B2B E-Commerce
Research
Workshopping
Design System Build

Southern
Glazers

Southern
Glazers

Sales reps, store owners, and internal stakeholders all have a use for Proof: S. Glazers' online alcohol distribution site. Crafting a legacy ordering process into a modern digital landscape was a major collaborative challenge.

Sales reps, store owners, and internal stakeholders all have a use for Proof: S. Glazers' online alcohol distribution site. Crafting a legacy ordering process into a modern digital landscape was a major collaborative challenge.

↓

TEAM

  • Ryan Bataillon _ Lead Designer
  • Lauren Salguero _ Design Director

  • Jeremy Greene _ Project Owner

  • Ptah D. _ Lead Developer

OVERVIEW

Evaluating the existing functions of the Cart and Checkout process, and directing the implementation of a more proficient ordering flow. Ultimately the goal was to enable business owners to navigate cart and checkout without the help of the support team, or relying on sales reps to do the work for them.

CHALLENGE

Site-wide ux and ui design inconsistencies needed remediation which oftentimes stemmed from the Cart and Checkout. Legacy system operations, user habits, sales rep duties, and internal stakeholders all had to be considered.

OUTCOME

  • Present and future-oriented designs for staging as the company elevated their services
  • The first product within the SGWS suite to fully apply the net new design system

  • Cross-product workshops united execution that handled flows of consumer goods and into Cart and Checkout

Cart +
Checkout

Cart + Checkout

A focal point of my design lead while at S. Glazers was evaluating the existing functions of the Cart and Checkout process, and directing the implementation of a more proficient ordering flow. Ultimately the goal was to enable business owners to navigate cart and checkout without the help of the support team, or relying on sales reps to do the work for them.

Phases

Phases

My first step was to build out a phasing map presenting to stakeholders my approach for the entire redesign process. Breaking the epic down into four main priorities of work helped set expectations. These were intentionally broad to allow for the internal design team and organization at large to emulate, and benefit from our discoveries.

Calendar

Calendar

In lieu of the phase directions, I set calendar dates to showcase the progress of work. Such granularity enabled my entire team to set correlating timelines. This system of phasing and calendar creation was repeated throughout the entire project build as we hit specific milestones.

Who is
Our User?

Who is Our User?

Step one was defining our user. Discovery of this information took a variety of practices. Stakeholder interviews with managers - and those with strong knowledge of the current process - provided insight into existing hangups, and where to look for improvements.

Personas +
Workshop

Personas + Workshop

After conducting 1x1 interviews, it was time to gather the entire team to workshop. We invited Project Mangers, Designers, and Developers directly involved in the work, as well as those who would be affected by the outcome in their respective parts of Proof. Small to large restaurant, bar, and liquor store operators (and the employees who may interact with the ordering process) were set as the personas. These guided those involved in the workshop and kept the team focused on developing solutions for our particular user groups.

Audit

Audit

Another major step in the redesign was taking an audit and annotating the current cart and checkout flows - strictly from a digital interaction stand-point. I wanted to identify blockers that were unique to cart and checkout, as well as taking note of ux/ui issues that had cascaded to other areas of the website. My deep documentation included recommended solutions, which helped me gather traction for this work in a company that was very new to digital design.

Prototype

Prototype

Based on isights from the interviews, workshopping, and audits, I led the direction of explorative prototypes that would shape the next phases of ordering online. We presented MVP options as well as optimal future directions based on consumer wants we had uncovered. Designing multiple prototypes for our stakeholders showcased the full range of consumer needs, and enabled them to visualize our solutions. It also allowed my team to begin prioritizing macro and mico features.

Card +
UI Updates

Card + UI Updates

All while we were discovering the needs of our users, and designing ux solutions, Southern Glazers Digital was adopting a new design system. It came out part and parcel throughout the cart and checkout build. This meant everything from product cards, colorways, backgrounds, spacing, etc. was needing definition. My project was the first to apply the new design system, which meant fast iterations while consulting on the visual look and feel.

Account

Account

As mentioned earlier in this case study, Southern Glazers' Proof website as an entirety was in the process of a redesign. I took my technique for work and presentation in the cart and checkout project into other parts of the experience. One of these was the Account section - covering profile needs, payment making, history, team members and more. Audits, site mapping, wireframe builds, workshops, and fully-fleshed out designs were all covered. Similar to my previous project, I found success in constant presentations, socializing, and cross-team collaborations.

More Projects

Yamaha

↓

Snapshots

↓

S. Glazers

↓

365 Things

↓

PietschHouse

↓

Midnight Oil

↓

Yamaha

→

Yamaha

→

S. Glazers

→

PietschHouse

→

Snapshots

→

365 Things

→

Midnight Oil

→

LinkedIn

LinkedIn