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User & Market Research

Behavioral Insights | Messaging Strategy | Conversion Influence

Promotional offers drive acquisition and retention but complexity can erode trust. AT&T’s digital ecosystem presented customers with layered incentives: trade-in credits, installment promotions, limited-time discounts, bundled savings, and eligibility constraints. While offers were compelling, their presentation often introduced cognitive overload and decision fatigue.

 

The opportunity was not to create more offers. It was to make them easier to understand and act on.

The Challenge

Customers navigating promotional messaging faced:

  • Stacked incentives with conditional eligibility

  • Legal disclaimers competing with value propositions

  • Dynamic personalization rules affecting visibility

  • Multiple promotional variations across devices and plans

 

Even strong offers can underperform if messaging lacks clarity or confidence-building structure.

Skills

Interviews

Research

Audit

Strategy

My Role

As Lead UX Content Strategist, I led the research and optimization strategy for promotional offers across AT&T’s digital ecosystem. I analyzed behavioral data and conversion patterns to identify friction tied to offer clarity, audited messaging for redundancy and cognitive overload, and restructured value communication to better align with customer decision-making. Partnering with marketing, product, analytics, and legal stakeholders, I translated research insights into scalable messaging frameworks that balanced persuasion, personalization, and compliance while supporting revenue performance.

Process

01

Interviews

02

Market Research

03

Audit & Analysis

04

Consumer Surveys

  • AT&T Customers

  • Competitors’ customers

  • Telecom employees

  • Competitive analysis

  • Trends analysis

  • Content audit

  • Friction analysis

  • Process audit

  • Customer experience

  • Customer care

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Key Insights

  • The burden was on customers to determine their eligibility for offers​

  • Promotional and discounted pricing were not reflected in the shopping experience

  • Existing customers weren’t recognized for their loyalty and felt devalued

  • Customers valued a relationship with their preferred brands that reached beyond products & services

  • Disparity among AT&T internal organizations and processes were impacting customer perception

Content Strategy

  • Developed an engaging, customer-centric content strategy for offers & incentives

  • Created a plan to align internal teams, organizations & processes on the end-to-end offers & incentives strategy​

  • Reconciled company values (what we believe in) to the values of our customers (what they believe in) ​

  • Recommended further research into a community where customers can engage with the brand outside of products & services

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