Context
At the outset of this project, we encountered two challenges:
1. Identity Compromise: We noticed that the MeuDna brand we had been using bore a striking resemblance to that of a company operating in the same sector in Asian countries. As the company expanded, many individuals began to inquire whether there was a connection between the two.
2. Engagement and Format: Despite generating considerable interest and curiosity among people, certain tests were experiencing poor sales conversion rates. Consequently, we explored new approaches to enhance interest in the brand and to offer a wider variety of tests.
Proposal
After identifying the issues, we decided to embark on a comprehensive end-to-end project. This involved rebranding and redesigning our products, as well as changing our business model.
In response to market movements and trends, we transitioned to a digital subscription model. Subscribers now receive weekly results from various tests, including health, ancestry, and profile tests (a new model providing results for physical and behavioral characteristics).
Old Brand vs. New Brand
With the proposal to change our brand, we collaborated with the Passeio studio team and Ruiva Branding to restructure it. Our goal was to create a more mature brand while retaining its relaxed characteristics and maintaining close communication with our customers. The icon was inspired by the Gaussian curve and the various possible results within genetic tests.
During this stage, I was responsible for negotiating with third-party companies, providing visual and positioning direction, and integrating the third-party company with the rest of the project teams.
Construction
After structuring the verbal and visual brand of MeuDna, we initiated the development of the new product. For this phase of the project, we adopted the double diamond approach, a design thinking methodology, to ensure comprehensive coverage of all project aspects. We began with an immersion into the subject matter, coupled with gathering stakeholder expectations to ensure alignment between design and business objectives. Simultaneously, we created and continually updated our CSD matrix throughout the project to identify and address any remaining gaps. During the dynamic stages, I took on the responsibility of facilitating each session.
We then developed the user's 'to-be' journey to understand how touchpoints would evolve in this new process. This comprehensive journey mapping considered all the touchpoints the user would encounter, as well as the potential impacts and opportunities. This stage involved collaboration between the design, content, and marketing teams.
We then developed empathy maps to pinpoint areas needing attention. From this exercise, we derived three personas to steer our targeted communication, marketing strategies, and guide future feature prioritization.
We formulated a problem statement to guide participants during the Crazy 8's exercise, aimed at generating numerous feature ideas for the new format. At this stage, we prioritized creativity over complexity or feature importance, with the goal of gathering a broad spectrum of possibilities for both the MVP and future backlog.
Some of the user tasks covered on this step
We developed user tasks to precisely outline the workflows and requirements needed to complete each identified primary activity.
After finalizing the main workflow, we proceeded with prioritizing the mapped features, assessing both the implementation effort and the user impact level of each feature. Teams involved in product creation and development (development, marketing, design, and content), along with the CEO, participated in this stage. This phase was pivotal in gaining a comprehensive perspective, ensuring a balanced approach between user satisfaction and business objectives in our release packages, including the MVP.
Design, Research & Validation
With the MVP defined as the guide for rebranding, we commenced constructing the new design for the website and application. To validate, we conducted usability tests initially with cross-functional teams such as Customer Support, and after some refinements, we proceeded with validation involving the end users.
Style Guide & Screen Refinement
As we crafted screens for the application and website, we concurrently established a comprehensive style guide encompassing all componentized elements. This not only streamlined the reproduction of screens but also enhanced collaboration between developers and designers. Screen refinement occurred iteratively, informed by insights gathered from research results obtained via Hotjar and forms.
Outcome & Tracking
After the implementation of the website and applications, we began monitoring using Hotjar. Together with the marketing team, we assessed various metrics to understand the product's performance, especially in its early stages. The results were promising: we observed a notable increase in screen time, a steady rise in sales conversion rates, and a reduction in complaints related to one of our primary tests (ancestry). This indicated that the benefits to the customer and the received results were significantly improved.
