The daily life of restaurants is very stressful. There are countless tasks to be completed. In addition to not easily finding solutions to solve problems within the restaurant, some of our solutions for logistics and finance are very difficult to hire and find.
Whenever restaurant owners needed to hire a type of service or change the logistical delivery model, it was necessary to contact the call center. Another problem raised was that for any new product, a new section was created in the menu, creating a structural problem in the product regarding its navigation.
SIncrease the perceived value of the iFood platform, identifying and supporting new business opportunities, services and tools that assist in the day-to-day management of the restaurant. To reduce th open calls for hiring a new service or business plan.
As a starting point, I carried out a qualitative research interviewing 5 Restaurants. The research was structured in moments of the journey within the product. Before registering, before starting the operation, during and after the operation.
To have a clearer vision of where we could go, I, together with the Product Manager, made a journey mapping dynamic where we invited people involved with the development or who would have an even indirect relationship with the product. With the process, We put the strategy areas on the same page, explained our proposal, and through the journey amp We could find out key points from an expert point of view
We have developed a new area within the Restaurant management tool called Services. This new section centralizes all the products offered by iFood.
A new product to solve users' day-to-day problems and also internal information architecture problems
In the first version, my focus was on creating a simple structure for validation and implementation. We created a "template" for use in different kinds of services. In this way, we kept the consistency and the same visual even for the MVP.
As soon as we rolled out the first version, I started working on a second version with a more organized service structure, search field and filters to find services in an easier way.
Before the solution, the NPS was 4.0. We increased the NPS to 6.0 and reduced the contact rate by 12%
