Project Details

Role/Contribution: UX Researcher, UX Strategist, Product Strategist, Information Architect
Cross-Functional Team (Co-Shore): Delivery Lead, Product Designer, UX Researcher, Technical Architect, Software Engineer (2), QA
Industry: Luxury Hospitality, Wellness
Project Timeline: 30 Weeks

Favorites: right solution, wrong context

Canyon Ranch's extensive offerings range from traditional spa services to personalized medicine; however, the sheer variety overwhelmed guests, resulting in increased cognitive load. In response, guests often marked their interests directly in printed catalogs for easier reference regarding scheduling. Unfortunately, guests would often misplace or accidentally damage these catalogs, and their physical nature was challenging for the business as well; they couldn't be updated and were costly to print.

The previous phase of the project centered on the on-ranch experience. In this phase, the team explored the desirability of an in-app favorites feature as a possible solution. Research showed that the concept did not resonate with guests then, so favorites were scraped and not incorporated into the app's first version.

As we entered the pre-stay phase, stakeholders had already dismissed the feature, shifting their focus elsewhere. However, when I engaged with guests, the pain point quickly resurfaced. Recognizing its significance, I revisited the concept, tailoring it to the pre-stay experience. Fresh interviews and concept tests revealed that favorites appealed to guests during their planning stage, usually two to four weeks before their visit. Furthermore, booking data indicated that guests seldom scheduled additional services post-arrival, shedding light on why the idea didn't gain ground in prior research centered around the on-ranch experience.

I shared my findings and suggestions with stakeholders, underscoring the mutual benefits of reintroducing this feature: it simplifies guests' noting interests and scheduling, while the business obtains valuable data-driven insights on preferences and conversions to inform future enhancements. The stakeholders concurred, leading to the inclusion of favorites in the app.

Flexible service styles are win-win.

Traditionally, guests consulted a Wellness Guide (WG) before booking services and activities. WGs are dedicated to understanding guests' needs, offering tailored recommendations to achieve their wellness goals, and assisting with booking. Many guests, especially those visiting Canyon Ranch for the first time, appreciate this high-touch approach.

Yet, my research showed some guests were irked by the process; some preferred minimal staff interaction, while frequent guests often knew their preferences and didn't wish to go through the motions with a WG. This posed a challenge for the business as WGs are defacto salespeople who drive revenue through bookings. Canyon Ranch needed to provide a delightful experience to every guest, especially its most loyal, while optimizing its sales potential.

My research revealed that guests who preferred to skip formal WG consultations responded favorably to using self-guided quizzes and finders. I proposed this approach as a self-service option, providing curated recommendations and allowing WG follow-ups as needed. In doing so, Canyon Ranch caters seamlessly to both guest types while preserving its selling opportunities. In addition, with these digital features accessible before, during, and after visits, the business amplifies its sales and marketing reach through the entire customer lifecycle.

The app should enhance human connection, not replace it.

Throughout the project, I spoke with staff and internal experts for a systemic understanding of the guest experience. Through these discussions, I found that while WGs feared the app would replace them, leadership recognized their role as an essential component of the Canyon Ranch experience and a key differentiator. While I pinpointed opportunities for the app to improve operational efficiency (e.g., communication and scheduling), user interviews consistently highlighted that guests deeply trust and value the expertise and emotional support of WGs.

As mentioned in my previous insight, some guests strongly prefer self-service; however, for those who prefer human connection, the app should make these interactions as frictionless as possible. This approach makes it easier for these guests to access Canyon Ranch's most valuable resources while streamlining backstage functions. This recommendation resonated with both staff and leadership, prompting the development of consultation scheduling and notification features.

Note: For further information on findings and insights, please contact me.

Upfront strategy work is really, really important.

When the project's first phase kicked off in 2022, InfoBeans worked alongside another consulting agency, which took the lead as the primary strategic partner. Unfortunately, from the outset, there was a disconnect between the organization's long-term goals and the proposed solution. After a recent discussion with the project's former chief stakeholder, it became clear that the Canyon Ranch wanted to extend its offerings into homes through "robust online experiences" such as virtual services and concierge medicine. However, the app's primary design, centered around helping guests plan their on-ranch visits, fell short of this vision.

In retrospect, this disconnect sheds light on many of the challenges we faced regarding project scope with stakeholders. Although the strategic methods I employed helped course-correct, this experience highlights the pivotal role of discovery and precise challenge framing in determining a project's success. 

Trusted advisors need to deliver strong points of view.

Research aims to reduce risk by discovering insights that let the business make better decisions faster. As a consultant, I needed to facilitate this decision-making. Initially, I presented to stakeholders using a step-by-step, chronological format, yielding multiple options. I quickly realized this approach did not help stakeholders—they needed strong points of view. It wasn't until I began leading with clear, direct, and unambiguous perspectives that I garnered traction and earned the client's trust. 

Client empathy earns trust and respect.

All good things must come to an end. Although we provided the client with tremendous value and earned their trust, after an almost two-year engagement, Canyon Ranch decided to partner with an off-shore agency due to financial constraints. Rather than be bitter, I employed empathy and focused on the client's long-term success—I wanted them to win. To support their new partner, I worked with design to facilitate a seamless handoff, providing the new team with the research, strategy, and design "blueprints" necessary to hit the ground running. This outlook is how you earn trust and respect with past and future clients.