TaDa Delivery is an AB-InBev DTC (direct-to-consumer) mobile app that serves drink delivery across 12 countries in Latin America. Amid a technological migration focused on enhancing scalability and enabling greater customization, I took charge of leading the improvement of the payment experience—a critical feature that demanded attention.
Feature Overview
At the time, online payments were supported in six South American countries, but the adoption rates were strikingly low. Most users opted for on-delivery payments, citing major concerns about security and frustrations with the limited functionality of the existing system.
This created a significant challenge for us: How could we build trust in the online payment experience while simultaneously improving its functionality to meet user expectations?
Stage 1: Framing the Problem
The project kicked off with an in-depth exploration of user feedback and analytics. By diving into the data and engaging directly with users, we identified three key challenges that were driving frustration:
Problem 1: Inability to remove card information from the app
"I wanted to delete my card details after a purchase, but there’s no option. It makes me worry about my data security."
This was a major red flag, as it directly impacted users' trust in the app.
Problem 2: Inability to use international credit/debit cards
"I tried using my international card while traveling, but it just didn’t work. It’s really inconvenient."
This limitation was particularly frustrating for frequent travelers, leading to dropped orders.
Problem 3: Inability to manage payment methods
"I wish I could add or update my payment methods, but the app doesn’t let me. It’s such a hassle!"
The lack of flexibility created friction for users, reducing the likelihood of repeated online payments.
Understanding the Payment Technologies
The project was part of TaDa's integration strategy with BEES Bank technology, utilizing a third-party payment gateway that offered a web view solution.
While the web view solution enabled seamless integration, it also presented a set of challenges. The limited ability to customize the user interface was a constraint that initially felt like a roadblock.
Instead of letting this limitation define the user experience, I collaborated closely with the development team to explore creative ways to optimize it.
By focusing on key usability enhancements, like intuitive card management flows and error-proof interactions, we ensured that users could navigate the system with confidence, even within the constraints of the web view solution.
Stage 2: Discovery and Ideation
To guide our team's decisions and explore possible solutions, we used How Might We (HMW) questions that addressed the specific problems and also gathered the current data we had to get a sense of what was critical.
How might we ensure users feel secure managing their payment details?
How might we make online payments seamless and accessible for users with international cards?
How might we provide users with greater flexibility in managing their payment methods?
During brainstorming sessions, I worked with stakeholders to prioritize features based on user value and feasibility. This stage required constant alignment with engineering, especially when balancing ambitious ideas with technical constraints.
Stage 3: Research and Benchmarking
To guide the design process, market research was conducted on best practices of online payment solutions from over 10 delivery and e-commerce apps.
