Turning Challenges into Results
Challenge
With the onset of the pandemic and the need for social distancing, Burger King had to quickly create its own delivery service. After a year of operation, it became clear that it was time to review the user experience and design a strategy capable of outperforming competing delivery platforms.
My role
I led the entire UX Research process, focusing on mapping opportunities for improvement in the journey of customers and stakeholders, working in partnership with the Product team to plan and prioritize the strategic roadmap.
Main steps:
Interviews with stakeholders
Analysis of previous research
Analysis of customer complaints
Website evaluation
Strategy design
Redesign of the website flow
Creation of the blueprint
Business goals
Implement delivery in regions not yet served by other platforms
Increase the profitability of our own operation
Reduce the number of customer complaints about delays and undelivered orders
Research goals
Understand how each stakeholder impacts the delivery flow
Understand the motivation of delivery drivers and the main causes of customer complaints
UX goals
Identify possible problems on the website and app
Define a more efficient and intuitive navigation flow
Structure a prioritized improvement roadmap
After just over a year since launching its own delivery service, Burger King was facing a challenging scenario: sales targets were far from being met, and customer complaints about delays and undelivered orders were frequent. In addition, there was a strategic goal to expand coverage to new regions and reduce dependence on (and costs from) third-party platforms. This presented a clear opportunity to increase profit margins and strengthen the brand
Process
12
interviews
17
stakeholders
3
months
The Invitation to Transformation
I was invited to lead the restructuring of the delivery experience, with a clear mission: to identify the critical points of the operation, engage all the areas involved, and propose solutions that would truly make a difference for both the customer and the business.
Immersion and Diagnosis
My first step was to dive into previous studies and analyze all available materials, including two qualitative surveys that had already been conducted with restaurant teams and delivery drivers. At the same time, I held meetings with the delivery team to understand the real context and daily challenges.
I quickly realized that, despite the amount of information, there was a lack of an integrated view of the process. So, I decided to build a map based on in-depth interviews with stakeholders from different areas. The goal was to understand how each department impacted the customer journey, what the main risks were, and where the opportunities for improvement lay.
The Research
I conducted 12 in-depth interviews, each lasting about one hour. The script was designed to map the activities of each department and, most importantly, to reconstruct the customer journey from start to finish, identifying all touchpoints, problems, and opportunities.
Meanwhile, I maintained a weekly routine of analyzing customer reviews, sales data, and website analytics. This combination of methods made it possible to validate qualitative insights with quantitative data, providing a 360º view of the problem.
Journey Mapping
With all the information in hand, I cross-referenced the data and created two journey maps:
Current Journey: Showing, at the top, how the delivery department operated at each stage. At the bottom, the role and risks of each area of the company.
Journey with Opportunities: Keeping the same structure, but now with suggestions for improving delivery and indications of how other departments could get involved to enhance results.
Results and Impact
The outcome of this work went far beyond a report: we delivered a clear and integrated view of the challenges, engaged different departments around common goals, and created an action plan focused on measurable results. Burger King began to see delivery not just as a sales channel, but as a strategic experience for brand growth.
The in-house delivery service was relaunched in January 2022, already incorporating the main changes suggested by the research. Throughout the year, new updates and integrations with other brand products were implemented, consolidating a more efficient and innovative operation. This continuous process of evolution ensured that Burger King offered a differentiated and competitive delivery experience.
