Monitor and manage your fleets fuelcards with real time transaction data, insight driven reports and personalised alert integration to ensure your fleets looked after
BP services thousands of businesses when it comes to fueling their fleet of vehicles through their expansive network. The challenge was to transform this legacy platform into a market-leading product for BP to provide fleet management solutions to their 500,000 customers. We designed and built a web application that provides an end to end service for businesses worldwide.
- User Research
- Workshop Facilitation
- UX Design
- Interaction design
- User Testing
The existing BP fleet management portal is currently used by thousands of customers, they are heavily reliant on this portal to run their day to day business activities. The overarching objectives for the engagement covered the end to end customer experience from onboarding to retention.
• Provide real time insights to improve operational efficiency for customers & BP
• To reduce the cost to serve of customers who currently rely on contacting customer service
• Reduce time taken to onboard customers and improve the experience
• Reduce customer attrition
The current platform, was a desktop heavy product that serviced a multitude of functionalities that businesses relied on but there had been a lack of appreciation for usability and system integration. This had led to BP dropping behind its competitors in the fleet management space, requiring a full digital and service overhaul.
Initial user interviews were conducted in order to understand the target users in detail, 20 users were interviewed accross 7 regions and multiple job roles in order to immerse ourselves in all use cases for the Fleet platform. We wanted to explore how users were currently using the product, what other product and services they used and what their frustrations were, a variety of insights were gained to help steer our initial design approach.
(30 minutes per interview over 4 days)
(UK, Germany, Netherlands, Spain, Portugal, Poland, Austria)
(Fleet / Operation managers, Admin,
Business owners, Distributors, Customer service)
Administrator - Distributor / 2000 Accounts
“We have to learn by ourselves, a bit trial and error. We just had to explore the site. Coaching would be beneficial, there might be features we don’t know of.”
Operations Manager - 500 vehicles
" I can’t easily see fuel consumption per month, year, quarter. For a certain truck it takes 25 mins to set all the filters and calculate. It needs to be more up to date, more convenient - too many steps in between
Fleet Manager - 3500 vehicles
“We receive a lot of alerts when drivers pass their limit. It tells us no other details so we have to go into the site. Could show as a percentage or something so we know what’s left until the end of the month.
After reviewing the interview responses it was clear there were similarities and began to conduct thematic analysis of the qualitative data that showed users were frustrated in the current world platform and wanted to see an improvement in a broad spectrum of areas.
Real time data
As-is / Future experience mapping
We conducted two weeks of workshops with 20 BP stakeholders which consisted of product owners and voice of the customer from each of their domains and regional markets. Within these workshops we wanted to understand the current platform in detail and what BP's vision was going forward with this digital transformation project. Week one would focus on the customer facing fleet management portal and week two would focus on the customer service admin portal.
Hopes & Fears
• In order to position BP above the competitor offering, we needed to integrate real time data and produce an insights led platform that would have further scope to offering operational/maintenance features
• Wide range of user considerations to be made globally, Polish market allowed prepaid card model (SME), as well as opening access to new user groups such as drivers
• A large emphasis on security, BP pride themselves as being a trusted provider and rank this aspect very highly within their objectives to help assure customers financial security
• Finding the customer service team were an integral touchpoint within the BP current service, organising and facilitating a two day workshop at their HQ in Budapest to ensure we were gaining an holistic view from the employees perspective
BP have internal segmentation for their clients depending on the type of fleet and their business type, the challenge was to make them view the users we were designing for as individual with roles and responsibilities that transcend across the majority of business sizes. These platforms had a broad range of users that we needed to consider moving into the conceptual stage, specific region operating structure was a main area to be aware of.
Walking through the As-is experience of the selected key user journeys with the stakeholders helped uncover in detail current pain points of users throughout each stage of the card ordering process. Looking to focus on opportunities for to improve the experience for the user and add further value to the business.
We ran a card sorting exercise during the initial workshops with the core product owners to create a set of principles that would guide the design and development of our work. We began with 70 principles that were streamlined down through a series of grouping tasks to six main areas which will guide consistent design decisions throughout each sprint.
