In the Eccomerce industry, customer needs are changing faster than before. H&M, like any other company, is faced with overconsumption. 21% of a garment's total environmental impact happens after the customer buys the product. More than 100 billion articles of clothing are produced each year, with nearly 20% of them going unsold. This massive overproduction needs an urgent solution. The market changes rapidly; it's something that the last two years have shown H&M that they need to be flexible to adapt to the changes.

Timelines & Delivery Goals
We wanted to focus on the entire program launch experience, and we also wanted to ship incrementally so that our users could use new features as we built them. We had three months to finish as much as possible with a handful of engineers. We had an existing product we could leverage that was functional but needed iteration and improvements in how they were organised and pieced together.

Team
At the time, our team was comprised of 1 designer, one account manager, one project manager, four engineers, and two full-time employees from the H&M organisation. We were small, scrappy, and needed to balance customer requests and product bugs while building new features.

Research Inputs
Most of our initial research came from working with customers directly and analysing their experience in product training sessions. We had a low volume of users, so we leaned on the data that H&M shared with us.

The following screenshots showcase the Kiosk user journey. We learned the specific type of Kiosk they would use in the store with our investigation. Based on our research, we set our devices – Kiosk – to restart and log out from the journey after two and a half minutes. We developed a final confirmation that users can return – if they need more time – or close up their experience. If the user abanded the journey following customer can reset the Kiosk with a click.