Case Studies

UX of an extended website for a leader in logistics automation – a project for SKK S.A.

strona www dla firmy logistycznej
new website UX
Collaboration period:
March-April 2020
Number of sprints:
Number of people in the project:

Project context:

SKK is a company that deals with automation and optimization of logistics and manufacturing processes. The task they put in front of us was to design the UX for their website. SKK had a website in place but it needed improvement. The main task was to provide clear yet comprehensive information about the company’s complex offer. The challenge stemmed from the fact that SKK S.A.’s sales is handled by several departments.

SKK S.A.’s problems:

  •       the website didn’t present the full scope of the company’s offer,
  •       lack of structural organization of services,
  •       some departments rarely used the website in the customer acquisition process,
  •       generic sales subpages,
  •       incomplete descriptions of services on the website,
  •       low conversion on subpages related to the industry,


The key to successful collaboration? Teamwork!

For the duration of the project, we have become one team with the Marketing & Product Development department of SKK S.A. led by Konrad Uliński. This sense of teamwork is very much in line with the values of Project: People.  

SKK S.A.’ s marketing team introduced us to each department and instructed us on who to contact with particular issues. They also provided us with all necessary materials and supervised work on the content for the website. 

The collaboration with the SKK team was smooth and lean which allowed us to iterate the wireframes much more often than usual. Our collaborative work was translated by the SKK marketing team into a company-wide context.


strona www dla branży logistyka
Homepage before the redesign

Presentation of services on the homepage before the redesign


Redesigned homepage

Presentation of services after the redesign


Sprint 1-2: Kick-off workshop

Creating a good website requires a thorough understanding of the company for which the website is being developed. Therefore, we started with a kick-off workshop.

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     Workshop plan

    The basic assumptions of the workshop we conducted for SKK S.A. were:

    1. Getting to know the structure of the company and the correlation between particular departments. Our goal was to understand the universal processes across the whole organization and the individual needs of each department. 
    2. Understanding the range of services offered by SKK. This was to help us develop appropriate buyer personas, which in turn translated into a website design that responded to the users’ problems.
    1. Mapping the service delivery processes inside the company. This enabled our understanding of what was important in the context of the website.


    Stakeholder mapping

    We started the workshop traditionally by getting to know all the members of the project team to make sure everyone understands other people’s roles. We asked the participants to map the structures within the company. We used a simple warm-up exercise: write your name on a piece of paper and say a few words about yourself. Once everyone had introduced themselves, we asked them to draw the company structure on the board. Each person had to stick their post-it note in the appropriate place in the company structure.

    We wanted to understand the information flow within SKK S.A. and make sure that the new website would meet the requirements of all stakeholders.


    Stakeholder map created during the workshop


    In the process of mapping, we identified particular sales departments:

    • commercial department dealing with automation and labels,
    • commercial department responsible for logistics,
    • commercial department responsible for networks.

    The overall sales process was similar for each department, however, due to the nature of the industry, each department had different needs. The participants in the workshop indicated the departments they work in. Mapping the structure of the company by its employees made it easier for us to schedule the subsequent interviews.

    During the workshop, we asked the participants to describe:

    • processing of orders involving several departments,
    • division of  competencies between the departments,
    • what particular departments do and what they sell.


    Mapping of services

    In the next part of the workshop, we divided the participants into groups. Each group mapped out the process in their department. We asked the employees to lay out the process from the first touchpoint (not from the first contact) to the service delivery and post-service period. This helped us illustrate how many touchpoints a website can have.

    Here are some of our findings:

    • as far as the labels, many inquiries referring to the offer could have been explained already on the website
    • the network offer was not presented in a clear way,
    • information about the software and hardware the company sells was not properly emphasised,
    • the website was used relatively rarely by some departments.

    Sprint 1-2: Desk research

    After the workshop, we moved to the desk research. The first step was the analysis of the offer.

