Rethinking the customer acquisition workflow
Major redesign of SeDomicilier’s acquisition funnel, one of the company’s biggest projects. The goal was to create a faster, clearer experience, while boosting cart value and standalone conversions
At a Glance
Year: 2023-2024
Role: Product Designer
Team: Tech + Marketing + Sales + Stakeholders
Discovery – Auditing the journey and identifying friction points
Ambiguity and confusion
Whether it's users, employees, or sales teams, there's clear ambiguity in understanding the offers, pricing, and true value of the services. Terms like 'creation,' 'transfer,' and 'mail management' seem particularly confusing.
Unoptimized user flow
Users find the process repetitive and are often surprised or disappointed by the UX after clicking a CTA. Employees also point out the length and lack of intuitiveness of the funnel.
Lack of reinsurance and consistency
Especially towards the end of the funnel, users lack clear and consistent pricing information and are dissatisfied with the look of the payment page.
Delivery – Prototyping and iterating to streamline the funnel
Prototype V1, V2 and V3
The feedback was very encouraging because the main pain points were addressed. The adjustments mainly involved wording or minor UX corrections. We incorporated this feedback into a V2 prototype. The latest user tests were very successful and allowed us to validate the project with V3.
Impact
Internal feedback highlighted new user behaviors, such as solo conversions on larger baskets. Previously, these transactions typically involved the sales team, suggesting that the new flow made the process more autonomous for users.
At a Glance
Year: 2023-2024
Role: Product Designer
Team: Tech + Marketing + Sales + Stakeholders
Discovery – Auditing the journey and identifying friction points
Ambiguity and confusion
Whether it's users, employees, or sales teams, there's clear ambiguity in understanding the offers, pricing, and true value of the services. Terms like 'creation,' 'transfer,' and 'mail management' seem particularly confusing.
Unoptimized user flow
Users find the process repetitive and are often surprised or disappointed by the UX after clicking a CTA. Employees also point out the length and lack of intuitiveness of the funnel.
Lack of reinsurance and consistency
Especially towards the end of the funnel, users lack clear and consistent pricing information and are dissatisfied with the look of the payment page.
Delivery – Prototyping and iterating to streamline the funnel
Prototype V1, V2 and V3
The feedback was very encouraging because the main pain points were addressed. The adjustments mainly involved wording or minor UX corrections. We incorporated this feedback into a V2 prototype. The latest user tests were very successful and allowed us to validate the project with V3.
Impact
Internal feedback highlighted new user behaviors, such as solo conversions on larger baskets. Previously, these transactions typically involved the sales team, suggesting that the new flow made the process more autonomous for users.
At a Glance
Year: 2023-2024
Role: Product Designer
Team: Tech + Marketing + Sales + Stakeholders
Discovery – Auditing the journey and identifying friction points
Ambiguity and confusion
Whether it's users, employees, or sales teams, there's clear ambiguity in understanding the offers, pricing, and true value of the services. Terms like 'creation,' 'transfer,' and 'mail management' seem particularly confusing.
Unoptimized user flow
Users find the process repetitive and are often surprised or disappointed by the UX after clicking a CTA. Employees also point out the length and lack of intuitiveness of the funnel.
Lack of reinsurance and consistency
Especially towards the end of the funnel, users lack clear and consistent pricing information and are dissatisfied with the look of the payment page.
Delivery – Prototyping and iterating to streamline the funnel
Prototype V1, V2 and V3
The feedback was very encouraging because the main pain points were addressed. The adjustments mainly involved wording or minor UX corrections. We incorporated this feedback into a V2 prototype. The latest user tests were very successful and allowed us to validate the project with V3.
Impact
Internal feedback highlighted new user behaviors, such as solo conversions on larger baskets. Previously, these transactions typically involved the sales team, suggesting that the new flow made the process more autonomous for users.