Muval dashboard
UX, UI design, data visualisation
With the redesign of the Muval CRM and the rapid growth of the team and the business, the Muval sales agents and their managers required a tool to improve inefficiencies, increase sales and manage targets.
Sales agents were losing time with slow processes and struggled to track progress. Sales managers were stuck with manual methods using spreadsheets to track team KPIs, incentives and sales reports.
My role was to redesign the dashboard so the sales team could easily track KPIs, communicate targets and achievements to improve sales and support business growth.
DISCOVER
Needs, motivations and goals
As the sole designer on this project, I was responsible for both research and design. I spoke with a handful of stakeholders to understand the current process, frame the problem and plan my research.
User interviews were conducted across the sales team to gather insights about how they used the current dashboard. I interviewed sales agents in groups as I found this helped to spark conversations and people were more frank when speaking with their peers.
They also shared the “work arounds” with each other as hot tips.
These were steps they took to make the system work for them as the current dashboard was limited and they had developed little hacks to get the results they needed. An example of this is a calculation they would do to work out their commissions.
Interviews with the sales team and managers helped me understand their day-to-day tasks and the specific metrics they use and monitor. I decided empathy mapping was the most effective way to synthesise the data and understand needs and motivations and define the agent's goals.
Auditing current information
I discovered some metrics in the current dashboard weren’t really delivering meaningful information as it relied on a number of factors. An example of this is “Leads unanswered”. This number was being tracked manually to understand whether the team was either drowning in leads vs running out of leads. However, this was subject to season, marketing and team rosters.
While this number was being used to inform decisions, it was subjective and interpreted differently, depending on the viewer. This information required a full logic rebuild.
DEFINE
Organise and validate information
I grouped the goals and relative metrics and worked with a handful of the sales team to organise the hierarchy of information. I moved on to sketching out widgets that would make up the dashboard and tested various layouts.
I spoke with a group of consultants again to review their typical day-to day in the sales department and validate the hierarchy of the widgets we had built. Involving users again at this stage allowed me to make adjustments and ensure we’re on the right track before moving forward with designs.
DEVELOP
Ideating data visualisations
With a basic sketches to reference, I created wireframes in Figma using our 4pt, 12 column grid system.
