Revamping the Conversion Charter

JioMart · 7+ months · Jan - August 2024 · Lead Designer

Impact

• 15% conversion lift on the cart flow, attributed to the coupon revamp alone.
• 20% decrease in customer complaints and queries around coupons and conversion.
• 40% faster load times on PLP and PDP, critical on 2G/3G networks common across the user base.
• Owned the design for 6+ sub-projects within the charter, from research through ship.

Context

JioMart is a flagship Indian e-commerce platform with a user base that spans every device tier and every network speed. The conversion charter was a multi-quarter initiative to push key conversion metrics by improving the path from product discovery to purchase. The charter had high visibility internally because conversion lifts here drove revenue at scale.

The specific surfaces in scope: PLP, PDP, checkout, order review, coupon application. Plus a handful of adjacent initiatives that touched conversion (Quick Delivery, Liquor Delivery, the home page revamp, design audits).

This was a NetBramha Studios engagement. NetBramha is a design consultancy, which means I led the studio-side design team on the charter while partnering with JioMart's in-house design organisation (a design director and other lead designers). I was one of the Lead Product Designers on the charter, owning design across the sub-projects and the studio team that worked on them with me.

What I owned

A charter is different from a feature. It's a strategic initiative with multiple parallel workstreams that have to roll up to one set of metrics. The lead-level work is keeping the workstreams coherent and the team that ships them aligned.

• The studio-side design team. I led the designers from NetBramha working on this charter, partnering with JioMart's in-house design team on direction, reviews, and handoff. During my time at NetBramha I also had 2–3 designers I mentored across our team.
• Charter-level design coherence. Coupons, PLP, PDP, checkout, and the adjacent projects all had to feel like one product. I held the through-line: consistent patterns for cart actions, consistent error states, consistent loading behaviour on slow networks.
• The coupon revamp end-to-end. The single biggest conversion lever in the charter, and the workstream where I owned strategy through ship.
• Cross-functional partnership at PM, Eng, and Marketing depth. Marketing was running upcoming campaigns (Quick Delivery, Liquor Delivery) that needed designs in flight; Eng had hard performance constraints from the 2G/3G reality. Both shaped the design pipeline.
• Research and analytics-driven decisions. Most sub-projects were anchored on either qualitative interviews or quant data from existing usage. Where the data was thin, I scoped lightweight usability tests to fill the gap.

The deep dive: the coupon revamp

The coupon experience was the most measurable lever in the charter. It was also the messiest: users couldn't tell which coupons applied to their cart, couldn't tell which gave the best value, and got no useful feedback when a coupon failed.

The problems before the revamp:

• Users couldn't see which coupons were relevant to their cart. They saw the full list and had to guess.
• No way to tell which coupon was best value.
• Failed coupons gave no feedback, so users tried multiple times and gave up.

Where I started:

Ideation:

I worked through the design across wireframes, multiple UI explorations, and two final variants before landing on the shipped version.

The shipped version:

The strategic moves:

• A coupon recommendation engine, not a search box. I argued for surfacing the best coupon for the user's cart automatically rather than asking users to find it. This reframed the problem from "discoverability of a list" to "decisiveness of a recommendation."
• Redesigned order review for transparency. Delivery dates, estimated arrival, full cost breakdown surfaced clearly. The order review page used to be where doubt set in; the redesign turned it into the page that closed the sale.
• Clear failure states. The single biggest UX win wasn't the success path, it was telling users why a coupon failed (item not eligible, minimum cart not met, expired, etc.) so they could fix it instead of retry.

Validation:

I ran usability testing rounds with real JioMart users to validate the design before shipping.

The outcome: 15% conversion lift on the cart flow attributed to the coupon work alone, and a 20% drop in coupon-related complaints.

The other workstreams

The charter had several other workstreams in parallel. Each had a strategic call worth flagging.

Product Listing Page (PLP)

Old PLP was a wall of products with weak filters and unclear categorisation. The revamp introduced cleaner categorisation, prominent filters, and lazy loading so users on slower networks got the first relevant products fast. In development at time of writing.

Product Detail Page (PDP)

Restructured to lead with what users actually decided on: price, available offers, primary CTA. Secondary information (detailed specs, reviews) moved into collapsible sections to reduce cognitive load. In development at time of writing.

Streamlining checkout (North Star)

The original checkout was a multi-screen flow that lost users between steps. The vision: a single dynamic page with inline editing, a progress bar, and a "Best Coupon" auto-apply. This is a North Star vision being phased in across the last quarter rather than a single ship.

Adjacent projects

• Quick Delivery. Redesigned PDP + checkout for speed, prioritising address pre-fill and one-click order without sacrificing accuracy.
• Liquor Delivery. Designed for compliance (age verification, discreet packaging) while keeping the standard JioMart ease-of-use.
• Home page revamp. Personalised surface based on user preferences and real-time trends.
• Design audits. Regular audits across the platform to maintain consistency and surface improvement areas.

Hard calls I owned

1. Coupons before PLP/PDP

The team could have started with PLP/PDP (more traffic surface area) or coupons (clearer conversion lever). I argued for coupons first because the metric impact was more measurable and the change was more contained. The 15% lift validated the sequencing.

2. Recommendation engine over search

The first proposal was a better coupon list with search/filter. I argued the problem wasn't search, it was decision: users didn't know which coupon was best, not which existed. Switching to a recommendation engine (top coupon auto-suggested) reframed the surface and made the win bigger.

Cross-functional orchestration

• Product. Charter-level conversations on what to sequence, what to cut, what to prioritise. The 15% target shaped the order.
• Engineering. Hard performance budget for slow networks. Lazy loading, aggressive image compression, careful state on the PLP and PDP shaped what the design could ask for.
• Marketing. Quick Delivery and Liquor Delivery campaigns ran on the platform during the charter. The design pipeline had to absorb their requirements without de-prioritising the conversion work.
• Research. Primary interviews, secondary market analysis, usability rounds. The qualitative signal kept the strategic calls grounded.

What I'd do differently today

• Push harder for data. A lot of the charter moved on intuition. There was validation, but not the depth I'd push for now. With what I learned at BrowserStack about grounding decisions in data, I'd insist on more of it here, and push for the validation rather than accepting what was on hand.
• Build in more iteration. I'd advocate for more deliberate iteration cycles on the designs rather than moving on once something was good enough. The room to make the work sharper was there, and I'd protect the time to do it.

What's next

The team is continuing to push on the North Star checkout vision, personalised PLP recommendations, and refining the checkout for new payment methods and loyalty programs. The conversion charter is a continuous initiative, not a one-shot project.