Cinemark Corporate Vouchers

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My role

UX designer, leading discovery to delivery. Worked with Cinemark’s president, marketing and developers.

Who I talked to

5 top corporate buyers and 5 internal employees. QA and 3 buyers in testing.

Platform

Web store plus iOS and Android apps.

Timeline

8 months, discovery to launch.

Overview

Cinemark sells corporate vouchers to companies that treat their staff to a night at the movies. Every one of those orders went through a phone call or a visit. I led the design of the first online store for these buyers, on web, iOS and Android.

Buyers told us two things: they lost track of where they were in a bulk order, and they could not tell the voucher types apart. The store answers both with a five-step checkout, a catalogue grouped by need, and a FAQ in the main menu.

About R$1M in corporate vouchers sold online in the first year.

At a glance

Problem

Companies could only buy corporate movie vouchers by phone or in person.

My role

UX designer, discovery to delivery, working with the president, marketing and developers.

Key decision

A five-step checkout with the contract inside it, and vouchers that ship locked.

Result

About R$1M in online corporate sales in the first year.

Highlight

A company ordering hundreds of vouchers isn’t buying a movie ticket. It’s buying a staff event, with a contract to accept and a delivery to protect.

0 · The problem

Corporate sales only worked over the phone

Companies bought vouchers in bulk for team events and staff rewards. There was no catalogue to browse and no way to order outside a call or a visit, so every sale depended on someone at Cinemark being available to take it.

BeforeSales team only

Orders by phone or in person
No catalogue to browse
No self-serve for companies

AfterSelf-serve store

Web, iOS and Android
Full catalogue with prices
Order, accept the contract and pay online

1 · Research

Ten conversations on both sides of the phone

I interviewed five of Cinemark’s top corporate buyers and five employees who handled their orders. Then I ran workshops with stakeholders to agree on how we would measure success before designing anything.

5Top corporate buyers interviewed

5Internal employees who handled those orders

2Core problems that shaped the store

MethodInterviews with buyers and staff, then stakeholder workshops to set success metrics.Research

2 · Findings

Two problems and one risk

Buyers could not follow the task flow, and they could not tell the products apart. The risk came from the business side: a box of hundreds of vouchers is a lot of money to lose between Cinemark and the client.

Task flow Products Delivery

What we found

A bulk order has more steps than a normal purchase. Buyers could not tell where they were, or what came after the cart.

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What it meant for the store

A progress bar with five named steps, visible on every screen of checkout.

What we found

Buyers mixed up 2D, 3D, combo and Monday-to-Thursday vouchers, and were unsure what each one covered.

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What it meant for the store

A catalogue grouped by need, a price and minimum on every card, and an extended FAQ in the main menu.

What we found

Vouchers travelled physically to each company. A lost or stolen delivery meant real money and a support problem.

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What it meant for the store

Every delivery ships locked with its own security code. The client unlocks the vouchers online once they arrive.

3 · The checkout

Five steps, always in view

Choosing how to collect the vouchers, accepting a contract and paying are each a decision for a company buyer. I gave every step a name and kept the whole path visible at the top, so buyers always knew where they were and what was left.

How might we

How might we let a company buy hundreds of movie vouchers online with the same confidence as a call to its sales rep?

01CartCarrinhoPick voucher types and quantities, in packs of 50.
02CollectionRetiradaChoose how and where the company collects the vouchers.
03ContractContratoRead and accept the corporate contract inside the flow.
04PaymentPagamentoPay for the order.
05DoneConcluídoOrder summary and a password-protected file to download.

Checkout progress bar with five steps: Carrinho, Retirada, Contrato, Pagamento, Concluído

3.1The progress bar: Cart, Collection, Contract, Payment, Done.Image

4 · The catalogue

Vouchers grouped by what the buyer wants

I grouped the catalogue by need: best sellers, 3D, best value and the popcorn add-on. Every card states the price and the minimum order. Behind the scenes, each format had to map to a ticket type in the cinema system: 3D, combo, regular and Monday-to-Thursday.

1 · Format

2 · Quantity

100

Sold in packs of 50. Minimum order 50.

Order totalR$ 1.950,00

Each tile is 50 vouchers. Prices from the current store.

Voucher selection screen with 2D and 3D vouchers, prices and quantity in packs of 50

4.1Voucher selection. Price, format and the minimum order on every card.Image

5 · FAQ and contract

Answers before the phone call

Buyers had the same questions: who can buy, how the vouchers work, what the contract covers. I moved an extended FAQ into the main menu and put the legal contract inside checkout, so a buyer could get answers without calling.

FAQ in the main menu

Reachable from every page of the store.

Who can buy

Companies with an active CNPJ, Brazil’s business registration number.

How vouchers work

Formats, valid days and how staff use them.

Contract in the flow

Read and accepted as its own step in checkout.

Corporate vouchers landing page with catalogue tabs, who can buy, how to use vouchers and the FAQ

5.1The landing page answers who can buy and how vouchers work before the buyer reaches the FAQ.Image

6 · Unlock tickets

Vouchers that are worthless until unlocked

Each delivery left Cinemark locked, with its own security code. When the box arrived, the buyer unlocked the batch online. A lost or stolen delivery could not be used.

Ship lockedEach delivery leaves Cinemark with its own code.
ReceiveThe box arrives at the company.
Unlock onlineThe buyer enters the code and the vouchers go live.

Contact Centre page for corporate clients

6.1The Contact Centre, for anything the FAQ did not answer.Image

7 · Testing and launch

Tested with QA, then fixed while live

I tested with Cinemark’s QA team and three buyers. Some fixes happened after launch, while the store was live, working directly with developers to match the specs. I also reviewed accessibility at handoff.

QA team

Checked the store against the specs before launch.

Three buyers

Tested the purchase flow as real corporate buyers.

Live fixes

Changes made during live operation, with developers matching the specs.

Accessibility

ADA compliance reviewed during developer handoff.

8 · Results

A new channel for corporate sales

In its first year the store sold about R$1M in corporate vouchers online. New companies registered, and every delivery shipped protected by its own code.

R$1MCorporate vouchers sold online in year one

3Platforms: web, iOS and Android

24/7Security: contracts, purchase details and a code on every delivery

TrackedSales, vouchers sold, new companies registered and volume against previous years.Data

8.1The shipped store on desktop and mobile.Image

8.2Walkthrough of the store on web, iOS and Android.Video

9 · Reflection

What I’d do differently

I would agree on a baseline before launch. Cinemark tracked volume against previous years, but without a clean before number for the phone channel, I can show what the store sold, not how much it lifted sales.

Three users is a small test for a store that handles orders this size. Next time I would test with more corporate buyers before launch, and track how many phone orders moved online.

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