Discount code journey

While at River Island I lead a major initiative centred around reducing the amount of customer drop-off at critical “moments of truth” in the shopping journey. One key area I identified was the discount code redemption experience.

Challenge

The current experience lacked clarity. Customers would submit codes without receiving confirmation leading them to not knowing a code hasn't be applied.

One important business rule was that only one code could be used per order, which wasn't being clearly communicated to customers. We could also see from contact centre data and Chattermill feedback that a lot customers were ordering items thinking they had a discount code applied only to realise that no discount was added and were therefore paying more.

Making a start

To get the business listening to this we needed to collate as much data as possible whilst also painting a solid picture of what was going wrong.

Customer touch-points map

Customer feedback analysis

Process

I started with mapping the customer journey which turned into more of a user story map as there were multiple ways into redeeming a code. There was also so many points in which a customers might interact or see a code on the website so we need to capture all of this.

Once this was mapped we added in real customers insights to back up each touchpoint with a real customer problem. We were collecting this data through Chattermill, our customer insights tool, and using previous customer interviews to map quotes that were previously said about anything discount code related.

When a discount code was live, there was a noticeable drop in conversion. This validated our initial hunch, something was going wrong during code redemption

Digging deeper with an expert review, we ran a series of real-world tests, applying codes in different scenarios across the site. The results were consistent: the success and error messages were vague and often misleading. Customers thought a code had been applied when it hadn’t - or assumed they could stack discounts when they couldn’t.

Given the scale of issues uncovered, we knew we couldn’t fix everything at once sop had to prioritise as much as we could. Collaborating with Product Managers and Engineers, we identified the areas with the highest potential impact:

The code entry flow, which felt clunky and unresponsive
Error and validation messaging, which lacked clarity and guidance
Terms & Conditions copy, which needed simplification and better integration
Finding a code flow, needed to be more integrated

By narrowing our focus, we could create a realistic roadmap and begin work on what would move the needle most for both users and the business.

I started to develop a prototype of the new user flow of adding and removing codes, centred around the business decision of only allowing one code per order.

Working with the User Researcher we developed a testing plan to take to customers to see if this new solution would have any impact on their understanding of valid/invalid codes and how they work.

Digging deeper, we ran a series of real-world tests, applying codes in different scenarios across the site. The results were consistent: the success and error messages were vague and often misleading. Customers thought a code had been applied when it hadn’t—or assumed they could stack discounts when they couldn’t. The lack of clarity in feedback left users confused and uncertain, damaging trust and halting momentum at a critical stage of the purchase flow.

Given the scale of issues uncovered, we knew we couldn’t fix everything at once. Collaborating with PMs and Engineers, we identified the areas with the highest potential impact:

The code entry flow, which felt clunky and unresponsive
Error and validation messaging, which lacked clarity and guidance
Terms & Conditions copy, which needed simplification and better integration
Finding a code flow, needed to be more integrated

By narrowing our focus, we could create a realistic roadmap and begin work on what would move the needle most for both users and the business.

I started to develop a rough prototype of the new user flow of adding and removing codes, centred around the business decision of only allowing one code per order.

Working with the User Researcher we developed a testing plan to take to customers to see if this new way would have any impact on their understanding of valid/invalid codes and how they work.

Given the scale of issues uncovered, we knew we couldn’t fix everything at once. Collaborating with PMs and Engineers, we identified the areas with the highest potential impact:

The code entry flow, which felt clunky and unresponsive
Error and validation messaging, which lacked clarity and guidance
Terms & Conditions copy, which needed simplification and better integration
Finding a code flow, needed to be more integrated

By narrowing our focus, we could create a realistic roadmap and begin work on what would move the needle most for both users and the business.

I started to develop a rough prototype of the new user flow of adding and removing codes, centred around the business decision of only allowing one code per order.

Working with the User Researcher we developed a testing plan to take to customers to see if this new way would have any impact on their understanding of valid/invalid codes and how they work.

Many design iterations :)

Allowing customers to more confidently add discount codes whilst allowing better discoverability of codes will lead to less drop off on the funnel

Final Designs

The final designs resonated strongly with users during testing. Participants consistently reported that the new flow made it clear when a discount code had been applied successfully.

They especially appreciated how easy it was to add or remove a code, with many calling out the redesigned experience as straightforward.

One key win was the new discount code banner placed just below the input field gave users immediate visual confirmation and helped to guide them through the process without confusion.

Overall, the improvements not only made the experience more intuitive, but also gave customers a greater sense of control and confidence at checkout.