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Case Studies / Cuckoo Broadband
Behavioural Science
Product Design
Research
UX/UI
Problem Statement
With customers frustrated at Cuckoo's long-winded cancellation process and our service team demoralised by spending so much time processing laborious, manual cancellations, we knew we needed to automate the process.
But what if we went one step further and made cancelling a broadband connection delightful?
This is where the 'Peak End' rules comes in.
This psychological heuristic asserts that people largely judge an experience based on how they felt at two specific moments—at the peak or most intense point and its end.
Focusing our design thinking on only one of these milestones in the customer lifecycle, the 'peak', when both affect customer experience, seemed a missed opportunity.
According to our research, customers often switch utility providers due to changes in their living situation, financial standing, or evolving needs.
Although these reasons may seem fixed at the time, they present an opportunity to reconnect with customers in the future, given a change in circumstances.
“I found a better deal (lower price) elsewhere so started the process of cancellation online. Everything was so clear and effortless compared to other providers. You weren't fighting me constantly, you just made it easy to cancel.
This is the level of customer service other providers should strive for and that made me stay.”
- Jonathan P (Trustpilot)
I have to say that Cuckoo make leaving them so easy and problem-free so that you don't wish to leave them anymore. They make it very bittersweet.
Now I am on a mission to preach Cuckoo to my new landlord (and everyone I meet) and get back into the flock asap.
- BeanGauze (Trustpilot)
In response to this, clarity and usability were paramount in the cancellation process design. Much of this was accomplished with a balance of white space, content hierarchy, and the introduction of positive friction, such as checkbox confirmations, which force the customer to acknowledge the critical information shown, reducing misunderstandings in the longer term without diverting them from the task.
UX as a retention strategy
This psychological heuristic asserts that people largely judge an experience based on how they felt at two specific moments—at the peak or most intense point and its end.
Focusing our design thinking on only one of these milestones in the customer lifecycle, the 'peak', when both affect customer experience, seemed a missed opportunity.
In response to this, clarity and usability were paramount in the cancellation process design. Much of this was accomplished with a balance of white space, content hierarchy, and the introduction of positive friction, such as checkbox confirmations, which force the customer to acknowledge the critical information shown, reducing misunderstandings in the longer term without diverting them from the task.
The majority of users report “moving abroad” is their reason for leaving, this could be because it seems the path of least resistance
Users are wary of large, often “hidden”, exit fees, only usually presented at the end of the process.
Some users would like the opportunity to cancel and rejoin on a monthly basis
Users are wary of contacting customer service to cancel for fear of a "hard sell" when they do.
This is where the 'Peak End' rules comes in.
This psychological heuristic asserts that people largely judge an experience based on how they felt at two specific moments—at the peak or most intense point and its end.
Focusing our design thinking on only one of these milestones in the customer lifecycle, the 'peak', when both affect customer experience, seemed a missed opportunity.
This psychological heuristic asserts that people largely judge an experience based on how they felt at two specific moments—at the peak or most intense point and its end.
Focusing our design thinking on only one of these milestones in the customer lifecycle, the 'peak', when both affect customer experience, seemed a missed opportunity.