popular brands breakdown by NPS Score
- Active customers share by months (years/quarters) to detractors passives/promoters
- Dealer’s performance vs. NPS/CSAT
- Top N dealers by sales amount to detractors/passives/promoters for the last 12 months
Loyalty
- Share of LP members surveyed
- Share of members to all the customers, members/customers breakdown by NPS Score
- NPS Score by Impulso Stars (LP Tier)
- Members with points accumulated/expired/redeemed for the last 12 months among detractors/passives/promoters
- Average redeem amount for the last 12 months by NPS class detractor/passive/promoter
- Top N product categories redeemed by detractors/passives/promoters for the last 12 months
- Top N products redeemed by detractors/passives/promoters for the last 12 months
Customer Programs
- Participants and non-participants breakdown by NPS classes detractors/passives/promoters
- NPS classes breakdown by RADL class
- RADL classes breakdown by NPS class
- Climate program participants and non-participants breakdown by NPS classes
- Carbon program participants and non-participants breakdown by NPS classes
- OBM participants and non-participants breakdown by NPS classes
Wireframes (Lo-Fidelity)
After ideating the information architecture (IA) and contemplation on where to put the filters for the primary and secondary KPIs, I made hand-drawn out sketches for lo-fidelity wireframes.
For dashboard design, there are many moving parts and complex detail that go into it. This is why wireframing is one of the most essential steps in the product design process.
Hi-Fidelity Mockups
After sketching out the wireframes and putting together the graphs/charts using a card sort, then the hi-fidelity mockups were created.
Using the Tableau UI Kit and the Bayer corporate design system, I designed the LATAM VoC dashboard for the final draft for data visualization.
Once the hi-fidelity mockups were designed, they were handed off to developers for Tableau staging and implementation.
Tableau Dashboard Presentation
After organizing the content into the dashboard hierarchy and giving using the Tableau/Bayer design system, we now have a more polished, clean presentation.
Bayer Voice of Customer (VoC) LATAM Tableau Dashboard
Project Overview
Challenge
Bayer Crop Sciences utilizes its agritech team, Global Commercial Insights Ecosystem (GCIE) to visualize data metrics via farmer surveys. These metrics help marketing executive leadership to decipher customer’s needs and opinions.
The original Tableau dashboard design lacked a coherent userflow which made it difficult for users to find KPIs (key performance indicators) that would guide them in determining farmer feedback about experiences and expectations for Bayer’s products and services.
Objectives
Bayer runs a corporate program to reach out to farmers for feedback. Surveys are sent out with out 100 questions to determine the following key metrics:
- Net Promoter Score (NPS) – the indicator of farmer’s attitude to the company.
- Customer Satisfaction Score (CSAT)
The key objective is to build an enriched commercial analytics dashboard via Tableau.
The dashboard purposes:
- Provide means to proactively detect bottlenecks and negativity in customer’s experience/relations
- Provide additional dimensions for marketing research
- Provide insights to back up decisions serving corporate targets and strategies
Analytics (dashboard) users:
- Marketing leadership
Project Scope
UI Design, User Research, Data Visualization
Tools
Figma, Miro, Adobe Photoshop
Team
Product Design Process
Discover User Needs
The pre-existing dashboard in Tableau lacked a coherent user experience that was difficult to navigate. Marketing leadership (who were the primary users of the dashboard) had much difficulty finding data conducive to their decision making. Defining user needs involves:- Breaking down the problem statement
- User stories from marketing leadership
Define the Scope
Using the KPIs all stakeholders have agreed upon, each page of the dashboard is categorized accordingly. This establishes the content that comprises the architecture of the dashboard. This process included the following steps:- Mapping the geolocations for user research surveys
- What types of data to aggregate for VoC
- Determining the KPIs that are the most conducive to the dashboard
Design the User Experience & Product
After approval on prioritization for content, then the product design process takes place. Keeping a clutter-free interface in mind, I came up with this process:- Developing information architecture (IA) for the VoC dashboard
- Creating wireframes to determine how the charts and graphs fit into the layout
- Integrating the Tableau style guide and Bayer Element design system to design the dashboard
1. Discover User Needs
Problem Statement Breakdown
Key Metrics
This report is based on distribution of NPS/CSAT among Bayer’s customers. The distribution dynamics might be displayed by years overall LATAM, by years for particular country, by countries for selected year.
NPS is displayed (as share in percentage %) being adducted to one of the following classes:
- Detractors (NPS 0-6)
- Passives (NPS 7-8)
- Promoters (NPS 9-10)
In some countries, NPS survey is conducted 1 contact per account. In some countries per account are multiple, and in this case, NPS scored from -100% to +100%, calculated as as percentage (%) of promoters -% of detractors
CSAT displayed as shares (as share in %) of selections from the following possible reflections:
- Very Dissatisfied – weight = 1
- Dissatisfied – weight = 2
- Neither Dissatisfied nor Satisfied – weight = 3
- Satisfied – weight = 4
- Neither Dissatisfied nor Satisfied – weight = 3
- Satisfied – weight = 4
Problem Statement
Users of the Bayer VoC LATAM dashboard are most concerned with evaluating the NPS and CSAT score and how those metrics compare by country and variable KPIs.
Unfortunately, the old designs are not up to date and are antiquated in terms lacking digestable data visualization. This makes it difficult for marketing executive leadership to make informed decisions from using the dashboard.
User Stories
The VoC LATAM dashboard is created so that the user (marketing leader executive) can get insights. The narrative is formed with user goals at the forefront.