When a customer understand all content that is presented to them without question
When a customer understands data at a glance to improve performance
When a customer says this feels like an app through seamless integration
When a customer is able to complete everything they need without support
When a customer can complete their tasks with minimal effort and confusion
User Flows & Wireframes
Early concepts were created for the three core journeys, order a card (with/without restrictions) transactions & invoices and the dashboard. Initial user flows were created to look into further key areas of functionality such as the global search. The variations were built out to assist development, whilst comprises were made on a category selection based search in order to reduce the page load times.
Usability testing insights
Moderated usability testing was conducted with 18 users, the sessions consisted of following a predetermined testing script to complete four main journeys. Using user testing software 'lookback' to share script, record points of interest and share any comments to users who were not interviewed in their first language.
Quantitative measures were taken through testing including user satisfaction ratings, which are taken on a likert scale between 1 - 5, success rate measures were also recorded which track the level of intervention needed for a user to complete a task.
Design sprint challenges
The sprints were 4 weeks in duration, working with offshore teams and product owners which made the initial sprints challenging to create efficient and successful ways of working in order to deliver the output needed. There were some key learnings and improvements which I initiated during these early sprints.
Cross team consistency
The design team scaled up to 7 designers working across 4 design tracks, it was important we were using consistent components across the UX team. I created a core component UX library and weekly team playback sessions to walkthrough our current design output and see where we could utilise elements/features we were building
Managing product owners
Product owners would make change requests to the UX after the sign off period which would push back the rest of the development timeline, a clear P.O guide was implemented and we created a prioritised backlog
Third party dependencies
There were several third parties that BP relied on to provide data and open API's around vehicle tracking and fuel usage, there were several areas where features could not be completed until the dependency was investigated.
The main use case for the product was desktop however creating a seamless responsive design was a key focus through development. Initially by using a modular approach through UX and UI design we could resize, reposition elements with ease, when information needed to be reduced this was hidden through progressive disclosure. Some features were removed from the functionality on mobile journeys due to the complexity and lack of user need.
As the project progressed we began to form a a design library with the components that were created and as we proceeded through the design sprints we created and continue to build a design system. This system enabled the design team to create consistent experience whilst increasing our output of design work due to using existing components and patterns across new journeys. The system covers brand, components, templates and interaction design as well as a full list of prototypes ordered by feature.
Users are now guided through step by step with clear visibility of the card ordering journey, reducing the time taken to order a card after applying multiple restrictions. Users can see their card created in front of them as they continue through the journey.
Live data insights
Insight driven dashboard that would inform the user on key areas of their fuelcards, we created a dashboard framework that would useful for all sized customer segments. Personalised widgets would show based on users setup and permissions with the total number of widgets available being reduced to 6 from an initial 16 requested.
Users have the ability to view a complete overview of their fuelcards, can view top spending cards and how that compares to their average spend. Quick actions can be performed here to manage their cards effectively.
Users are provided real-time transaction data, whilst BP can flag suspicious transactions based on carefully considered criteria to ensure the customer is alerted and informed.
Benchmarks were taken initially during the research discovery phase in order to ensure we had tangible metrics to measure success against. Further analytics were provided by BP to measure the current time taken to service customers queries against the newly formatted self service platform. These metrics were tracked during the stage one release of MVP to the target market of 20 customers, with a user base of 300+.
- To improve the onboarding experience
- To improve operational efficiency and the ability to self serve
- To reduce time taken to order fuel cards with restrictions
Metric (Initial phase 1 release - 1 month)
- User satisfaction of full onboarding process - Increased from 2.1 to 4.7/5 + 67% decrease in onboarding a user
- Number of users contacting customer service over the phone - Reduced by 38%
- Overall average time taken to order a card with full restrictions - Reduced by 63%
A digital transformation project had its challenges like any project but solutions were created in order to deliver a product that will transform how BP's customers run their businesses.
• Champion the user, fight for a user centric product over product owners wants and needs
• Encourage collaboration and communication between designers and disciplines
• Managing the client and delivering a balance of innovation and existing functionality