    It is worth noting that SKK S.A. started its operations with specialized labels and then gradually extended its offer to other segments. At the onset of our collaboration, the company offered:

    • specialized labels,
    • software for label production and management,
    • proprietary Hive Sensor and Hive Track systems for logistic solutions,
    •  voice picking technology,
    • Auto ID  equipment such as terminals, label printers, and mobile printers,
    • network solutions.

    Generally, it was a multi-faceted offer. We needed to understand its boundaries and complexity.

    For the purpose of a desk research, we initially spent a lot of time at SKK S.A.’s headquarters to meet and talk to their staff on site.

    Additionally, we conducted the quantitative data analysis with Google Analytics and Hotjar. What is important, SKK S.A. has two domains: (addressed to Polish market) and dedicated to foreign markets. It was decided that Polish domain is a priority.

    The problem we had to solve was the lack of call to action buttons on most of the sales subpages. The pages were rather generic. They described the services but did not seem to convince the potential customers of SKK S.A.’s experience. There were too few testimonials, case studies or figures to prove SKK’s expertise.

    Lack of structural organization of the services was an additional problem. The services were listed but there was no logical arrangement that would respond to customers’ needs.

    Sprint 3-4: UX Research – in-depth interviews

    In line with our best practice, we try to visit the client’s headquarters to talk to particular people and see how the company works from the inside. We arranged in-depth interviews with each person responsible for the products. Our goal was to organize the structure of all services, work out a specific division, and then develop a dedicated subpage for each service.

    We sought to create a clear structure of information and thus answer the questions such as:

    • What are the subproducts or kinds of a given service?
    • Who are the customers?
    • Who are the key customers?
    • What is the company’s relationship with the customers?
    • What are the key activities within the service?
    • Who offers a competitive product?
    • What is the process for starting a relationship with a customer?
    • What channels are used to reach the customers?
    • What problems and objections do customers have?
    • How do customers search for a particular product?
    • What is the Unique Value Proposition of the particular product?

    After the COVID-19 pandemic broke out, we switched to working remotely. It didn’t prevent us from conducting interviews. We performed them either over the phone or via the Webex platform. In total, we carried out almost 20 interviews with the employees at various levels – from a person responsible for customer service who is at the very beginning of the process, to sales directors. We also spoke to:

    • HR department,
    • people responsible for the development of particular products (Hive Track),
    • people responsible for selling label management software,
    • people working on voice picking,
    • a few people from the network department,
    • and other employees.

    All this to create a solution tailored to their needs.

    During the interviews, we asked each participant to:

    • present the services they are responsible for,
    • describe the sales process phases,
    • express their needs in this area.

    This served as a basis for touchpoints mapping.

    We were designing the website architecture at the same time.

    Sprint 3-4: Architecture design

    The most challenging stage was to create proper architecture. Traditionally, it should be developed based on a persona. However,
    while describing the ideal customer, we encountered the following problems:

    • most sales departments worked with large organizations with complex structures, where several people made decisions concerning a single product,
    • SKK S.A. offers a wide range of products in different segments: logistics, trade, warehousing; some services are relevant for people involved in both logistics and warehousing,
    • For SKK’s salespeople, the key were the processes e.g. in logistics or in production departments.

    For this reason, we decided to structure the website according to the Jobs To Be Done methodology. This method allows to identify any complex problem and provide a solution.

    We identified specific “jobs” in each SKK business segment, i.e. complex services that the visitors to the website were looking for within a given category.

    Next, we divided them into departments:

    • production,
    • logistics,
    • trade,
    • labels,
    • web solutions,
    • devices and software. 

    For example, the areas identified for production are:

    • robotization of industrial processes,
    • automatic marking systems,
    • label design and printing,
    • network solutions. 

    The logistics department included, for example:

    • Hive Track (SKK S.A.’s proprietary solution),
    • mobility management,
    • voice picking,
    • terminals,
    • label printers,
    • bar code readers,
    • label design and printing,
    • network solutions.

    As can be noted, label design and printing is included in both categories. In the process of interviews, we came to the conclusion that it made sense to put this service in both places. People involved in logistics rarely look for services related to production or warehousing, but we aimed for conversion.