As a marketing leadership executive, I want to:
- Have insights which factors do affect customer’s perception of our brand
- Understand spendings correlation with NPS Score to (eg define promotion, goals, media and plan budgets)
- See if there is any correlation between product’s family and NPS Score to understand if action within a product family department is required
- See if there is any correlation between brand and NPS score to understand if action in the area of brand relationship is required
- See correlations between NPS score and customer’s activity
- See how represenatative the dashboard is – uniting VoC data with sales data on user identifying attributes, I want to see the share of members embraced by surveys activities
- Assess the potential of Loyalty Program impact on overal NPS of customers and vice versa – impact of NPS on Loyalty Program – does the loyalty program make customers happier? Is a happy customer more likely to enter LP?
- See a correlation between product categories redeemed and NPS Score to mediate NPS Score through redeem strategy
- See the NPS distribution through customer’s segments
- See the impact of climate service on NPS score
- See the impact of carbon service of NPS score
- See the impact of OBM program on NPS score
- See correlation between sales performance and NPS/CSAT
- See which dealer’s have most promoters among their clients to look for best practices
2. Define the Scope
LATAM Countries in the VoC Dashboard
- Brazil 🇧🇷
- Mexico 🇲🇽
- Argentina 🇦🇷
- Colombia 🇨🇴
- Peru 🇵🇪
- Venezuela 🇻🇪
- Bolivia 🇧🇴
- Paraguay 🇵🇾
- Chile 🇨🇱
Local Data to Aggregate the VoC Against
Direct Invoice
- What’s the percentage (%) of clients researched when we have direct sales?
- What are the key takeaways from the VoC research in this group?
- What is the average NPS/CSAT score vs. other sources?
- What is the average NPS/CSAT score between purchased Bayer Units?
Indirect Invoice
- What’s the percentage (%) of clients researched when we have direct sales?
- What are the key takeaways from the VoC research in this group?
- What is the average NPS/CSAT score vs. other sources?
- What is the average NPS/CSAT score between purchased Bayer Units?
Complaints Level
- What’s the impact of complaints in NPS/CSAT scores?
Churn
- What’s the impact of NPS/CSAT scores in Churn levels?
Loyalty
- What’s the impact of Loyalty in NPS/CSAT scores?
EIB (high potential clients)
- What’s the impact of NPS/CSAT scores on RADL clients?
- What are the NPS/CSAT Scores in this group of clients?
RADL
- What’s the impact of NPS/CSAT scores on RADL clients?
- What are the NPS/CSAT scores on this group of clients?
Dealers
- What’s the impact of the dealer on NPS/CSAT scores?
- What are the dealers with the best NPS/CSAT performance?
- What’s the list of clients per dealer if necessary to make any call to action with the dealers?
The business value of KPI metrics candidates suggested in this document was assessed by the stakeholders using the 1-10 scale, the mark applies as follows:
- 7-10: implementation is a must
- 4-6: implementation is nice to have
- 0-3: implementation is optional
3. Design the Product
Previous Tableau Design
The previous Tableau LATAM VoC dashboard design followed a template outlining where to locate the content. Though this was a solid foundation of how to structure content hierarchy, it lacked a proper style guide and branding direction for Bayer.
Information Architecture (IA) for KPIs
Since the information and content for the re-design is cut and dry for this case study, the first step in the design process is to organize the KPI groups before creating the wireframes. The KPIs are what the users will want to first see and evaluate. It is important to make the data visible and easy to recognize.
The KPIs (key performance indicators) were organized in the following groups: 1. Voice of Customer (VoC) 2. Direct & Indirect Invoices 3. Loyalty 4. Customer Programs
Voice of Customer (VoC)
- NPS/CSAT classes shares dynamics over time (year by year)
- NPS reasons distribution over NPS/CSAT classes
- NPS reasons open-ended: detractors word cloud
Direct & Indirect Invoices
- Percentage (%) customers researched
- Average ticket breakdown by NPS Score
- Top N popular product categories breakdown by NPS Score
- Top N popular brands breakdown by NPS Score
- Active customers share by months (years/quarters) to detractors passives/promoters
- Dealer’s performance vs. NPS/CSAT
- Top N dealers by sales amount to detractors/passives/promoters for the last 12 months
Loyalty
- Share of LP members surveyed
- Share of members to all the customers, members/customers breakdown by NPS Score
- NPS Score by Impulso Stars (LP Tier)
- Members with points accumulated/expired/redeemed for the last 12 months among detractors/passives/promoters
- Average redeem amount for the last 12 months by NPS class detractor/passive/promoter
- Top N product categories redeemed by detractors/passives/promoters for the last 12 months
- Top N products redeemed by detractors/passives/promoters for the last 12 months
Customer Programs
- Participants and non-participants breakdown by NPS classes detractors/passives/promoters
- NPS classes breakdown by RADL class
- RADL classes breakdown by NPS class
- Climate program participants and non-participants breakdown by NPS classes
- Carbon program participants and non-participants breakdown by NPS classes
- OBM participants and non-participants breakdown by NPS classes
Wireframes (Lo-Fidelity)
After ideating the information architecture (IA) and contemplation on where to put the filters for the primary and secondary KPIs, I made hand-drawn out sketches for lo-fidelity wireframes.
For dashboard design, there are many moving parts and complex detail that go into it. This is why wireframing is one of the most essential steps in the product design process.
Hi-Fidelity Mockups
After sketching out the wireframes and putting together the graphs/charts using a card sort, then the hi-fidelity mockups were created.
Using the Tableau UI Kit and the Bayer corporate design system, I designed the LATAM VoC dashboard for the final draft for data visualization.
Once the hi-fidelity mockups were designed, they were handed off to developers for Tableau staging and implementation.
Tableau Dashboard Presentation
After organizing the content into the dashboard hierarchy and giving using the Tableau/Bayer design system, we now have a more polished, clean presentation.