Bamaq Consorcio App
I innovated the consorcio with gamification and transparency.
Client
Grupo Bamaq
Role
Lead Product Designer
Product Stage:
0 to 1
Year
2020
01
Problem
The consorcio was difficult to understand, bureaucratic, and marked by distrust, resulting in long journeys, cancellations, and a low perception of value.
02
Solution
I restructured the journey from scratch, using prototyping, storytelling, and gamification to transform complex processes into simple, visual, and motivating experiences.
03
Results
The digital solution enhanced the brand's reputation, increased efficiency and conversion, and became the starting point for new products and the company's innovation area.
Trade-offs
I chose to present an ambitious vision to ensure executive support and professional growth, even understanding that the MVP would need to be more streamlined. I introduced gamification as an innovation, taking the risk of introducing an uncommon approach in a conservative market, while balancing a long-term vision with real technology and internal maturity constraints.
Overview
At the peak of the digital transformation of the Brazilian market, Bamaq Consórcio had an urgent need for modernization and the digitization of its service. The main obstacle of the product was to transform something so complex into something easy to understand, clear, and that encourages everyone to have a well-planned financial life focused on goals.
To make matters worse, due to several factors such as poor management of some administrators, incorrect sales, promises, and especially the lack of transparency brought distrust and prejudice to the Consortium.
⏳ Analog, bureaucratic, and difficult-to-understand service
Simple actions like paying bills required physical travel🛑 Lack of transparency and negative reputation
Poor history and bad communication generated prejudice and insecurity📉 Long and inefficient buying journey
Led to cancellations and loss of customers
"More than a technical challenge, the project required a cultural transformation. It was necessary to regain the customer's trust and translate a complex service into something clear, accessible, and efficient."
Strategy
The product started practically from scratch. There was no documentation on the service flows and the processes were in the heads of the people. Therefore, the entire journey was mapped manually, interviewing teams and analyzing complaints and reports from customers who frequented the company's headquarters.
Here, the hands-on approach was very important, with sketches of wireframes on paper and constant sharing of ideas. Feedback from colleagues was essential, especially to ensure the correct flow of the journey.
I led the creation of the product, with storytelling and a navigable prototype that was the turning point that unlocked executive support and attracted the necessary resources to bring the project to life internally (the initial idea was to hire a third-party company for the design). This moment was essential to demonstrate the feasibility of the solution and engage the leadership with the project.
The idea here was to conduct a "moonshot", proposing to the stakeholders where we wanted to reach with the product in the long term and provoke surprise. The big challenge was to transform such a complex subject into an impactful visual solution.
Grupo Bamaq has strong brands (Porsche, Mercedes-Benz) and popular sports sponsorships (such as Atlético Mineiro). This created inspiration for the use of 🏅 gamification, making tasks that were once difficult easy to understand, and small actions started to be celebrated, just as it should be in financial life.
Moments of contemplation of the consortium letter, the entire plan, and even a simple payment of an installment became reasons for celebration. To improve, everything was rewarded with points that could later be exchanged for prizes like official shirts, exclusive visits to dealerships, and much more.
Another important area of action was in conversion; basic actions were designed to be carried out with minimal effort, such as the sale of quotas which was designed for 3 simple steps.
After the approval of the board and the involved stakeholders, an external service provider was hired since the company did not have a Technology department much less developers.
Results
📈 Rating on Reclame Aqui rose from 6 to 9
📈 Productivity gains and increase in sales conversion
📉 Drastic reduction in face-to-face attendance
In addition to the significant results, the App brought major changes to the business:
✅ Creation of the Technology and Innovation department of the company, with the hiring of new positions
✅ The improvement in experience reflected the increase in customer trust and in the consortium service
✅ The solution inspired the launch of new digital products: Broker App and Orbbits
✨With great pride, the innovative bidding method with real-time feedback was later replicated by other market administrators.
Lessons Learned
📌 The minimalist design, although aesthetically pleasing, creates problems with accessibility, mainly in contrast.
📌 Moonshot was useful for the impact of the presentation, but it created false expectations for an MVP.