Role: Senior UX Designer, Tesco
Scaling Tesco's home delivery subscription service
Driving acquisition, retention and awareness across Delivery Saver
Delivery Saver is Tesco's delivery subscription service, providing benefits such as free delivery and priority access to delivery slots. Subscribers shop more frequently, spend more per year and generate significant recurring revenue for Tesco.
Despite the proposition's value, awareness remained low and opportunities existed across acquisition, retention and customer engagement. I led design work across the subscription lifecycle, helping identify and prioritise opportunities to grow the proposition while improving customer value.
690k
£14m
The challenge
Delivery Saver delivered significant value to both customers and the business. The challenge was to increase acquisition and retention without relying solely on marketing activity. We discovered:
Awareness of the proposition was low
Less than 2% of visitors to key landing pages converted
Retention opportunities were largely unexplored
Delivery Saver remained disconnected from many shopping journeys
Business value
Subscribers shopped 14x more frequently than non-subscribers
Top-tier subscribers spent approximately £1300 more per year
The proposition generated substantial recurring revenue
Customer value
Customers saved approximately £176 per year
Access to priority delivery slots
Flexible delivery and collection options
The approach
Understanding the subscription lifecycle
I facilitated a series of workshops to analyse the complete customer lifecycle. This created a shared understanding of where customers were discovering value, where they encountered friction and where investment could have the greatest impact. We mapped:
Awareness
Consideration
Sign-up
Subscription management
Retention
Cancellation
Strengthening the core proposition
Before increasing awareness, the focus was improving the existing experience. Analysis identified opportunities to: better communicate customer value and confidence in subscription benefits, as well as improving the journeys.
Improving sign-up
The landing page lacked a clear introduction to the proposition and provided little support for customer decision-making. The redesign focused on:
Clearly explaining the proposition
Highlighting potential savings
Simplifying plan comparisons
Surfacing key benefits
Reducing duplicated content
A/B testing increased sign-ups by 5%, leading to rollout across the wider proposition.
Improving subscription management
The existing account management experience was lengthy, difficult to scan and did little to communicate the value customers were receiving from their subscription.
The redesign brought customer savings and plan benefits to the forefront, making it easier to understand and manage subscriptions.
An MVP version launched first, with a longer-term concept developed to support future back-end enhancements.
Before
After
Before
After
Embedding subscriptions into the shopping journey
Historically, Delivery Saver had been treated as a largely standalone proposition. Working across squads helped identify opportunities to surface subscription benefits throughout existing customer journeys.
Personalised acquisition
A series of in-app experiments explored how subscription messaging could be made more relevant based on customer context. Testing demonstrated that personalised messages significantly outperformed generic promotion.
Account-driven growth
The account area had never surfaced Delivery Saver despite being visited by large numbers of customers. We created a new component allowing users to either manage acti current subscription. Following rollout:
Sign-ups increased by 30%
£1.7m sales generated
£38k profit generated
Improving awareness and retention
Increasing awareness
With the core proposition strengthened, focus shifted to awareness.
I facilitated workshops involving four teams to identify opportunities to surface Delivery Saver throughout the wider shopping journey.
The exercise generated more than 100 ideas, which were explored through:
Journey analysis
Storyboarding
Prioritisation exercises
Opportunities were grouped into short-term and long-term initiatives, creating a roadmap for future experimentation.
Improving retention
To better understand why customers were cancelling, a cancellation survey was introduced directly into the experience.
The resulting insight identified several customer needs that had previously been invisible to the team.
This informed initiatives including:
Financial incentives
Plan recommendations
Subscription switching concepts
Rather than treating cancellation as the end of the lifecycle, the work focused on understanding and responding to changing customer needs.
The impact
This project demonstrates my ability to apply design beyond individual journeys, using customer insight, experimentation and cross-functional collaboration to influence acquisition, retention and commercial growth. By treating Delivery Saver as a lifecycle challenge rather than a collection of screens, the work helped drive sustainable subscription growth while improving value for both Tesco and its customers.
Customer impact
Customers saved an average of £176 per year
Improved visibility and understanding of subscription benefits
Simplified sign-up and subscription management experiences
Business impact
Reached 690k subscribers
Contributed to approximately £14m annual sales
Increased sign-ups by 30% through in-app subscription improvements
Increased landing page conversion by 5%
Generated £1.7m sales and £38k profit through account-management improvements
Retention impact
Achieved 90% retention
Exceeded retention targets by 15 percentage points
Successfully migrated 650k customers onto new plans
Supporting international growth
The same principles were later applied to Tesco's Central European subscription proposition, Online Club. Workshops and journey redesigns introduced free-trial acquisition journeys and improved subscriber growth within the region. Project work resulted in:
12,000 customers joined a free trial within three months
60% retention
50% increase in customer sales
~£200k income generated