• Client

    HCCB – Coca-Cola

  • Service

    UX Research & Design

  • Industry

    FMCG & Beverages

  • Company Size

    50,000+

The client

If you quench your thirst with soft beverages, you are a fan of this brand already. One of the world’s most recognised beverage brands — with a vast distribution network across India spanning millions of retail touchpoints — had invested in a digital ordering platform to enable its distributor and retail sales representatives to place orders independently. Despite significant adoption across the Indian network, the platform was underdelivering on its commercial potential: order values were not growing at the rate the business needed, beverage category orders were lagging, and the user experience was failing to account for the nuances of the Indian market and the diversity of the people using it daily. 

The problem

The digital ordering platform had achieved surface-level adoption but was failing to drive the commercial behaviours — higher order values, broader category ordering, and independent digital journeys — that represented its real business case in India. Users were transacting but not discovering, ordering familiar SKUs but not expanding their baskets, and relying on sales representative support rather than becoming truly self-sufficient digital buyers. 

 

  • Users Dependent on Sales Rep Assistance Rather Than Self-Service — The transition from sales rep-assisted ordering to self-driven digital journeys had stalled across India, with users defaulting to rep support for anything beyond their most familiar SKUs. The platform’s design was not empowering independent decision-making — limiting both sales rep productivity and the commercial potential of the digital channel. 
  • Beverage Orders Not Scaling Despite Digital Availability — Despite the beverage category being fully available on the platform, orders were not growing at the rate the business required. Limited personalisation, weak offer affordance, and inadequate recommendation design meant users were not discovering or ordering beverages at the frequency digital availability should have enabled. 
  • Platform Failing to Reflect Indian Market Nuances — The ordering experience had been designed without sufficient attention to the specific cognitive, cultural, and commercial patterns of Indian market users — resulting in low adoption of key features, a failure to build habitual ordering behaviours, and missed opportunities to leverage the platform’s commercial capabilities. 

OUR SOLUTION

Worxwide conducted field studies across six locations in India, gathering deep insights by persona to understand how different user types interacted with the platform, what motivated their ordering behaviour, and where the experience was failing them. Behavioral strategies were designed and translated into a comprehensive UX redesign — with tree testing and first-click validation used to optimise information hierarchy and encourage higher-value transactions. Usability testing and task flow validation refined the platform to drive commercial outcomes rather than just transactional efficiency. 

 

  • Field Research Across 6 India Locations by Persona — Immersive field research at six representative Indian locations — observing users in their natural ordering contexts and conducting persona-specific interviews — generated the behavioural and cultural insights needed to design an experience genuinely reflecting how Indian market users thought about and engaged with digital ordering. 
  • Behavioural Design to Drive Higher-Value Transactions — Behavioural strategies — drawing on frameworks including Goal Gradient, Social Proof, and Nudge Theory — were applied to the platform’s information architecture, offer presentation, and recommendation design to systematically encourage higher order values and broader category exploration without creating cognitive burden. 
  • Tree and First-Click Testing for Validated Information Architecture — Rigorous tree testing and first-click validation ensured that every navigation and information architecture decision in the redesigned platform reflected how users actually searched for and selected products — grounding the design in observed Indian user behaviour rather than assumptions. 

Our work in action

The Impact

12% Increase in Average Order Value

The behavioural redesign — combining improved offer affordance, personalised recommendations, and validated information hierarchy — drove a 12% uplift in average order value across the platform, demonstrating that the right UX strategy could unlock commercial potential the existing design had been leaving on the table.

15% Improvement in Average Order Frequency

By removing friction from the independent ordering journey and embedding behavioural triggers encouraging more regular platform engagement, the redesign drove a 15% improvement in order frequency — increasing the commercial intensity of the digital channel in India.

Higher Adoption of Self-Serve Digital Journeys Across India

 The improved platform experience drove measurable progress in users’ transition from rep-assisted to genuinely independent digital ordering — increasing the channel’s commercial leverage and freeing sales representative capacity for higher-value relationship and business development activities. 

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