TwoContinents Checkout refactor

• As-is: stays went through their own three-step checkout (extra services, personal details, summary), separate from attractions.
• Every participant had to fill in a title (Mr/Mrs), name and date of birth, with the full site header and footer around the form.
• Expert audit: 12 observations for the attractions checkout and 8 for stays, each with a priority from 1 to 5 and a problem type: clarity, friction, trust, distractions, value communication or order frequency.
• Benchmarks: how Allegro and GetYourGuide handle adding to the cart, cross-selling and holding a spot during checkout.
• Session recordings from Microsoft Clarity backed the changes to the product form.

• Priority 5: no clear cancellation deadline, a confusing message about paying with ZEN, no word that booking details go out by email, and separate checkouts for stays and attractions.
• Priority 4: an imprecise message about picking up the ticket, which created questions for customer support; the full header and footer as distractions; no choice of payment method.
• Priority 3: a mandatory title field (Mr/Mrs), the chat icon as a distraction, no price per person to compare offers, and no length check on the phone number.
• The checkout could also fail when someone else booked the same spot first. That is frustrating and can put people off buying.

• Goal: understand how users use the TwoContinents website and where they run into problems in the purchase path.
• Method: 5 in-depth 1-on-1 interviews with young adults and adults aged 24–54.
• Two personas came out of it. The strategist and organiser: a meticulous planner, an “in-house travel agency” for family and friends, who values credibility and complete information. The deal hunter: a budget traveller who avoids rigid plans and compares prices everywhere.
• What already worked: strong trust in the brand and its founder, mostly through recommendations on social media; Polish customer service and paying in PLN; a clear website with detailed tour plans, rated 8.5/10 on average; and confirmation emails with precise instructions.
• Problem 1, the cart, raised by every participant: there was no way to edit an order, so changing the date or the number of people meant deleting the attraction and adding it again. On mobile, getting out of the cart was hard too.
• Problem 2, prices: most participants had to click through the whole form, date, hotel and number of people, before they saw the final price, and some were sure the quad or buggy was included.
• Problem 3, availability: attractions shown on the website often had no dates left, which caused stress, especially during promotions with a discount code.

• High: redesign the cart. The drawer didn't do its job, so the cart needed easier navigation and an Edit option for the date, time and number of participants, plus a way to click an attraction and go back to its product page.
• High: clear prices. Show the base price and a breakdown of add-on costs, with a price table by season, day or time for attractions that have add-ons, like the desert safari (quads and buggies) or the full-day trip (costumes).
• High to medium: unavailable attractions. A clear “temporarily unavailable” message in the form, and a sign-up to get an email when a date opens.
• Medium: a chat on the product page, age requirements shown earlier, time estimates for each stop of a full-day trip, more real and less staged photos, and categories and filters in the catalogue. Low: a UX writing review of the catalogue, the form and the cart.
• Next steps I proposed: agree on priorities together right away, ship the cart editing, prices and availability fixes first, research the stays module next, after a participant reported a critical bug and uncompetitive prices there, and run a shorter validation study with 5 users once the changes are live.

Result: the high-priority items became the starting point for the new purchase path below.

• We started with a hypothesis about the cart. When the interviews pointed to editing, prices and availability, I changed the plan and showed the client why, in the participants' own words.
• A priority on every recommendation turned a long list into an order of work the client could agree to: cart editing, prices and availability first.
• I led the study and mentored two other designers through it: the plan, the interviews, the synthesis and the report.
• The whole team was impressed by the amount of work behind the study, and the client left feeling looked after, with a clear plan.

• The path: attraction catalogue, product page, filling in the form, adding to the cart, then the user's decision: go to the cart, or go back to the catalogue and keep shopping.
• Feature proposals on the flow: an Add to cart button, a Quick checkout / Buy now button that skips the cart, a badge in the catalogue for attractions already in the cart, and a small pop animation when something is added.
• Proposals from the audit and benchmarks: editing the date and number of participants in the cart, upselling in the cart, adding a stay to the same cart, holding the spot for a set time, and removing the header, footer and chat from checkout.
• Smaller fixes: reviewing the copy in the information blocks and moving the ZEN payment into the checkout.

• Product page: the form for date and participants, with Add to cart and Buy now side by side, and the cancellation terms and payment methods visible before the click.
• Adding to the cart opens a drawer, in two variants for an A/B test. Focus: no extra attractions or upgrades, so people finish the purchase (conversion rate). Cross-selling: “other customers also bought”, based on real data about which attractions people bought together (order value).
• A new cart subpage: each attraction with its date, time and participants, the refund rule (up to 24 h before), an optional 100% refund guarantee, discount codes, and a note that adding to the cart doesn't reserve the spot.
• A new checkout without the full header and footer: one form without the title field, autofill for people with an account, and a choice of BLIK, card, Apple Pay, Google Pay or ZEN.

• Four breakpoints for the product page, cart and checkout: Base 320–587, SM 588–999, MD 1000–1439 and LG 1440–1999 px.
• Cart and checkout states: one attraction, two attractions, an empty cart and an empty checkout.
• Seven payment states on mobile and desktop: empty, selected, typing the BLIK code, the BLIK modal, a BLIK error, a failed Google Pay or Apple Pay payment, and loading.
• Discount code messages: an invalid code, a minimum order value, an expired code, and a coupon that applies to only some of the reservations.
• Design system updates for the path: new button sizes, a 10 px type style, a 40 px extra-small field, a message with a ghost button, and missing icons flagged for Storybook.