    The rest of the website was much simpler to develop. We created the entire base for the career and marketing sections. Moreover, the website design needed to include maintenance and repair services for technical workstations.


    Visualization of the information architecture

    Having prepared the website architecture, we could proceed to the next stages of the project. We began creating the wireframes (views used to showcase the structure of the site) at the end of Sprint 4.

    Sprint 4-6: Wireframing

    At this stage, we went back to the conclusions of the already mentioned interviews to make some decisions:

    • We need some confirmation of service quality – it is imperative to include testimonials, figures and case studies for each specific service described on the website.
    • Call to action should be visible in a sticky menu (i.e. menu at the top of the page that doesn’t disappear when scrolling) all the time.
    • Every sub-page should feature a contact form that directs a user to a person responsible for a particular service.

    And so the first concept of the website was created. We prepared almost 70 high quality screens, i. e. advanced page views (example below). This allowed us to think about content organization, layout of the elements on the page, and made it easier to plan for coding.

    After creating the concept, we consulted it with the team responsible for the product/service. The objective was to determine what elements on the subpage would facilitate everyday work. 

    Some departments required a simple form:


    For others, a much more complex form was created. In order for the team to respond to a request, they needed more information:


    In the last stage, the mobile versions were created so that a UI designer could develop the page views.

    During this phase, we had meetings with the SKK S.A. management every 2-3 weeks to approve the website structure. We discussed individual elements one by one. In the times of the pandemic, Figma proved to be a perfect solution, as it enabled 17 people to work together simultaneously.

    After the UX design got approved, the material was handed over to a designer and developer  whose task was to design and implement the website. We were available throughout this period to help resolve any problematic issues.


    Lessons learned:

    1. In the process of creating a tool intended to help different people (i.e., the representatives of different departments in a company), it is a good idea to use the Jobs To Be Done framework.
    2. Many times, employees in a given department have their own ideas of other department’s work. To synchronize all processes, it is necessary to talk to people representing different perspectives.

    The shift to remote work mode does not affect the quality of the project if you use the right tools (you can read more about remote collaboration tools in our e-book).



    in-depth interviews


    high quality screens


    people working simultaneously in Figma

     Tools and methods:

    • kick-off workshop
    • stakeholder map
    • customer path map
    • Jobs To Be Done framework
    • in-depth interviews
    • desk research in Hotjar and Google Analytics

    What is the client’s opinion of the project

    Right from the start of a new website project, I knew I wanted to pay a lot of attention to a carefully designed website architecture that would support the entire ecosystem of tools generating our leads. After the very first meeting with Beata and Joanna of Project: People, I knew they were the ones I wanted to work with.  They were thoroughly prepared and presented a perfect interpretation of a brief I had sent before the meeting.

    The execution of the project deserves the highest grade. Tomasz, who took care of us on behalf of Project: People, fulfilled all our needs and requests that were raised during the first conceptual workshop.  He never forced any concept but listened carefully and analyzed what was important to us.

    We also received a lot of support from Tomasz when searching for a company to code the design of a website and integrate it with our CMS platform

    I highly recommend Project: People as experts in UX and website design.

    Konrad Uliński, Marketing and Product Development Director, SKK S.A.

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    Project team, i.e. who was responsible for what

    Author of the Case Study

    Tomasz Osowski Lean UX & Service Designer w Project: People
    He helps companies create an excellent user experience while ensuring the profitability of their business. His job is to create products and services that are in demand and satisfy both the consumers and business owners.

    Certified Business Coach, Personal Development Coach, and Certified Design Thinking Moderator. Tomasz is also an entrepreneur sincerely in love with Lean methodology. He always works to get a product to market as quickly as possible with the least capital outlay.

    He has cooperated with companies such as T-mobile, Ecard, inPost, ING, Nationale Nederlanden, Brainly, Publicis, Netguru. Organizer of DesignWays Conference.