Sky Bet Club

Rethinking loyalty in digital betting

Context

When I joined Sky Bet Club (SBC) was an offer where you bet £25 throughout the week and get a £5 free bet next Monday, hosted on a static landing page. It was a very strong offer, but the awareness was low. Furthermore, there were lots of contact center calls about qualifying and not getting a free bet. At the time, the tech team already were in the middle of a backend rebuild which included real-time tracking of how much you staked.

Challenge

Me, the new product manager and digital designer were tasked with reviving SBC. Not just improving the experience but turning it into a destination for loyal customers. Business goals were getting more people to engage with it and take up additional offers, thus increasing SOW (share of wallet) and daily actives.

Role:
Senior UX Architect

Timeline:
2018-2019

Methods & Tools:

Idea Generation Workshops
Prioritisation Matrix
Prototyping
Focus Groups
Guerilla Testing
Drop In Sessions
Kano
Analytics
Journey Mapping

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This was what we ‘inherited’

First thing we wanted to figure out was what exactly being ‘in the club’ looks like right now and what kind of users are in it. I did live-site user testing and interviews to understand how people are interacting with SBC, while the product manager gathered all the data availlable on people engaging with this promotion.

Launching real time tracking reduced contacts, but awareness was still low and no one saw it as a club.

Part of the whiteboard from drop-in session

After gathering and sharing all the findings, we had an idea genration workshop, where we got 4 key ideas, which we wanted to explore further. The designer prototyoped them and I took them into user testing, thus, gauging intial reactions. We also did a drop-in session - a popular methodology at Sky Bet, where everyone across the business is welcome to come and give their feedback.

Whiteboarding that me and digital designer did

We got lots of valuable comments, pointing out potential compliance and tech issues. After that, we progressed only 1 solution, making sure to encorporate the learnings from other solutions as enhancements.

Part of the journey mapping board with CRM and product.

I ran a journey mapping workshop with stakeholders from the wider company to help us define the journey and extrenal placements, making sure it’s the best moment in the journey to tell people about the club.

We went with bet reciept, since the user would have completed their ‘mission’ and would be more open to offers, especially since all previous bets are included after you opt in.

Two people observing a guerilla interview

Guerilla testing within the company

At the same time, me and the designer did whiteboarding sessions to define the flow and upgrade information hierarchy for the offer page itself. We did a few rounds of guerilla testing, each time learning valuable things about the hierarchy and labelling - we did not have a dedicated ux writer, therefore, making sure people understood the copy was on me.

Part of the new SBC page

We launched the new SBC and the tracker on the bet slip shortly after, and the success has surpassed our expectations. Solely due to the new tracker placement, engagement increaesed by 80%, awereness and spontaneous remembering had a massive boost. Improvements of the SBC page lead to more people qualifying, and the traget of 30% of the base qualifying was reached.

Lessons Learnt

The biggest takeaway was on working collaboratively and enganging the wider team throughout. It made it easy to get buy-in as everyone was aligned and understood why certain decisions were made.